Promising Practices

This paper examines the utility of applying situational crime prevention measures to sex discrimination problems in police recruitment. Discrimination against disadvantaged groups such as women is now a "crime." In some jurisdictions, the offence extends to lack of active support for women. Traditional masculinised characteristics of police departments put them at risk for this type of offending, and a variety of courts have found police departments guilty of discrimination. To address the problem, a situationally oriented, problem-based approach is needed that builds on discrimination- reduction strategies that have already shown some success. The examples of pre-entry physical ability tests, firearms handling tests and interviews are used to illustrate the benefits of highly specific modifications in selection processes.

Keywords: Promising Practices; Research Assessment Reports

Notes: Griffith University.; Centre for Crime Policy and Public Safety.ill.; 24 cm.

Publisher: Criminal Justice Press, 1997; source: Research Institution; ISBN: ISBN: 1881798100; 9781881798101 Series ISSN: 1065-7029; LCCN: 98-101559; region: Domestic; occupation: Police-related; peer-reviewed: No

The recruiting of Southeast Asians is explored to fill positions as police officer candidates in Midwestern cities.

Keywords: Promising Practices

Notes: PeriodicalsFeature

1992; source: Newspaper/Magazine; ISBN: ISSN 0894-3842; region: Domestic; occupation: Police-related; peer-reviewed: No

Since 1985, the Appleton, Wisconsin police department has used a pre-employment assessment process to select entry-level applicants. The goals of this approach are to develop and implement a method for selecting the most qualified candidates and to reduce the costs and other problems associated with the failure of new recruits to complete an initial training or probationary period. The first step in developing the assessment process was to complete a comprehensive job analysis. Several job dimensions were identified: problem solving, communication, initiative, adaptability, judgment, interpersonal sensitivity, and maturity. Exercises designed to elicit the appropriate behaviors to be observed and analyzed included group discussions, situational responses, oral presentations, background/achievement reports, and observational responses. Departmental assessors were trained to review the job dimensions, role-play the exercises, and evaluate the candidates. The operational phase of the process included specific timetables for exercise completion, orientation meetings, observation of candidate participation, document and materials processing, dimension worksheets to be completed by assessors, team meetings of assessors, final debriefing of the candidates, integration of exercise results, and final report preparation. Each assessor reports to the assembled team of assessors on each candidate's strengths and weaknesses; candidate decisions are then made by consensus. The Appleton police department has hired 28 of 209 applicants for entry-level positions using the assessment center process; 4 officers left voluntarily and 1 did not complete probation. This process allows neophyte candidates to compete on equal footing with experienced officers and gives selected candidates additional inferred support from the department.

Keywords: Promising Practices; Tools & Models; Field

Notes: Demonstration program description

1991; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This book describes the assessment center process, by which police agencies can observe a candidate officer's behavior and document a score based on the candidate's performance. Over the past 20 years, assessment centers have become a popular testing method of assessing candidates' behaviors under simulated conditions and of promoting those who show a high degree of managerial potential. For example, the behaviors that were identified through a job analysis for the position of investigator in an assessment center for a New York police department included decisiveness, impact, initiative, judgment, listening skills, oral communication skills, planning and organization, problem analysis, sensitivity, stress tolerance, and written communication skills. This manual discusses the role of the assessor, the matrix used in assessment, the group discussion, the fact-finding exercise, the career interview, the visual career presentation, the video exercise, the counseling session, the in-basket, the citizen complaint, the oral board, the case file exercise, the press conference, and reading comprehension and speech.

Keywords: promising Practices; Research Assessment Reports; Tools & Models

1995; source: Research Institution; ISBN: 0875264298; region: Domestic; occupation: Police-related; peer-reviewed: No

The presentation power-point is available showing organizational approaches to replacing an officer and reatining officers. Also discussed are union issues.

Keywords: Promising Practices; Briefing

Publisher: Office of Community Oriented Policing Services, 2006; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Equal opportunities in English police recruiting are tackled and the possible use of 'biodata' is examined. Weighted biographical information (gathered from application forms) is useful in predicting candidate performance and said questionnaires should be further developed.

Keywords: Promising Practices; Research Assessment Reports

Notes: Book

Publisher: Police Research Group, U.K. Home Office, 1992; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: Yes

Recruiting advertising needs to do more than reference job openings, the organization's image must be sold to potential applicants. Lynne Meena (of New York-based Lynne Meena & Co., a newspaper advertising firm) says that, "Many recruitment ads, whether in print or broadcast or on the Internet, are too boastful about the company--'we this, we that'--without thinking in terms of the needs of prospects." This year's winners managed to establish the employer's image without being seen as arrogant by prospective applicants. In Seattle the "protect our city" campaign had been used for years and Officer John Ritter, Seattle Police Department's recruiter decided to use JWT Specialized Communications in Seattle to provide an innovative approach. An immediate need to fill 125 positions meant "we had to change our mindset, even though it is often hard, due to the type of environment we operate in," said Ritter. A nationwide print advertising campaign was employed called "A Job Like No Other." To stay within budget and avoid stereotype imagery all-text ads were used, "we are targeting a widespread age group as well as a very diverse group of people, and we didn't want pictures," Ritter says. The web site was a significant decision notes Ritter. "Now about 80 percent of candidates who test for the police department use the Internet to obtain more job information including test sites, as well as fill out an application. This relieves us of about 100 calls a day, ensures that applicants are receiving consistent information and saves us $2 on postage per application." Part of the creative and fresh approach included the use of humor and tone appealing to a previously untapped demographic, "humor helps open up people's mindset," says Ritter, "which is a real advantage since many people view police departments as a closed community."

Keywords: Promising Practices; Tools & Models; Field

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Bureau of Justice Assistance (BJA) is a component of the Office of Justice Programs, U.S. Department of Justice, which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office of Juvenile Justice and Delinquency Prevention, the Office for Victims of Crime and the Community Capacity Development Office.The mission of BJA is to provide leadership and services in grant administration and criminal justice policy development to support local, state, and tribal justice strategies to achieve safer communities. BJA's overall goals are to (1) reduce and prevent crime, violence, and drug abuse and (2) improve the functioning of the criminal justice system. BJA's website contains information about BJA programs, funding, and training and technical assistance opportunities. The website also contains BJA's publications, information on key justice issues, as well as resources for its grantees.

Keywords: Research Assessment Reports; Promising Practices; Websites; technical Assistance/Training; Funding

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

This is a lesson plan for Peace Officer Recruitment Training within the California Department of Corrections. Upon successful completion of this 4-hour course, using Peace Officer Recruitment Section (PORS) approved documents and in compliance with PORS safety practices, students will be able to: (1) State the basic skills needed by a California Department of Corrections (CDC) Recruitment Team Member; (2) Identify and explain the Goals and Objectives of PORS, Peace Officer selection process/timelines and be able to relay that information to prospective candidates; (3) Explain the Basic Correctional Officer Academy Curriculum and what is involved in the 16-week program; (4) Identify the characteristics of a recruiter and understand team standards; (5) Complete the PORS monthly activity report; (6) Identify safety practices while participating in recruitment events; and (7) Give Recruitment Presentation: Transition Assistance Program Class Presentation, Job Fair Presentation Techniques, Employment Development Department Workshops, and CDC Workshops.

Keywords: Promising Practices; Research Assessment Reports; Technical Assistance/Training

Notes: Document; Instructional materials

Publisher: California Department of Corrections, 2001; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

The three day career fair reaches over 3,500 explorers and between 500-600 police officers and is coordinated by the International Association of Chiefs of Police at the biannual National Law Enforcement Exploring Conference. The fair provides an occasion to recruit from many who have shown an interest in law enforcement.

Keywords: Promising Practices; News; Field

Notes: Journal Article

2002; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

The Metropolitan Police Service is using inventive methods to meet its recruitment and diversity objectives including podcasts, mobile career units and an applicant-focused website that updates candidates on their application progress.

Keywords: Promising Practices

2006; source: Government Communication; ISBN: ISSN: 1358-2216ISSN: 1077-2197; region: Domestic; occupation: Police-related; peer-reviewed: No

The Center for Problem-Oriented Policing (POP) is a non-profit organization comprising affiliated police practitioners, researchers, and universities dedicated to the advancement of problem-oriented policing.The Center hosts a website, which features problem-oriented policing resources and the POP Guides. The POP Guides include Problem-Specific Guides, Response Guides, and Analytic Tool Guides. The Problem-Specific Guides for Police summarize knowledge about how police can reduce the harm caused by specific crime and disorder problems. The Response Guides summarize the collective knowledge from research and practice about how, and under what conditions, certain common police responses to crime and disorder do and do not work. The Problem-solving Tool Guides explain how various analytical methods and techniques can be applied to improve an understanding of crime and disorder problems. Each guide is informed by a thorough review of the research literature and reported police practice, and each guide is anonymously peer-reviewed by a line police officer, a police executive and a researcher prior to publication. The review process is independently managed by the COPS Office, which solicits the reviews.Other features of the website include a POP glossary, library, learning center, and interactive trainings as well as information about the POP Conference and various awards for excellence in problem-oriented policing.

Keywords: Promising Practices; Research Assessment Report; Briefings; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Given the changing nature of the U.S. work force, police recruitment procedures must adjust accordingly. Some sociologists predict that by the time the 1990's draw to a close, white men will constitute only 8 percent of the work force. The other 92 percent will be drawn from women, African-Americans, Hispanic-Americans, and Asian-Americans. New immigrants from Latin America and Asia alone account for more than 14 percent of the Nation's annual population growth. Women workers of all ethnic groups will outnumber men. Given the changing characteristics of the work force, police forces in major cities, where ethnic populations are becoming more and more diverse, use a variety of recruitment methods designed to attract qualified men and women to the police force. In Miami, for example, where there is a large African-American and Hispanic population, advertising on certain radio stations has proven effective. Spot announcements on bilingual stations as well as stations that cater to African-Americans have been effective. Miami's recruitment team also attends various ethnic festivals to answer any questions a potential recruit might have. Recruiters have also participated in school "Career Days." The San Francisco Police Department, prompted by a suit filed on behalf of women and minorities, has established recruitment and retention policies that target minority applicants and officers. Recruitment procedures aim at maintaining the quality of officers hired without eliminating anyone because of factors that are not job-related.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Training Materials

1991; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Community policing is being welcomed by police agencies in the U.S. by focusing on citizen based approaches. Citizen Police Academy (CPA) is widely accepted (started in Exeter, UK in 1977 and implemented in the U.S. in 1985) and agencies use CPA to select a group to attend an adaptation of an 8 to 10 week police academy. The CPA's objectives, curriculum and organizational structure are analyzed in a nationwide survey with information gathered from 438 agencies in 1997 (45% had a CPA). The importance of the CPA to crime prevention, crime reduction and citizen reporting of crime was not ascertained and the advertising and screening of participants has not been shown to be helpful in gaining aid from groups who are derogatory of the police (minorities and youths). Proponents of the police seemed to be the people most interested in these programs and therefore unsupportive citizens are not well represented in the CPA.

Keywords: Promising Practices; Research Assessment Reports

Notes: Journal Article

1999; source: Journal; ISBN: 1066-2316; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article presents a description of the Sacramento Police Department s Community Recruiter program. Police departments across the country have been striving, mostly in vain, to create police agencies with ethnic compositions similar to the communities they serve. This goal has been difficult to achieve through the usual means of recruitment, such as advertisements and booths at community fairs. The Sacramento Police Department took an innovative approach to community recruitment efforts by developing the Community Recruiter Program, which trains community leaders on how to be police recruiters. The program was needed to inform community members of the requirements of police recruits so that community applicants would be better prepared to succeed through the recruitment process. The 3-hour orientation meeting for community leaders covers aspects of recruit testing, the background check process, and reviews the police academy training. Another aspect of the Community Recruiter Program involves the sponsorship of community police recruits as a way of demonstrating community support. Once community recruits become officers they are quickly assigned to duties in their home communities to further reinforce community participation. Thus far, Sacramento s Community Recruiter Program has met with success, with 58 community leaders trained as police recruiters.

Keywords: Promising Practices; Field

Notes: Article; Model program descriptions

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

In response to law enforcement agencies crisis with recruitment and hiring, this federally supported report examines the nature and extent of the cop crunch and identifies department-level policies and/or practices that facilitate the recruiting and hiring of quality personnel, including women and minorities. Key highlights on recruitment efforts being used by State and local law enforcement to improve recruiting and hiring of quality personnel include newspaper ads, career fairs, the Internet, and individual police programs (i.e., college internships, explorer programs, and school resource officers). Application procedure highlights include: the acceptance of applications on a continual basis or when a vacancy exists and applicants need not live in the agency service area. In regards to selection procedures, survey highlights include: agencies pay recruits a salary during training, agencies offer a uniform allowance or provide them, agencies pay for recruit training off-site, agencies offer salary increases for college degrees, and agencies allow officers to work overtime. In regards to minority and female recruits, minority recruits are better represented in the applicant, qualified applicant, and hiree categories than female recruits. Identified factors for inadequacies in hiring minorities and females include: decreasing numbers of qualified applicants and individual characteristics, such as past drug use and limited life experience. Promising practices in the recruiting of women include: direct recruiting at events geared towards women, such as women s fitness clubs or women s athletic events. Two substantively meaningful agency-level predictor variables in the minority hires model were identified. First, when an agency requires applicants to have 2 years of college or 60 credit hours, the number of minority applicants decreases. Second, when an agency requires that applicants have a college degree or higher the number of minority applicants increases. This report examines the nature and extent of the cop crunch and identified department-level policies/practices that facilitate the recruiting and hiring of quality police personnel and facilitated the recruiting and hiring of minorities and women. The project utilized a two-part methodology involving a national survey and follow-up phone interviews.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models

Notes: Document; Studies/research reports

Publisher: Police Executive Research Forum, 2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This handbook contains a recruiter's checklist, authorized recruitment tools, and other data for use in interviews with a potential Correctional Officer or Medical Technical Assistant. The document is divided into 12 sections: (1) California Department of Corrections Mission, Recruitment Goals, and Objectives, Roles and Responsibilities; (2) Team Selection/Standards; (3) Correctional Officer & Medical Technical Assistant Selection Process & Timeframe; (4) Basic Correctional Officer Academy; (5) Correctional Officer & Medical Technical Assistant Apprenticeship Programs; (6) Recruiters Checklist & Authorized Recruitment Tools; (7) How To Be an Effective Recruiter; (8) Benefits Information; (9) Most Frequently Asked Questions; (10) Contact Information/Regional Guides; (11) Institution Monthly Recruitment Activity Report; and (12) Miscellaneous Reference Documents. Section 3, Correctional Officer & Medical Technical Assistant Selection Process & Timeframes, contains descriptions of minimum and additional qualifications for both jobs, requirements specific to Medical Technical Assistants, types of application, and data concerning the written test, Veterans Preference Credits, vision test, physical abilities test, psychological test, background investigation, and medical examination.

Keywords: Promising Practices; Tools & Models

Notes: Document; Handbook

Publisher: California Dept of Corrections, 2001; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

This article discusses police departments using Web sites as a way to communicate with the public. Police departments are using Web pages to provide crime statistics, help form partnerships between the community and the police, and in conjunction with e-mail, send neighborhood alerts. Some are using the Internet to bypass the media and ensure delivery of accurate information to the public. Others use the Web to share missing person reports, criminal justice data among departments, and solve serial crimes. Web sites can provide information services that include arrest records from the correction center, human resources data, civil sales, community calendar, and others. While other media outlets provide limited information, the Web site provides data in a fuller context. Neighborhood partnerships are a huge beneficiary of Web sites. A Web site can target recruitment efforts as well. Web sites can encompass courts, police, sheriff, fire-EMS, public works, social services, transportation, utilities, and more. Appropriate business professionals, such as victim s attorneys and insurance companies can view accident reports online. The public s ability to surf the Internet for crime mapping statistics in real time seems to be a future trend. A community resident can select his/her home address on a city map and search all crimes within a time period from a certain radius of his/her home. Subscription services can also be available to provide notification regarding sex offenders, housing, arrests, and direct the person to the Web site for further information. List services can be used to send out notifications of department events, community meetings, changes in procedure, weather updates, and information regarding road and school closings. The new Web portal helps communications staff become more productive.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Technical Assistance

2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

In 2002 the British Criminal Records Bureau began to broaden the access to criminal records by employers and is now releasing more than double the number of security checks weekly. The Independent Review Team gave input, the Bureau staff and customers and the data from Bureau and Home Office documents were evaluated in this study. Over 2 million disclosures and 40-50,000 applications were being processed weekly as of July 2003. Clients (18%) of the Bureau reported rejecting an applicant based on the disclosure information and two-thirds found the process useful in their recruitment. Ten recommendations are made by the Independent Review Team associated with efficiency and effectiveness.

Keywords: Research Assessment Reports; Promising Practices

Notes: Book

Publisher: National Audit Office, 2004; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Police recruiting and retention models are discussed with a focus on joint relationships such as an open dialog amongst various levels of departments which leads to a more competent recruitment and evaluation initiative. This model was used to improve and develop the New Orleans Police Department.

Keywords: Promising Practices; Field

2001; source: Professional Association; ISBN: ISSN: 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

Structured employee development plans are studied. There potential to increase retention is seen as a money saving tactic.

Keywords: Promising Practices

Notes: References; Photograph; IllustrationPeriodicalsFeature

1990; source: Government Communication; ISBN: ISSN 0014-5688; region: Domestic; occupation: Police-related; peer-reviewed: No

This study projects the future selection criteria, devices, and procedures likely to emerge in California marshal's offices by the year 2000. The investigator reviewed the literature and interviewed experts in the fields of law enforcement, personnel, education, and psychology. A county marshal's office was the model organization used to develop a strategic plan. A situational analysis determined the organization's weaknesses, opportunities, threats, and strengths. Two policies were determined to be both desirable and feasible. The first policy involved a computerized performance-based assessment to determine the applicant's potential ability to perform skills based on a profile obtained through a job analysis. The second policy produced a streamlined selection process that used a number of assessment mechanisms over the course of 1 day, providing instant feedback to the applicant through computerized scoring. This policy also led to the creation of the job of a personnel specialist and the use of civilian staff for recruitment and background investigations. An implementation plan was designed, and negotiating strategies were outlined to gain policy acceptance from key stakeholders. Transition management techniques are discussed. Appended supplementary information, 12 notes and 63-item bibliography

Keywords: Promising Practices; Research Assessment Report

Notes: Theoretical research

Publisher: California Commission on Peace Officer Standards and Training, 1991; source: Research Institution; region: Domestic; occupation: Not police-related; peer-reviewed: Yes

The usefulness and effect of the Graduate Entry Scheme (GES) and the Special Course, the keystone of the police graduate recruitment campaign are analyzed in conjunction with a 3 year study of post secondary graduates in England and Wales. Interviews with employees in addition to historical and statistical data suggest that the GES has shown to be functioning inefficiently with a large number of resignations and officers that have not been promoted as anticipated. Police officers do not endorse the GES and recently the numbers of applicants have tapered which has led to less appropriate candidates as well.

Keywords: Promising Practices; Research Assessment Report

Notes: Journal Article

1991; source: Journal; ISBN: 0267-0739; region: International; occupation: Police-related; peer-reviewed: Yes

The value of an assessment center for entry-level police officer selection is studied with a sample of 275 respondents who were candidates (1982-1986) for entry-level police positions in a large southeastern U.S. city. Written exam, medical exam/drug screen, polygraph, background investigation, and a physical agility tests were all passed prior to candidates qualifying for the assessment center. The center predicted both on the job performance and training academy; the predictive validities of the center ratings were contrasted with the predictive validities of the cognitive ability tests. The test more accurately predicted for training academy performance while the center was a better predictor for on the job performance. A negative aspect of the cognitive tests would be its effect on black and Hispanic candidates whereas selection based on the center would negate the effect on Hispanics and increase the percentage of selected black officers. Assessment centers are good alternative in spite of the implementation costs.

Keywords: Promising Practices; Research Assessment Report

Notes: Journal Article

1992; source: Journal; ISBN: 0047-2352; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The Police Cadet Corps program in New York City was studied to determine if the goal had been realized of improving the police force through the hiring and training of applicants with higher education. The questions posed were: (1) How was the program recruitment implemented, and with what success? (2) What were the role-related perceptions and attitudes of the cadets and how did they differ, if at all, among different types of cadets and from those of the members of the latest recruit class? (3) How, if at all, did the program experience affect the cadets' perceptions and attitudes? and, (4) How did the attitudes and perceptions of cadets compare to non-cadet recruits with and without some college education in the same academy class? Cadets' associates and two sets of non-cadet recruits were used as respondents and completed several questionnaires which concluded with graduation. Variables in the data included detailed reasons for candidacy, opinions regarding police, perceptions and attitudes concerning the cadet program, and demographic characteristics (race, sex, marital status, military service and branch, highest level of education, family income, and year of birth).

Keywords: Promising Practices; Research Assessment Reports

Notes: Inter-university Consortium for Political and Social Research.Ann Arbor, Mich.Mode of access: Intranet.20 data files + machine-readable documentation (text) + SAS data definition statements + SPSS data definition statementsTitle from ICPSR DDI metadata of 2004-10-30./ Start: 1986; and end: 1989./ Also available as downloadable files./ Funding: United States Department of Justice. NationalInstitute of Justice./ Grant Number: 86-IJ-CX-0025AVAILABLE. This study is freely available to the general public. Coverage: New York City, New York (state), United States/ Data source: Self-enumerated questionnaires were administered according to the following schedule: 1986 Cadet Cohort: June 1986 (Wave 1), September 1986 (Wave 2), August 1987 (Wave 3), July 1988 (Wave 4), December 1988 (Wave 5). 1987A Cadet Cohort: June 1987 (Wave 1), August 1987 (Wave 2), November 1988 (Wave 3), October 1989 (Wave 4), December 1989 (Wave 5). 1987B Cadet Cohort: August 1987 (Wave 1), November 1988 (Wave 2), October 1989 (Wave 3), December 1989 (Wave 4). 1988 Cadet Cohort: June 1988 (Wave 1), November 1988 (Wave 2), October 1989 (Wave 3). 1988 Non-Cadet Recruits: July 1988 (Wave 1), December 1988 (Wave 2). 1989 Non-Cadet Recruits: December 1989 (Wave 1)./ Data source: self-enumerated questionnaires/ Universe: All New York City police cadets from 1986-1988.Antony Pate, Edwin E. HamiltonInternet resource (url)

Publisher: The Police Foundation, 1995; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The FBI Law Enforcement Bulletin is published monthly by the Federal Bureau of Investigation.The publication contains articles on various law enforcement issues such as terrorism, identityfraud, and human trafficking. The publication also focuses on cross-cutting issues such asleadership, human resources, and technology.

Keywords: Promising Practices; Field

source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Recruitment and Education Program (PREP) was a triumph in the law enforcement community. The 101st US Congress passed PREP as part of a crime package and aims to assist department with recruitment efforts.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: PeriodicalsNews

1991; source: Journal; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This description of the Fort Worth Citizens On Patrol program (Texas) addresses its organization, participants, recruitment, training, responsibilities, budget, equipment, liability, and evaluation. Citizens On Patrol (COP) is a volunteer activity that involves community members who patrol their own neighborhoods. Their primary aim is to reduce Part I property offenses. Using their own cars, the volunteers drive around their neighborhoods looking for crime or potential victimizations. They report potential criminal activity to the police and advise appropriate city agencies of nuisance and safety concerns. Neighborhood Patrol Officers oversee the COP groups in their respective areas. COP groups are organized by neighborhoods, and many work closely with already established neighborhood associations. Since October 1991, 2,091 residents have completed the initial training to become volunteers. An 8-hour training session is conducted by the Fort Worth Police Department. The initial training curriculum covers police and COP operations, including a description of the program, rules of conduct, liability issues, and legal considerations. Ongoing training is also provided. COP is funded through asset forfeitures. During the three fiscal years of COP's operation, $720,000 has been budgeted. Each graduate of the COP training is issued an identification badge, a t-shirt, hat, and jacket. The city supplies 800-megahertz radios that are used by patrolling volunteers and the base station. Although formal program evaluations have not been completed by the Fort Worth Police Department, the city has had a substantial reduction in major crimes since the implementation of the COP program. Rules of volunteer conduct and 8 references

Keywords: Promising Practices; Field

Notes: Article; Program/project description/evaluations

1994; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The world's largest organization of sworn law enforcement officers is the Fraternal Order of Police with over 324,000 officers in 2,100 lodges. The FOP acts as a voice for its members who have devoted their lives to protecting and serving in our communities; through education, legislation, information, community involvement, and employee representation the FOP works to improve conditions and safety for law enforcement officers. The FOP maintains that the dangers and challenges faced by the police are best known by other officers.

Keywords: Promising Practices; Websites; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Police departments in the U.S. are working to recruit candidates for positions left by retired officers and general attrition by using innovative methods to make the most of their budget. Public Safety Diversity Career Day in Denver encourages careers in law enforcement and fire service to citizens with no prior interest in the position and in Austin, TX the police department no longer automatically disqualifies an applicant for a history of drug use but works to discern an addict from an experimental user. Even with less demanding criteria Austin is scarcely staying ahead of attrition.

Keywords: Research Assessment Reports; Promising Practices

Notes: PhotographsJournal Article

2006; source: Journal; ISBN: ISSN 0149-337X CODEN ACCOD3; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the various ways in which the Los Angeles Police Department's Internet web site has improved its services to the public. In 1996 Chief Bernard C. Parks collaborated with Glenn Levant of Drug Abuse Resistance Education America (DARE) to launch LAPDOnline. This web site has been an important part of LAPD's community policing philosophy, which includes improvement in the department's internal and external communications. Community leaders view the new web site as a bridge to the public and an important repository for the latest news, facts, and figures on the LAPD. The web site now has nearly 6,000 pages that include up-to-date information on the history, structure and procedures of the department; comprehensive crime prevention tips; "most wanted" suspect information; and missing persons profiles. The department is committed to maintaining a user-friendly, interactive web site that is constantly updated to create a lasting bond with the public. Since its inception, LAPDOnline has garnered an average of 100,000 "hits" per day, totaling more than 23 million hits between August 1998 and February 2000. Among its many innovative uses, the web site has launched an art theft section to share information and solicit leads on stolen art. Additional uses of the web site are as a recruitment tool, as a fallen officer memorial, for press releases, and as a medium for late-breaking or seasonal information for the public.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The International Association of Chiefs of Police (IACP) mandates to improve and expand the role of women in policing are discussed. The National Center for Women in Policing (NCWP) partnered with the IACP in a survey effort.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Document; Studies/research reports

Publisher: International Association of Chiefs of Police, 1999; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The number of offenders on probation or parole is on the rise and a large number of senior officers are nearing retirement as the group of candidates for the positions decline. Innovative and dynamic strategies need to be utilized in today's job market to be effective. Hiring is the first hurdle; candidates then must be successfully trained and retained. The challenge is confronting pressing needs without loosing sight of the future. Plans are described to facilitate community corrections agencies and questions are posed to incite strategic thinking. The need for workplace planning is underscored and "organization culture" is studied. Recruitment and retention suggestions are offered. Case studies, lists of related publications, web sites as well as "To Do" lists and "Voices from the Field" are included. Contributions were made by the National Institute of Corrections' Workforce Development Advisory Workgroup and community corrections practitioners, academicians, and other experts across the nation.

Keywords: Research Assessment Reports; Promising Practices; Briefings

Publisher: Center for Innovative Public Policies, Inc., 2006; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

The Gulf States Regional Center for Public Safety Innovations is dedicated to building partnerships between law enforcement agencies, government, and community organizations to facilitate the implementation of Public Safety Initiatives. Their goal is to enhance public safety and to improve the quality of life through training and conferences. The Gulf States Regional Center for Public Safety Innovations' website includes information about the Center including information about their staff, board of directors, partners, and the Regional Community Policing Institute (RCPI) Network to which they belong. The site also includes a training calendar and information about training courses offered.

Keywords: Promising Practices; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

One solution to the problem of recruiting qualified police applicants is to recruit from former military personnel who will be released in the greatest military reduction since World War II. By tapping into this source of qualified applicants, police departments can draw from a pool of personnel who not only meet the minimum screening requirements of most departments, but who also have those favorable attributes and characteristics that make them prime candidates for employment as police officers. Service members leaving the armed forces generally do not have criminal records, have good health, have no history of substance abuse, and are in relatively good physical condition. Additionally, their training and experience provide them with a background that is compatible with the needs of the law enforcement profession. Service members leave the service with a higher- than-average educational level and have received training in many areas that are common to both the military and law enforcement professions, such as communications, first aid, and marksmanship. They are accustomed to working irregular hours, under stress, in unusual work environments. They have been trained to be disciplined team players who are motivated to accomplish the assigned mission in the face of barriers. Most are capable of dealing with various segments of society, since they have been exposed to many lifestyles and environments. Operation Transition, which has been established by the Department of Defense to assist the large numbers of departing service members in their transition to civilian life, can provide assistance to employers interested in hiring former service personnel through two automated employment assistance programs. 5 notes

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Training Materials

1993; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Research Series presents research material on crime prevention and detection aswell as police management and organization issues. These reports stem from researchconducted or commissioned by The Policing and Reducing Crime Unit of theResearch, Development and Statistics Directorate of the Home Office. The Series includesreports on topics such as Attitudes of People from Minority Ethnic Communities towards aCareer in the Police Service, Flexible Working Practices in the Police Service, and ReducingSickness Absence in the Police Service.

Keywords: Promising Practices; Research Assessment Report; Websites

source: Government Communication; region: International; occupation: Not police-related; peer-reviewed: No

The innovative role of domestic policing in Homeland Security is explored by Joseph Pascarella and ten other researchers. The contributors studied concerns like recruitment, retention, implementation models, counter terrorism initiatives, and future concerns relative to Homeland Security and police administration through self-contained essays. A resonating theme is being cognizant of the changing role of the police, police managers and administrators in guaranteeing Homeland Security. A balanced perspective is offered and bolsters the combined intellect of leading researchers.

Keywords: Research Assessment Reports; Promising Practices

Notes: Nov.ill, 11.000x08.500 Inches Status: Active Record Price: USD 15.00 Retail Price (National Book Network)Available for distribution in: USA, UNITED KINGDOM Class Descriptors: LC: HV8141.P584 2005; Dewey: 363.2/2/0973Book

Publisher: Prentice Hall, 2005; source: Research Institution; ISBN: 9780833038500 0833038508 (Trade Paper) Other: 9780833038500 (EAN) LCCN: 2005-24192; region: Domestic; occupation: Police-related; peer-reviewed: No

FBI's Honors Intern Program (HIP) is detailed and ideas for adjusting HIP to match the requirements of local or state law enforcement agencies are discussed. Agencies can use interns to tackle future staffing needs.

Keywords: Promising Practices; Field

Notes: PhotographPeriodicalsFeature

1993; source: Government Communication; ISBN: ISSN 0014-5688; region: Domestic; occupation: Police-related; peer-reviewed: No

Municipal police hiring practices, political influences, community dynamics, and affirmative action were explored in this study of how small California law enforcement agencies can achieve ethnic and gender diversity by the year 2006. Interviews were conducted with experts and the literature was reviewed to examine diversity in the workplace and the need for ethnic and gender balance. Experts voiced concern over preferential hiring and promotional strategies. They also believed that individuals should be given equal opportunity in hiring and promotions but that employment and promotion based solely on gender or ethnicity should be avoided. An analysis of future trends and events revealed small police departments have fewer promotions, fewer promotion candidates, and greater challenges than large police departments when attempting to bring gender and ethnic diversity to their command structures. Data indicated a compelling need to ensure small police departments are staffed at all levels with personnel representative of the communities they serve and demonstrated the importance of planning for and dealing with the issue of work force diversity. 20 endnotes

Keywords: Promising Practices; Research Assessment Reports

1996; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Development of a self-assessment guide for law enforcement agencies to utilize and examine the effectiveness of recruiting and retention of female officers is discussed. Law enforcement agencies do not often initiate proper effective programming.

Keywords: Promising Practices; Tools & Models; Field

Notes: Journal Article

2002; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This report documents the challenges the government will face when a large number of federal employees reach retirement age and the efforts that can be made to lessen the retirement impact. OPM can assist by training new employees before the retirement wave and also helping to retain those employees who will not be retiring in the immediate future.

Keywords: Promising Practices

2009; source: Government Communication; region: Domestic; occupation: No-related; peer-reviewed: No

This article examines the use of an integrated pre-employment roundtable by the Washington State Patrol (WSP). A roundtable is a group discussion of an applicant s employment packet before making the final hiring decision. The WSP has three goals: to hire the best applicant by decentralizing the final hiring decision from one person to a team; to reduce agency risk of litigation; and to continually update the hiring process and the decision makers. The commander of human resources and the staff assigned to the cadet unit within human resources comprise the bulk of the roundtable. Pre-employment testing includes three phases: written tests, an oral board, and polygraph/background investigation. The scores of each are combined to yield a cumulative score. By the end of phase three, the human resource division (HRD) staff members have an extensive profile of each applicant. Applicants whose cumulative scores exceed the minimum cutoff are the ranked on a hiring register. Once a decision has been made to hire an applicant, the applicant is given an offer contingent on successful completion of psychological and medical interviews. The psychological evaluation consists of written psychological tests and an interview with the WSP department psychologist. The roundtable process was created to provide a comprehensive review of applicants who have been identified, though psychological testing, as potential risks if employed as a trooper cadet. The risks include anger management, risk-taking behaviors, potential for substance abuse, problems with authority and inflexible thought patterns. The roundtable personnel review all information on the applicant and formulate a comprehensive employment decision. The roundtable panel considers four possible outcomes: hire, hire with reservations, need more information, and do not hire. The article includes case examples of applicant psychological assessments. The roundtable panel was developed to ensure that a consensus opinion from knowledgeable people is reached concerning employment of an applicant when psychological testing shows potential concerns. This increases the likelihood that the best candidates will be hired and decreases the likelihood of negligent hiring.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Studies/research reports

2001; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

As U.S. military forces appear overcommitted and some ponder a possible return to the draft, the timing is ideal for a review of how the American military transformed itself over the past five decades, from a poorly disciplined force of conscripts and draft-motivated "volunteers" to a force of professionals revered throughout the world. Starting in the early 1960s, this account runs through the current war in Iraq, with alternating chapters on the history of the all-volunteer force and the analytic background that supported decisionmaking. The author participated as an analyst and government policymaker in many of the events covered in this book. His insider status and access offer a behind-the-scenes look at decisionmaking within the Pentagon and White House. The book includes a foreword by former Secretary of Defense Melvin R. Laird. The accompanying DVD contains more than 1,700 primary-source documents-government memoranda, Presidential memos and letters, staff papers, and reports-linked directly from citations in the electronic version of the book. This unique technology presents a treasure trove of materials for specialists, researchers, and students of military history, public administration, and government affairs to draw upon.

Keywords: Research Assessment Reports; Promising Practices

Notes: Bernard Rostker.ill.; 26 cm. + 1 DVD-ROM (4 3/4 in.)What Have We Done? A Summary of Then and Now (1960-2004) -- The Coming of the All-Volunteer Force (1960-1968) -- The Coming of the All-Volunteer Force: Analytic Studies (1960-1968) -- The President's Commission on an All-Volunteer Armed Force - the Gates Commission - and Selective Service Reform (1969-1970) -- The Studies of the All-Volunteer Armed Force (1969-1970) -- The Pentagon's Response: The Laird and Kelley Years (1969-1972) -- Analytic Studies During the Initial Transition Period (1969-1972) -- Looking Toward the Future: A New Research Agenda (1969-1972) -- The Second Inning (1973-1976) -- The Second Inning: Analytic Studies (1973-1976) -- The Carter Years: The All-Volunteer Force in Distress (1977-1980) -- The Selective Service Sideshow (1979-1980) -- The Carter Years: Analytic Studies (1977-1980) -- Sustaining the All-Volunteer Force: The Reagan-Bush Years (1981-1992) -- The Role of Women in the All-Volunteer Force -- The Reagan-Bush Years: Analytic Studies (1981-1992) -- Pax Americana and the New World Order: The Clinton and Bush Years (1992-2004) -- Reaping What You Sow: Analytic Studies of the Clinton and Bush Years (1992-2004) -- Why Has the All-Volunteer Force Been a Success?Summarized in RAND/RB-9195-RC.

Publisher: RAND, 2006; source: Research Institution; ISBN: 0833038958 (hardcopy with dvd alk. paper)9780833038958 (hardcopy with dvd alk. paper)0833038966 (har; region: Domestic; occupation: Not police-related; peer-reviewed: Yes

This article describes a screening instrument used to improve the selection of U.S. Border Patrol agents. The Border Patrol has developed a written assessment as part of their selection process in order to screen out applicants likely to exhibit counterproductive behaviors once on the job. Border Patrol recruits undergo a three-step selection process consisting of written tests of reasoning ability and either a Spanish-language proficiency test or a test that assesses language learning ability; a structured interview including questions about how they would act in various job-related situations; and a medical examination, drug test and comprehensive background investigation. In addition, the Border Patrol developed an inexpensive five-step process that would screen for a wider range of counterproductive behaviors and could be administered during the first step of the selection process. The process establishes applicants' conscientiousness; cooperativeness; emotional maturity; initiative; integrity/honesty; judgment; sensitivity to the needs of others; and attitude toward use of force. Notes

Keywords: Promising Practices; Tools & Models

Notes: Article; Issue overviews

1999; source: Research Institution; region: Domestic; occupation: Not police-related; peer-reviewed: No

This report presents findings from the Hiring in the Spirit of Service (HSS) project, a federally funded project that engages the community in recruiting and hiring service-oriented law enforcement personnel. Five HSS demonstration sites, chosen through a competitive process, are analyzed in order to highlight how sites involved citizens in substantive ways to create new recruiting methods and marketing initiatives with the goal of attracting recruits who would make good community police officers. The five sites span the range of law enforcement in terms of size of department, rural versus urban location, and types of community crime problems; sites are: Sacramento Police Department, Burlington Police Department, Hillsborough Country Sheriff s Office, Detroit Police Department, and King County Sheriff s Office. The accomplishments and challenges at each site are described and the commonalities across the demonstration projects are analyzed. Among the commonalities across the five sites was the integral nature of the steering or advisory committees to project activities and to providing multidisciplinary feedback throughout the life of the project. Another commonality involved the use of focus groups to engage community support and vision. Lessons learned from the projects are enumerated and include the observation that involving the community in recruitment and hiring strategies is not always easy and that the process of identifying service-oriented traits that can be agreed on by all stakeholders can be a complex process. Best practices emerging out of the demonstration project experiences are presented and fall under the topics of marketing, community policing recruit characteristics, and service-oriented selection procedures. An historical overview of law enforcement selection procedures is presented and the objectives of the HSS strategy as a major change effort in policing paradigms are considered. Among the major HSS objectives are to develop an agency brand or image, revise occupational and psychological screenings, and institutionalize a range of new hiring practices that reflect the policing paradigm shift. Tables, references, appendixes.

Keywords: Research Assessment Reports; Promising Practices

Notes: United States.; Dept. of Justice.; Office of Community Oriented Policing Services.[Washington, D.C.]Title from title screenLC: HV7936.R5Hiring in the Spirit of ServiceEllen Scrivner.Government publication (gpb); National government publication (ngp); Internet resource (url)

Publisher: U.S. Dept. of Justice, Office of Community Oriented Policing Services, 2006; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Keywords: Promising Practices; Research Assessment Report

Notes: ill.; 29 cm.Includes bibliographical references (leaves 69-71).by Robert B. Fulton.Thesis/dissertation (deg); Manuscript (mss)

Publisher: California State University, 1993; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The International Association of Chiefs of Police (IACP) seeks to: (1) advance the science and art of police services; (2) develop and disseminate improved administrative, technical and operational practices and promote their use in police work; (3) foster police cooperation and the exchange of information and experience among police administrators throughout the world; (4) bring about recruitment and training in the police profession of qualified persons; and (5) encourage adherence of all police officers to high professional standards of performance and conduct. Founded in 1983, the IACP launches programs, conducts research and provides services to their membership across the globe. The IACP website contains information about the organization, its membership, a calendar, training opportunities, career resources, its resolutions, awards, legislative activities, and publications, including Police Chief magazine. The IACP Research Center contains information on events, projects, national policy summits and hosts its numerous research reports.

Keywords: Promising Practices; Research Assessment Report; Websites; Technical Assistance/Training; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

One of the keys to successful law enforcement recruitment will be the practice of a full-scale lateral entry program. Lateral entry is the ability of a police officer in one geographic location to enter employment in another area, with the officer's salary at the new department based on experience, job knowledge, and ability to do the job. The practice of lateral entry enhances recruiting, as it expands the pool of qualified personnel. Individual mobility is also enhanced. Factors such as dual-career couples, relocating to a smaller or larger police department, family considerations, and the highly mobile nature of our society generally, have made individual mobility an increasingly important factor in personnel recruitment. Another benefit of lateral entry is increased training and cost-effectiveness, as staff moving laterally are experienced and can be assimilated into the department more quickly. Finally, lateral entry enhances competition and educational growth in providing new talent and ability, enabling departments to select personnel from among the best candidates, and fosters competitiveness and on-going skills development. The two main obstacles to lateral entry are mid-level police administrators and general resistance to change in the field. While State and Federal legislative reforms can facilitate acceptance of lateral entry, it is at the local level where acceptance and support must be won. 19 references.

Keywords: Promising Practices

Notes: Article; Surveys

1990; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Law and Order Magazine is published by Hendon Publishing. The magazine provides practical information for law enforcement to improve their operations and solve their problems. Law and Order offers up-to-date information on training opportunities, new technologies, proven programs and promising communications strategies.

Keywords: Promising Practices; Tools & Models; Websites; Field

source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Law Enforcement Explorer program (branch of the Boy Scouts) trains in law enforcement essentials and is being investigated as an alternative to solve the recruitment issue facing law enforcement.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: MapPeriodicalsFeature

1991; source: Journal; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article reports on a case study of law enforcement hiring practices. The study compared a group of police officers hired by a large metropolitan police department during a recent 5-year period (n = 190) with a group of all applicants (n = 1,545) for a recent recruit class. The study examining age, gender, race, residence and military experience, found that many of the characteristics appeared with nearly the same frequency in both groups. However, there were differences in the frequencies in the populations of the two groups as to age, education, number of white females and number of black females. While white females represented only 9.2 percent of all applicants, they represented 12.6 percent of the historically successful applicants. Black females represented 7.8 percent of all applicants but only 5.3 percent of the successful applicants. Although 4.0 percent of all applicants had some post-graduate education, only 2.6 percent of the historically successful applicants had undertaken any post-graduate work. The article discusses the probable effects of raising the education requirement and raising the age requirement for applicants. Tables, notes, references

Keywords: Promising Practices; Research Assessment Reports

Notes: Article

1999; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article examines developments in law enforcement recruiting and the use of software to screen applicants. Law enforcement agencies today must identify, recruit, assess, and select personnel with the attributes required to be successful in situations that are rapidly changing and ambiguous. However, fundamental changes have occurred that restrict the pool of acceptable candidates. There are fewer candidates and they look different from 5 years ago. They have a different set of expectations and beliefs, and many are not as psychologically resilient as candidates in the past. One aspect that can be improved is how recruits are screened for employment. Written and oral examinations are the most popular screening procedures. They are specifically designed to measure candidates' ability to reason in challenging, novel, or unfamiliar situations, as well as their ability to effectively focus their attention under stress. The article describes Savvy Recruiter, a computer-administered, interactive, comprehensive measure of skills and capabilities. Figure

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presents the benefits of police volunteers and offers practical considerations for police agencies interested in developing a volunteer program. Law enforcement agencies are taking on greater responsibilities for community safety at the same time resources are being constrained. Volunteers can offer police agencies much needed support in a variety of ways, such as checking on home bound citizens and fingerprinting children. In order to make the most of volunteer resources, police agencies must invest in volunteer programs. The author discusses the costs of starting a volunteer program, which include the costs of personnel, uniforms, and training. Liability concerns are reviewed and police departments are urged to work with their local government attorneys to determine the required coverage. Other issues considered in this article are policies and procedures of volunteer programs, recruitment and screening considerations, program management issues, and training. Volunteer recognition is an important part of any police volunteer program and should be included in the budget and program plan. Finally, program assessment is a must; issues to consider when assessing a volunteer program include number of volunteers, hours each volunteer contributes, and type of volunteer activities. Within the article there is a textbox describing the profiles of award-winning volunteer programs.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Model program descriptions

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the self-defense system of Tony Blauer called S.P.E.A.R. (Spontaneous Protection Enabling Accelerated Response). This defense system is appropriate for any officer, regardless of size or gender. The technique does not involve adding new equipment nor is it a karate-style system of self-defense tactics. It is a combat system based on human behavior. S.P.E.A.R begins from a nonviolent posture, creating rapport within any interaction with a suspect and allowing an officer to get close to the suspect without telegraphing any defensive moves. Every nonviolent stance used in the officer's movement can be a fighting stance. The intent of the system is not to appear aggressive while at the same time being prepared for any resistance the suspect might pose. The moves designed in S.P.E.A.R. prepare and guide the officer in moving forward against any aggressor with quick, flexible movements designed to counter the particular types of resistance offered. Overall, the system is designed to prevent an attack or resistance by developing verbal and behavioral rapport with the suspect so as to prevent or reduce the intensity of any attack; however, the officer is also trained to move immediately and rapidly into an attack mode should the situation warrant it.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Instructional materials

2000; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Safe communities and effective problem solving occur when police officers understand and respond to specific community concerns. In the case of ethnic minority communities, such understanding and response can be precluded by problems associated with lack of trust, communication difficulties, and cultural differences. When a police agency hires police officers from an ethnic group representative of newcomers to that community, it can more easily avoid misunderstandings and dispel fear of crime in the community. The police agency can also increase departmental expertise, the range of personnel resources, and community cooperation. Recruiting and hiring from the newcomer community present a police agency with two key challenges: (1) establishing mutual trust with the new community; and (2) shepherding newcomers through the recruiting, hiring, and training regimen. Variations in police agency selection methods and processes are noted, as well as specific problems that affect selection, hiring, and training and possible solutions. 10 endnotes.

Keywords: Promising Practices; Research Assessment Reports

Notes: Document; Surveys

Publisher: Crime and Violence Prevention Center; California Attorney General's Office, 1999; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The Los Angeles Police Department has decided to implement a year-long pilot program to test compressed work schedules. The department created an ad hoc committee, with four subcommittees, to review the specific effects of compressed work schedules on patrol and detective operations, civilian support operations, and logistics. This article discusses the ad hoc committee's general findings in terms of recruitment and retention of employees, productivity, cost, morale, injured-on-duty/sick-time usage, fatigue, court attendance, quality of service, and service to the community. The remainder of the article discusses the committee's findings regarding a specific work schedule, the implementation of a compressed work schedule pilot program, and evaluation criteria for the pilot program.

Keywords: Promising Practices

Notes: Article; Surveys

1995; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The article highlights specific areas of concern for police departments with respect to recruitment: diversity of staff and multicultural training, degreed personnel, pedagogical training to target specific learner needs, training for problem-oriented policing, diversity training, and training counterterrorism. An international perspective is included in the data.

Keywords: Promising practices; Research Assessment Reports

2008; source: Journal; ISBN: 1360-0869; region: International; occupation: Police-related; peer-reviewed: Yes

Police administrators charged with attracting and retaining young police officers can overcome low unemployment and high attrition rates if they appeal to the values and interests of members of Generation X, individuals born between 1961 and 1981. Generation X individuals grew up during a period of peace, relative prosperity, and technological advances that have changed the U.S. economy. Most Generation X individuals learn best through hands-on experiences, and they like immediate and personal feedback. They tend to be more responsive to a team manager who values input from employees, delegates tasks, and provides mentoring and coaching. Knowing what motivates and concerns Generation X police officers will help police executives conduct more effective recruitment campaigns. Potentially effective marketing strategies include highlighting the variety of jobs available at the police officer level, offering cafeteria-style benefits packages, emphasizing the computer technology used by the police department, and offering a class dedicated to career development. Ways of retaining good police officers and challenges facing police departments in a shrinking job market are examined. Recommendations to help police managers create attractive work environments are offered as follows: define the police organization, value employees, and show flexibility. 4 footnotes.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Journal Article

2000; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses how small-town law enforcement agencies can maintain a good and strong relationship with the public. Small-town police agencies are confronted with many disadvantages due to shrinking residential populations, decreasing tax revenues, budget restraints, and economic downturns in the agricultural industry. The impact on small-town policing can include the loss of experienced officers to metropolitan and suburban departments, lower wages, and fewer benefits. However, citizens in a small-town know the department s employees, as well as the agency which encourages support for the agency. Small-town police agencies can sometimes overlook some of the advantages and resources available to them. This article addresses the ability for small agencies to maintain good relations with the public through continuous, ongoing marketing efforts. The article discusses the use of the news media and making the agency readily available to the news media which can result in making the community more knowledgeable and supportive of the police agency. The police agency can play a significant role in community economic development. Having an accessible and approachable police department can become a strong selling point in attracting economic assets and greater population growth, as well as tax revenues. Other avenues in marketing are briefly presented and discussed. Marketing efforts are paramount to maintaining the positive vital connection between agency and community.

Keywords: Promising Practices; Tools & Models; Field

2004; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Fairfax County, Virginia, Police Department created a mentoring program in which an officer reveals knowledge, skills and expertise with the recruit and the report maintains that the association benefits all involved. Attention paid to original requirements of the recruit can improve the retention for the agency and save in future recruiting and training, therefore fostering a positive environment is important prior to the academy.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: United Statesil.Englisharticle

1999; source: Government Communication; ISBN: ISSN: 0014-5688; region: Domestic; occupation: Police-related; peer-reviewed: No

An implicit goal of Congress, the Department of Defense, and the armed services is that diversity in the armed services should approximate diversity in the general population. A key aspect of that diversity is the representation of Hispanics. Although polls of Hispanic youth show a strong propensity to serve in the military, Hispanics are nevertheless underrepresented among military recruits. The authors discuss the major characteristics that disproportionately disqualify Hispanic youth and explore the following questions: If recruiting standards were relaxed, what would be the effect on military performance? What actions could be taken to increase Hispanic enlistments? Finally, they examine several approaches to increasing enlistments—increasing the number of Hispanic youth who are eligible and would meet the military's entry standards, increasing interest and recruiting more intensively among the qualified Hispanic population, and targeting recruiting toward less-qualified Hispanics.

Keywords: Promising Practices; Research Assessment Reports

Notes: Chapter One:Introduction: Hispanic Enlistments in Perspective; Chapter Two:Overview of Service Enlistment Standards;Chapter Three:Enlistment Qualifications;Chapter Four:Health Obstacles to the Enlistment of Hispanic Youth;Chapter Five:Analysis of Hispanic Military Career Outcomes;Chapter Six:Increasing Hispanic Enlistments: Evaluating Education and Career Choices;Chapter Seven:Policy Implications;Appendix A:Detailed Information on Enlistment Standards;Appendix B:Service Waiver Policy;Appendix C:Estimates of Prevalence of Health Conditions, by Race and Ethnicity;Appendix D:Tests of Statistical Significance in Medical Disqualification Rates

Publisher: RAND Corporation, 2009; source: Research Institution; ISBN: 9780833045720; region: Domestic; occupation: Not police-related; peer-reviewed: Yes

This article describes the three phases in the development and implementation of the Police Recruitment and Placement-Community Collaboration Model created to promote minority recruitment and first implemented in the Hartford, Connecticut Police Department. Due to problems in recruiting and selecting applicants for many police agencies, enhanced in the wake of September 11, 2001, many efforts are being made to find solutions. The International Association of Chiefs of Police (IACP) has made such an effort with funding from the U.S. Department of Justice s Office of Community Policing Services (COPS). The IACP in partnership with the Hartford, Connecticut, Police Department (HPD) developed a replicable model to promote local solutions to minority recruitment and selection shortfalls. The Police Recruitment and Placement-Community Collaboration Model s principal objective is to position police executives and their local governments to diversify their police agencies and focuses on mobilizing the community in order to increase the number of minorities who apply and are selected for police positions. This article describes the three core phases of the model: building block activities; stakeholder action planning; and strategy implementation, monitoring, and evaluation. The building block activities phase includes: (1) diagnose the recruitment population; (2) diagnose the human resources system; and (3) inventory of best practices. The stakeholder action planning phase includes: (1) mobilize community and government stakeholders; (2) conduct orientation engagement sessions; (3) conduct building block and information engagement sessions; and (4) conduct action and implementation engagement sessions. The final phase, implementation, monitoring, and evaluation includes: (1) implement action initiatives; (2) monitoring implementation activities; and (3) evaluation. This model can help chief executives diversify their agencies and build stronger ties between their agencies and the communities they serve.

Keywords: Research Assessment Reports; Promising Practices

Notes: Journal Article

2004; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

The National Criminal Justice Reference Service (NCJRS) offers extensive reference and referral services to help its users find answers to their questions about crime and justice-related research, policy, and practice. NCJRS is a federally funded resource to support research, policy, and program development worldwide.The NCJRS sponsoring agencies publish numerous reports and other information products. Most of the titles are available online through the NCJRS Web site. NCJRS also hosts one of the largest criminal and juvenile justice libraries and databases in the world, the NCJRS Abstracts Database. The collection, with holdings from the early 1970s to the present, contains more than 195,000 publications, reports, articles, and audiovisual products from the United States and around the world. NCJRS services and resources are available to anyone interested in crime, victim assistance,and public safety.

Keywords: Promising Practices; Research Assessment Report; Data; Websites

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

The National Institute of Justice (NIJ) is a component of the Office of Justice Programs, U.S. Department of Justice, which also includes the Bureau of Justice Statistics, the Bureau of Justice Assistance, the Office of Juvenile Justice and Delinquency Prevention, the Community Capacity Development Office, and the Office for Victims of Crime. NIJ's mission is to advance scientific research, development, and evaluation to enhance the administration of justice and public safety. To accomplish its mission, NIJ provides objective, independent, evidence-based knowledge and tools to meet the challenges of crime and justice, particularly at the State and local levels. NIJ's website contains information about the organization, its funding, events, publications, issues and initiatives. The website also contains information on numerous crime and justice topics, such as law enforcement, corrections, and victimization.

Keywords: Promising Practices; Research Assessment Report; Tools & Models; Websites; Funding

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

Negligent hiring and retention and the possible liability therein is key issue for law enforcement agencies and processes should be reviewed.

Keywords: Promising Practices; Field

Notes: PeriodicalsCommentary

1991; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

A survey of city and county police agencies with 500 or more sworn officers formed the basis of an analysis of current practices regarding the recruitment, selection, and police academy and field training of police officers in the United States; comparisons are made with approaches used in the United Kingdom. Responses came from 72 of the approximately 80 departments surveyed. Information was gathered on the population and ethnic composition of the area served, social problems, crime rates, police employment and expenditures, the characteristics of the police force, methods of recruitment, applicants and selection procedures, time devoted to training in each subject area, and the characteristics of field trainers and training programs. Results showed that police agencies in the United States have diverse organizational structures and procedures in contrast to the situation in the United Kingdom. However, societal changes and resource limitations make it crucial for police managers to establish regular communication to share knowledge, experience, and data. National organizations, university criminology departments, and other channels exist to promote this communication. A computerized database containing information from each police agency would be a useful way to promote this communication. Tables, survey instrument, and addresses of responding agencies.Produced with the support of The Commonwealth Fund of New York and the London Metropolitan Police at John Jay College of Criminal Justice, New York.

Keywords: Promising Practices; Research Assessment Report

Notes: Document; Surveys

Publisher: John Jay College of Criminal Justice, 1990; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

The Tempe, Arizona, police department's volunteers in policing (VIP) program successfully increased the volunteer corps from 3 to 127 people; they log in 12,000 hours per year. The volunteer management philosophy is based on research, recruitment, retention, and recognition. The department identified 35 areas in which volunteers could be used; program managers work to match the volunteer's skills and desires to the department's needs. In addition to traditional volunteer jobs including clerical work and data processing, volunteers in Tempe have been involved in planning a sexual assault workshop, the city's National Night Out Crime Prevention Program, and the Motorist Assist program. As a result of thorough screening and training, there is widespread acceptance of the volunteers by departmental personnel and patrol officers. The volunteers come from all professions, are about equally divided between men and women, and include student interns from nearby campuses.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Surveys

1992; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This books explores the differences between Generation Y workers and Baby Boomers. Bruce argues that employers can bridge the gap by tuning in the interests that motivate Generation Y workers and make more productive and fulfilled workers.

Keywords: Promising Practices

Publisher: Jossey-Bass, 2009; source: Other; region: Domestic; occupation: Not police-related; peer-reviewed: No

The Office of Community-Oriented Policing Services (COPS) is a component of U.S. Department of Justice. The mission of the COPS Office is to advance the practice of community policing as an effective strategy in communities' efforts to improve public safety. Community policing seeks to address the root causes of criminal and disorderly behavior, rather than simply responding to crimes once they have been committed Additionally, community policing encourages the use of crime-fighting technology and operational strategies and the development of mutually beneficial relationships between law enforcement and the community. The COPS Office awards grants to tribal, state, and local law enforcement agencies to hire and train community policing professionals, acquire and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. COPS Office funding provides training and technical assistance to advance community policing at all levels of law enforcement, from line officers to law enforcement executives, as well as others in the criminal justice field. Because community policing is inclusive, COPS Office training also reaches state and local government leaders and the citizens they serve.The COPS Office website offers information on how they support law enforcement and communitiesthrough knowledge resource products, training, and funding for the advancement of communitypolicing.

Keywords: Promising Practices; Research Assessment Report

Publisher: U.S. Department of Justice,; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes how police departments across the United States have established Web sites and Internet services to enhance their performance in the areas of recruitment, public relations, and tracking offenders, as well as a future online self-reporting feature. Police departments are now using the online resources of Web sites and Internet services for a variety of purposes. Web sites are utilized for enhanced public relations, such as community programs and initiatives and employment opportunities, as well as the transmission of intelligence information to field investigators. This article presents those programs designed by or for law enforcement agencies to enhance police services. The Lakeland, Florida Police Department designed a Web site that features e-mail contact information for services within the agency, crime prevention and Internet safety tips, recruitment information, and ongoing special events and activities. The Chicago Police Department's Web site was originally designed to encourage community involvement in building safer neighborhoods. It has since been redesigned to enhance community and citizen access with the citizen Information Collection for Automated Mapping (ICAM) program. In Louisville, Kentucky, a private company designed the Victim Information and Notification Everyday (VINE) service providing victims with status information of offenders via telephone. The VINE service has been expanded to V-NET allowing extended notification capabilities using the standard VINE telephone program. The ChoicePoint's Autotrack assembles records from various public sources into a single database. It has assisted law enforcement in tracking down deadbeat dads, murder suspects, missing witnesses and more. The Madison County, Wisconsin Police Department Web site was redesigned, with minimal financial outlay, to include department news releases, downloading of composite suspect drawings, online employment application for recruiting, the payment of parking tickets, and the issuing of warning letters under the Traffic Enforcement Safety Team. In addition to existing online police resources, new technologies and systems are being designed and implemented, such as the ability of online self-reporting.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This is a study of the development of organizational commitment in Australasian police officers. The first section of the report describes the background of the organizational commitment project, summarizes the research and describes the four studies which present the details of the study: (1) development of organizational commitment across the career span of police officers; (2) the police officer s perspective on improving organizational commitment; (3) developing organizational commitment (pre-recruitment, training and probation); and (4) the impact of experience of the police organization. The second section draws together the findings and ties them into a Commitment Intervention Model that provides guidelines police managers may use to address problems with commitment in their area of control, and interventions for specific circumstances. Notes, figures, references

Keywords: Promising Practices; Research Assessment Reports

Notes: Report Series No: 122.4Paperback; Studies/research reports

Publisher: National Police Research Unit, 1999; source: Government Communication; ISBN: No. 122.4; region: International; occupation: Police-related; peer-reviewed: No

Only one in ten of the over 100,000 people who apply for the police force yearly are chosen the first time. Applicants must be ready for the process and this manual written by police officers explains all aspects of police recruitment from completing the application to the role playing exercises to improve one's possibility of being chosen for the police force.

Keywords: Promising Practices; Briefings; Field

Notes: MarchAvailable for distribution in: USA, UNITED KINGDOM, AUSTRALIABook

Publisher: Learning Matters, 2007; source: Research Institution; ISBN: 9781846410185 1846410185 (Trade Paper); region: Domestic; occupation: Police-related; peer-reviewed: No

This report provides law enforcement agencies in States, cities, and counties with some best practices in law enforcement recruitment and retention and recommendations for future directions to enlarge the statewide recruitment pool. Intended for policymakers, senior managers, and law enforcement professionals involved with recruitment, this report offers individual best practices which fit within an integrated recruiting strategy. The report is viewed as a basic reference. The report offers the ability to compare issues such as the relative strengths and weaknesses of each practice. The report is divided into five sections. The first section suggests effective ways of allocating agency personnel to manage the recruitment process from marketing to hiring. Section 2 presents for consideration best practices in long-term planning and budgeting and concludes with suggestions for supplementing their budgets to achieve recruitment goals. In section 3, the use of effective marketing and technology as key components in a successful recruitment strategy are discussed. Section 4 continues with understanding law enforcement leaders to seek alternative means to staff the ranks of their organizations. The fifth and final section introduces a number of best practices intended to transfer successful recruitment and retention strategies from both private industry and the law enforcement community.Table of contents: Introduction -- Sec. 1. Developing a recruitment team -- Sec. 2. Budgeting and long term planning -- Sec. 3. Marketing and use of technology -- Sec. 4. Alternative staffing and employee preparation -- Sec. 5. Attracting and retaining staff.

Keywords: Promising Practices; Field

Notes: California. Commission on Peace Officer Standards and Training.28 cm.Foreword -- Acknowledgements -- How to read this publication -- Introduction -- Sec. 1. Developing a recruitment team -- Sec. 2. Budgeting and long term planning -- Sec. 3. Marketing and use of technology -- Sec. 4. Alternative staffing and employee preparation -- Sec. 5. Attracting and retaining staff."July 2001."/ "This manual was published for the 2001 POST Symposium on Recruitment and for distribution to agencies in the POST Program."--P. ii.Commission on Peace Officer Standards and Training.Government publication (gpb); State or province government publication (sgp); Internet resource (url)Book; Internet Resource Date of Entry: 20031219

Publisher: California Commission on Peace Officer Standards and Training, 2001; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

This report provides law enforcement agencies in States, cities, and counties with some best practices in law enforcement recruitment and retention and recommendations for future directions to enlarge the statewide recruitment pool. Intended for policymakers, senior managers, and law enforcement professionals involved with recruitment, this report offers individual best practices which fit within an integrated recruiting strategy. The report is viewed as a basic reference. The report offers the ability to compare issues such as the relative strengths and weaknesses of each practice. The report is divided into five sections. The first section suggests effective ways of allocating agency personnel to manage the recruitment process from marketing to hiring. Section 2 presents for consideration best practices in long-term planning and budgeting and concludes with suggestions for supplementing their budgets to achieve recruitment goals. In section 3, the use of effective marketing and technology as key components in a successful recruitment strategy are discussed. Section 4 continues with understanding law enforcement leaders to seek alternative means to staff the ranks of their organizations. The fifth and final section introduces a number of best practices intended to transfer successful recruitment and retention strategies from both private industry and the law enforcement community.

Keywords: Promising Practices; Research Assessment Reports; Tools & Models

Notes: California Cmssn on Peace Officer Standards and Training, 1601 Alhambra Boulevard, Sacramento, CA 95816

2001; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

Marketing material that contacts ten information sheets on recruiting and training of Pennsylvania State Police.

Keywords: Promising Practices; Tools & Models; Field

Notes: Pennsylvania State Police.ill.; 29 x 31 cm., folded to 29 x 10 cm.Cover title./ Portfolio contains 10 information sheets on recruitment and training of Pennsylvania State Police.Your career starts hereGovernment publication (gpb); State or province government publication (sgp)Book

Publisher: Pennsylvania State Police, 2000; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the successful efforts of the Largo Police Department (LPD) (Florida) in recruiting, hiring, and training for civilian positions "people with abilities," the term used by persons with various disabilities to remind others and themselves that they have the talents and capabilities to perform a wide range of job tasks. Chief Lester Aradi and the LPD initially decided to focus on recruiting "people with abilities" for civilian positions in the department because of their general job pattern of being highly motivated to perform at a high level and to remain with a job for the long-term, thus justifying the expenditures of time and money required to hire and train persons to fill vacant positions. LPD's recruiting efforts have included setting up booths at job fairs attended by people with abilities, as well as placing ads in newspapers that mention the department's focus on people with abilities. Specific jobs mentioned in this article are front lobby positions and dispatching. In order to recruit and hire persons with abilities, a department must first ensure that the department complies with the Americans with Disabilities Act by installing accessibility ramps, accessible washrooms, and special parking availability. Specific modifications undertaken by the LPD were adjustments in the automatic security door-opener switch to allow for the proper positioning of a wheelchair, as well as the altering of the timing on the elevator door and enlargement of the work area to accommodate a wheel chair. For the LPD, persons with abilities have proven to be productive and long-term employees.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Program/project description/evaluations

2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Personnel planning and staff development practices of the business sector are advocated for adoption by public agencies, particularly in the administration of law enforcement in this German article. The importance of a comprehensive, goal-oriented personnel management program for a police organization is emphasized. Systematic planning should encompass projections of personnel requirements in qualitative, quantitative, logistic, and temporal terms. Career development, inservice training, and staff organization, coordination, and motivation should likewise be systematically programmed. Implantation of such long-range personnel management approaches has been hampered in law enforcement agencies because they are regulated by law and must constantly respond to unforeseen, short-range needs arising from social and political changes. However, police personnel planners must prepare for competitive, aggressive recruiting in the 1980's, when Germany will experience a serious shortage of manpower. Rapid technological advances quickly render specific kills and earlier training obsolescent. Therefore, personnel management emphasis must be on such supradisciplinary abilities as teamwork, leadership, human relations, and communications. Innovative career ladders and job satisfaction strategies must forestall lower ranking officers from dropping out because of limited opportunities for advancement into administrative posts. North Rhine-Westphalia alone will require over 2,000 new recruits yearly. Personnel marketing techniques, including police needs assessments and demographic studies of the work market, must be adopted. To ensure both numbers and the quality of candidates, vigorous outreach to the school-age generation must be pursued. A news clipping on the nationwide manpower shortage and tabular data are appended.

Keywords: Research Assessment Reports; Promising Practices

source: Journal; region: International; occupation: Police-related; peer-reviewed: No

This study examined integration of openly gay and lesbian personnel into the San Diego Police Department. Data for this study were drawn from academic, policy, and press documents relating to homosexuals in the San Diego Police Department (SDPD) or other major urban police departments (n = 328); an intensive 3-day site visit to the San Diego area; and interviews with departmental personnel and with representatives of major governmental, citizen, and police officer interest groups. The study evaluated formal harassment, discrimination, and misconduct; the effectiveness and responsiveness of the organization; community relations; recruitment; and reputation. In the cases of all these classes of indicators, the increasing participation of gay and lesbian personnel had not had any harmful consequences. Instead, the study noted, a process of normalization had developed that had reduced much of the emotional and moral charge that was originally generated by the prospect of serving with gay colleagues. Although the integration of self-disclosed gay cops into the SDPD has proceeded largely without incident, and a strong EEO policy has reduced the frequency of blatant violations of basic rights, some personnel continue to exercise more subtle forms of discrimination, and potential difficulties with promotion remain. Despite these interpersonal difficulties, the study notes that the normalization of gay cops has been associated with higher levels of trust, cohesion, and effectiveness in working with diverse communities. Appendix, notes, references

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Program/project description/evaluations

2002; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Often considered training grounds where younger officers hire on for lower pay, receive basic training, and get valuable experience before moving on to larger departments, one of the biggest problems of small police agencies is staff turnover. Many agencies have tried two approaches toward hiring: going with inexperienced officers and with officers from other agencies, but most still experience problems keeping good officers. Four small agencies in Pennsylvania and Vermont have developed strategies that seem to be working in terms of maintaining remarkably low turnover rates. All four chiefs were proud of the pay and benefits packages they offered their officers, but most believed their success was tied to officer job satisfaction; all the departments served areas with good tax bases and stable business communities. The chiefs of these agencies also use tactics ranging from an intensive selection process to total team management, flexible schedules that allow longer vacations, and efforts to insulate officers from local political battles.

Keywords: Promising Practices; Research Assessment Report

Notes: Article; Surveys

1993; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Assessment Resource Center (PARC) is a non-profit organization that, incooperation with monitors, law enforcement executives, civic and government officials,community groups, and other interested constituencies, aims to strengthen policeoversight to advance effective, respectful, and publicly accountable policing.PARC's website contains information about the organization, its services (like research, assessment, consulting), its key issues (like racial profiling and police use of force), its current projects, its publications including the Police Practice Review, and its monitoring efforts.

Keywords: Promising Practices; Research Assessment Report; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Executive Research Forum (PERF) is a national membership organization of police executives from the largest city, county and state law enforcement agencies. PERF is dedicated to improving policing and advancing professionalism through research and involvement in public policy debates. PERF's website contains information about the organization, its active projects, and its fellowship program as well as a calendar, book store, employment bulletin, and free documents.

Keywords: Promising Practices; Research Assessment Report; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Foundation is an independent resource for policing. The mission of the Police Foundation is to help the police be more effective in all aspects of their work - from deterring robberies to intervening in family disputes to improving the relationship with the community. To accomplish their mission, the Police Foundation works closely with police officers and police agencies across the country. The Police Foundation website contains information on their work including their research,professional services, police fellowship program, communications activities, and publications.

Keywords: Promising Practices; Research Assessment Report; Tools & Models; Websites

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

To ensure better police patrol officer performance, police departments should scrutinize the selection of candidates before attempting improvements in police officer training. Although methods of assessing and selecting police patrol officer candidates vary among the approximately 12,000 local and State police departments in the United States, many similarities exist between police departments. Police departments frequently use such approaches as written tests, background investigations, physical examinations, and interviews. Research has shown all police departments use background investigations and medical examinations. Generally, police departments emphasize the background investigation because such an investigation can ensure only the most qualified individuals are recruited and can also indicate an applicant's competence, motivation, and personal ethics. The medical examination can test for physical strength and agility, qualities necessary in the performance of police patrol officer duties. Some police departments use situational tests, for example, simulations of real-life scenarios, while other police departments use psychological testing, polygraphs, and assessment centers. Courts have encouraged the use of assessment centers as the most fair and job-related method of assessing police officer candidates. 18 endnotes, 2 tables, and 4 photographs

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Surveys

2000; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Based on the view that personnel are the most important part of a police agency or any other organization, this volume details a systematic approach to recruiting and selecting police personnel. The text emphasizes that police agencies must set high standards for their officers and be extremely selective when filling a position, because the applicant pool from which police recruits are selected is enormous but of poor quality. The discussion urges law enforcement administrators to look beyond the traditional models and consider a new paradigm to seek out individuals for law enforcement careers, because traditional models, although somewhat effective, are not responsive to the critical and future needs of communities. The text discusses announcing the vacancy, conducting the orientation, the written application, the background check, the polygraph, the oral interview, the medical evaluation, the psychological evaluation, lateral entry, the Americans with Disabilities Act, and future trends. Subject and author indexes; appended job description, forms, and Stanard study; and approximately 250 references.

Keywords: Promising Practices; Research Assessment Report; Tools & Models

Notes: Book

Publisher: Charles C Thomas, 1994; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

An exploration of the components of policing provides a combination of theory, observations, experiences, and anecdotes. Polices role in society is discussed relative to patrol issues, criminal investigations, organization and management, the use of discretion, relating to the community, recruitment, quality police personnel, women police officers, and the personality of police officers.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models

Notes: Juneill, 09.375x07.125 Inches Status: Out of Print Price: USD 46.67 Retail Price (Publisher); USD 52.60 Retail Price (Pearson Education)Audience: College Audience (Source: Prentice Hall PTR)Available for distribution in: USA, UNITED KINGDOM, AUSTRALIA, CANADA Class Descriptors: LC: HV8138.D27 2003; Dewey: 363.2/0973Book

Publisher: Charles C Thomas , Limited, 2002; source: Research Institution; ISBN: 9780130941060 0130941069 (Paper Text) Other: 9780130941060 (EAN) LCCN: 2002-66297 Abstract: Annotati; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Police personnel practices were surveyed in 1990 with a response from almost half the 2,769 departments in U.S. cities that serve a population of 10,000 plus. Results showed that nearly 75% of departments used a physical performance test in recruit selection and about 20% utilizing the test in choosing basic training graduates. Substance abuse was screened for in about 71% of departments in recruits and 20% when deciding on graduates. Written exams were tested for validity in 90.5% of the cities that used such tests. Overall, 38.7% of recruits did not make it through basic training with roughly 43% of departments allowing lateral entry, 60.3% without loss of seniority and 40.1% for police chiefs. Positions at ranks above entry-level patrol officers utilized assessment centers by nearly 40% of departments.

Keywords: Promising Practices; Research Assessment Report

Notes: Book

Publisher: International City/County Management Association, 1991; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Every police department recruits for the best people they can find, and few police departments ever face problems in getting enough applicants; the usual ratio is 100 or more applications for each position. The challenge is to select the best and brightest individuals to fill police department positions. The New York Police Department, for example, chooses its police recruits from a talent pool of 10,000 qualified applicants, and the recruitment process has been made easier by experience, testing, and training. Every police department has a core set of standards that applicants have to meet or exceed to even be considered. Unlike most other law enforcement agencies, the Federal Bureau of Investigation goes beyond standard requirements and tailors each recruiting effort to current and projected needs. Most police departments use similar recruiting activities, such as advertisements in newspapers, colleges, billboards, television, and radio. Recruiters often attend job and career fairs, and some recruitment efforts are done in cyberspace with home pages on the Internet where prospective recruits can find out more about the police department, get information on standards and testing requirements, and determine when applications will be taken. Law enforcement agencies are seeking a balance of young and older applicants. All applicants undergo background checks and a battery of physical and psychological tests to make sure they can handle the stress of police work. The important role of police recruit training in developing effective police officers is discussed. 3 photographs

Keywords: Promising Practices; Field

Notes: Article; Surveys

1996; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Recruitment and retention of officers is an increasing challenge for police agencies in a time of increasing crime and homeland security demands and of decreasing resources in American cities. Many urban police agencies report particular difficulty in recruiting minority and female officers. To help address these challenges, the RAND Center on Quality Policing convened a National Summit on Police Recruitment and Retention in the Contemporary Urban Environment in June 2008. Speakers discussed changing police workforce issues, strategies being employed, lessons that could be learned from other organizations such as the military, and in-depth analyses of police recruiting and retention in selected cities. This report summarizes the presentations, discussions, and opinions offered by panelists at the summit. The discussions about current experiences represent the situation the law enforcement agencies found themselves in as of June 2008. The downturn in the economy in late 2008 and early 2009 has had a profound impact on the budgets of many local agencies, causing cuts deep enough to impede their ability to maintain their current workforces, let alone grow them. Nevertheless, the lessons provided in this report are still of value, because most of the challenges discussed at the summit remain and will likely become more important over time, irrespective of fluctuations in the economy.

Keywords: Promising Practices; Field

Notes: Jeremy M. Wilson, Clifford A. Grammich.28 cm."RAND Infrastructure, Safety, and Environment (Organization)"This research was conducted under the auspices of the RAND Center on Quality Policing (CQP) part of the Safety and Justice Program within RAND Infrastructure, Safety, and Environment (ISE)"--Pg. IV.The changing context of police recruitment and retention -- Current practices -- Improving practices -- Concluding remarks -- Appendix A: Summit agenda -- Summit participants.

Publisher: RAND, 2009; source: Research Institution; ISBN: 9780833047397 (pbk. alk. paper)0833047396 (pbk. alk. paper); region: Domestic; occupation: Police-related; peer-reviewed: No

The report outlines a comprehensive guideline for the recruitment of police from the UK perspective, including determining resources and evaluation.

Keywords: Promising Practices; Research Assessment Reports

Notes: Great Britain. Home Office.Government publication (gpb)Book

Publisher: Home Office, 1997; source: Government Communication; ISBN: no 51/97; region: International; occupation: Police-related; peer-reviewed: No

Based on the United Kingdom's experience, a higher level of graduate recruitment would advance police effectiveness. The following suggestions are made to augment the inclusion of graduates: (a) provide career services and an accreditation system to enable officers to find second careers; (b) establish a vacation placement program aimed at undergraduates; (c) allow graduates to enter the pay scale at the level of 3 years of service; and (d) provide tuition assistance. Graduate recruitment needs to be bolstered through centralized initiatives contextually structured; individuals should be accessible to more than one force.

Keywords: Research Assessment Reports; Promising Practices

Notes: Journal Article

2003; source: Journal; ISBN: 0032-258X; region: Domestic; International; occupation: Police-related; peer-reviewed: No

After documenting the high turnover rate of police officers, this article notes some of the benefits of employee turnover and offers suggestions for keeping well-trained and effective officers. A recent North Carolina study found that police agencies in that State had an average turnover rate of 14 percent for patrol officers, with average tenure for a new officer being 33 months. Although employee turnover can benefit an agency, such as providing an opportunity to change a detrimental police subculture or getting rid of uncommitted and poorly performing officers, it is costly for an agency to be constantly recruiting, screening, and training large numbers of officers, in addition to the impact on agency performance. Turnover among highly motivated officers can be reduced by ensuring that an agency's values and priorities match those of officers committed to the highest ideals of policing. Another measure for reducing officer turnover is to change compensation systems. Compensation must not only enable police agencies to compete in the job market, but must also reflect the value of police officers to the community. Compensation schemes must include cost-of-living adjustments and rewards for longevity and advanced certifications. Also, career-development programs must be established to provide realistic opportunities for officers to advance in the ranks of the department. This should include opportunities for patrol officers to have new responsibilities and salary increases without making them supervisors or assigning them to special units. Agencies must also continually identify and implement more effective ways for training and deploying officers to solve community problems, so they can experience the satisfaction of making their communities safer. Other measures for reducing turnover are to use mentoring and continually reward and praise officers when they are performing well.

Keywords: Research Assessment Reports; Promising Practices

Notes: Article; Issue overviews

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The recruitment and retention practiced by law enforcement agencies' of candidates with the qualities and skills needed by a modern police force are covered in this text. The authors note the lack of a systemized recruiting plan at municipal agencies and examine everything from announcing vacancies to future trends in hiring.

Keywords: Promising Practices; Research Assessment Report; Briefings; Field

Notes: PeriodicalsBook Review-No Opinion

1994; source: Journal; ISBN: ISSN 0091-4169; region: Domestic; occupation: Police-related; peer-reviewed: Yes

In 2002, the Cincinnati Police Department (CPD), the Fraternal Order of Police, and the American Civil Liberties Union (ACLU) entered into a collaborative agreement. This agreement pledges its signatories (the parties) to collaborate in efforts to resolve social conflict, improve community relations, and avoid litigation. The agreement requires the CPD to implement a variety of changes, most notably the adoption of Community Problem-Oriented Policing (CPOP) as a strategy for addressing crime problems and engaging the community. Other provisions of the agreement require the CPD to establish a civilian complaint review process. The collaborative agreement incorporates a previous agreement between the CPD and the U.S. Department of Justice on use-of-force issues. The agreement specifies the need to evaluate achievement of its goals. In 2004, the parties contracted with RAND to conduct this evaluation. These goals are assessed through a variety of evaluation mechanisms, including surveys of citizens and of CPD officers; analyses of motor vehicle stops and of CPD staffing patterns; periodic observations of structured meetings between citizens and representatives of the CPD; and a review of CPD statistical compilations. The collaborative agreement requires an annual assessment of progress toward the agreement's goals. This report is the first such annual review.

Keywords: Research Assessment Reports; Promising Practices

Notes: [electronic resource] / K. Jack Riley ... [et al].Title from title screen (viewed on December 6, 2005).Document formatted into pages; contains 398 pages."RAND Infrastructure, Safety, and Environment.""The research described in this report was conducted within RAND Infrastructure, Safety, and Environment (ISE), a division of the RAND Corporation, for the City of Cincinnati."Introduction -- The context of policing in Cincinnati: crime, arrests, and use of force -- Staffing and personnel actions in the Cincinnati Police Department, 2004 -- Analysis of vehicle stops -- Analysis of videotaped police-motorist interactions -- Community-police satisfaction survey -- Perceptions of citizen interactions with the police in Cincinnati -- Satisfaction of police officers working in Cincinnati -- Citizen and officer satisfaction with the complaint process -- Periodic observations and problem-solving processes -- Summary and conclusions -- Appendix 4.A. Technical details on propensity score weighting -- Appendix 5.A. reliability of audio/video coding -- Appendix 5.B. Police-civilian videotaped interactions codebook -- Appendix 6.A. Community-police survey -- Appendix 6.B. Neighborhood tables -- Appendix 7.A. Citizen-police interaction survey -- Appendix 8.A. Police officer survey -- Appendix 9.A. Complaint/Internal review survey -- Appendix 10.A. Community meeting survey -- Appendix 10.B. Observations of community meetings in the City of Cincinnati -- Appendix 10.C. Problem solving survey -- Appendix 10.D. Observations of problem-solving project meetings in Cincinnati Police Department -- Appendix C. Comments from the parties and monitor on the report.See also RAND/TR-445-CC and RAND/TR-535-CC.

Publisher: RAND, 2005; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This study analyzes 324 law enforcement officers' responses as to whether policewomen, policemen, or a combination are best suited to respond to woman battering overall, battering victims, and batterers; in addition, the analysis accounts for the relationship between officers' demographic characteristics and their responses. The 10-page survey was distributed to the 324 police officers in a large midwestern metropolitan area in December 1987. The study included both the city police and county sheriff's departments from the same metropolitan area. The sample was 6.4 percent female, 13 percent African-American, 73 percent patrol officers, and 84.5 percent city police officers, with a mean age of 37 years and an average of 12 years of service. The findings suggest that policemen are less enthusiastic about policewomen's contributions to policing woman battering than policewomen are about policemen's contributions. Further, the only demographic characteristics related to the officers' responses are their gender and departmental affiliation. Findings suggest that simply recruiting women into law enforcement is not sufficient. A special effort is necessary to recruit men who respect women as equals and to address gender stereotyping in police training. One of the most ironic findings of the study is that policewomen are apparently less valued in the department that has significantly more women, i.e., the city department. 6 tables and 58 references

Keywords: Promising Practices; Research Assessment Reports

Notes: Article; Studies/research reports

1996; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The system of screening of police applicants with polygraph tests is analyzed in a nationwide survey yielding results from 41 different areas of interest. The data was obtained in 1989 from respondents in 626 police agencies that serve 50,000 plus people and sheriffs' agencies that employee 100 plus sworn officers. The process was seen as beneficial to agencies that use such screening methods though those opinions are not shared across the board even amongst those who use polygraph. The way the screening was administered seemed to have had an impact on how it was regarded; many agencies no longer use the practice due to prohibitory legislation passed in their community not due to issue with the screening. Further research is necessary to validate the use of continued polygraph screening in police recruitment.

Keywords: Promising Practices; Research Assessment Report

Notes: Journal Article

1993; source: Journal; ISBN: 0735-8547; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This report provides information and best practices for improving law enforcement recruitment and retention. California, as well as most other States, is facing an employment crisis as aging Baby Boomers retire in mass numbers, leaving large numbers of jobs unfilled. A recent survey of police chiefs in California revealed that recruitment and retention were consistently among the top two issues facing State law enforcement during the next 5 years. This report assists law enforcement agencies recruit and retain qualified candidates by providing information about best practices in police recruitment and retention. If followed consistently and patiently, the lessons outlined in this report will help agencies reach their recruitment and retention goals, even if it takes a number of years. Section 1 provides an introduction and a review of the relevant research literature. Information from four surveys, focus group sessions, and reports on peace officers are also presented. Among the main findings is the fact that the two strongest motivators for candidates to pursue a law enforcement career are desire to serve and the element of adventure. Section 2 focuses on 12 best practices for law enforcement recruitment and retention. Best practices in the area of recruitment include the importance of developing a recruitment plan, conducting research on recruitment needs, personalizing the recruitment process, and improving the selection practice, among others. Best practices in the area of retention include the importance of developing employee-friendly policies and work culture, engaging employees, improving communication, and addressing cost of housing issues. Following the description of each best practice is a summary of the key points. The chapter on best practices for diversity recruitment, for example, outlines research related to increasing diversity in law enforcement agencies and describes diversity recruitment initiatives undertaken in law enforcement agencies across the country to illustrate best practices in action. Footnotes, tables, resources, appendixes

Keywords: Research Assessment Reports; Promising Practices

Notes: Document; Handbook

Publisher: California Commission on Peace Officer Standards and Training, 2006; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the components and benefits of the Realistic Job Preview (RJP), designed and used as an employee retention tool for law enforcement agencies. The Realistic Job Preview (RJP) is specifically designed to give job candidates a truly down-to-earth picture of the cold realities of a profession or position. It provides as much information as possible about it so that recruits can make a truly educated decision about their fitness for the job. An RJP given to people contemplating joining a local police department should include details not only about employee salary, benefits, and vacation time but about (1) the obligation to work any shift; (2) the likelihood of being on the night shift for several years before being eligible for day work; (3) the inevitability of having to work for long periods of time without breaks in an emergency situation; (4) the necessity to maintain self-control when verbally/physically assaulted; (5) the requirement to work with people who might be verbally abusive, intoxicated, suicidal, or angry; (6) the need to be sensitive, empathetic, and compassionate; and (7) the need to be able to effectively deal with disappointment, frustration, and dejection. The RJP can be taken in the form of a film, booklet, questionnaire, lecture, or one-on-one discussion. RJPs can also be given to current employees facing a change in their job status. The RJP creates antibodies which are coping strategies that can assist the candidate in dealing with disagreeable aspects of the job. The RJP creates an atmosphere of honesty. It saves the employer both time and money by giving the candidates a reason to self-select out of the recruitment process. RJPs can be a potentially significant ingredient in a law enforcement agency s personnel recruitment program. They have proven to reduce turnover rates among new recruits, as well as job satisfaction among veteran officers.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article discusses the proven value in praising and recognizing an officer s commitment to service. Police work represents a stressful, difficult, and, at most times, unforgiving occupation. Studies and surveys have proven that social support in the form of recognition and praise serves to increase morale, motivation, retention, and productivity in law enforcement officers. In addition, the physical and mental health of employees improves and organizations are better served and run more efficiently and effectively. Effective police leaders will value and demonstrate this ideology. This article begins by reviewing the sources and consequences of police stress. It continues by reassessing praise in police work through an assessment of mental and physical health, morale, motivation, and employee retention, and internal and external awards. The article concludes with the installation of praise in the workplace: how to administer praise and methods of delivery. 18 Endnotes

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Studies/research reports

2005; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The article assesses the strengths and weaknesses of community college and vocational programs in preparing law enforcement officers. Suggestions for curriculum strength and alignment with police academy training are discussed.

Keywords: Promising Practices; Field

1996; source: Journal; ISBN: ISSN: 0023-9194ISSN: 0735-8547; region: Domestic; occupation: Police-related; peer-reviewed: No

Based on recommendations of a 1999 national conference ("Strengthening Police-Community Relationships") that brought together police executives, union representatives, academic experts, and civil rights and community leaders, this booklet presents principles for police practices that build community trust, enhance police accountability, and reduce police misconduct. For each of six topics -- use of force; complaints and misconduct investigations; promoting accountability and effective management; training; non-discriminatory policing and data collection; and recruitment, hiring, and retention -- the booklet presents principles for police behavior and instruction under varying circumstances. Regarding the use of force, principles address both deadly and nondeadly force, as well as the continuum of force. Principles for the use of force also focus on the use of canines to apprehend suspects, administrative review of shootings and the use of deadly force, use-of-force reporting, and the administrative review of the use of nondeadly force. Principles that pertain to complaints and misconduct investigations cover accepting misconduct complaints, reports of misconduct, misconduct investigations, and the resolution of misconduct investigations. Principles for promoting accountability and effective management encompass information management systems ("early warning" systems), supervision, searches and seizures, public information and feedback, and meaningful civilian input. Principles for traffic stops, the conduct of law enforcement stops, data collection, and persons with limited English proficiency are delineated under the general topic of nondiscriminatory policing and data collection. In addition to principles for recruitment and hiring, the concluding section presents principles for assignment and promotion as well as the prevention of harassment. Appended examples of promising police practices and policies and 48 annotated listings of U.S. Department of Justice research, resources, and programs on police practices.

Keywords: Promising Practices; Research Assessment Reports

Notes: Book

Publisher: U. S. Department of Justice, 2001; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Police departments throughout the nation are facing a hiring and retention crisis. A strong economy with a relatively low unemployment rate reduces the pool of available applicants. More lucrative salaries in the private sector also make a career in law enforcement less attractive, particularly to the highly desired college graduate. Addressing the critical need to hire police officers to replace the ever-increasing number of retiring baby boomers is a challenging issue for police chiefs and recruiting supervisors.

Keywords: Promising Practices

Notes: Article; Studies/research reports

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presents proven steps and strategies in effectively recruiting female police officers. The first step in recruiting female women as police officers is to abandon the traditional recruiting strategies that involve advertising vacant positions and then simply waiting for candidates to apply. Each police department should have a recruitment team whose job it is to go out into the community to educate potential candidates about police employment and attract potential candidates. Today, the Internet is used as a primary tool to conduct research and gather information. Administrators need to understand that Web pages may be a critical source of information for the public and potential candidates. Web pages should be used as an opportunity to advertise, maintain online applications, and have a special section for women interested in employment. Recruitment posters and brochures should contain images of female officers working alongside their male peers. When recruiting and looking for diversity, recruitment teams should target areas where women can be found, such as athletic clubs, martial arts studios, and sports leagues. Recruitment teams should have larger career fairs to attract a wider variety of candidates. Departments must attract women candidates by having women working in a variety of different positions in order to highlight the many opportunities the department has to offer, as well as the equity. Recruitment procedures need to be rewritten to better reflect and detail the department s proactive recruitment strategies. The philosophy of the department must not promote or tolerate sexism which should be reflected in their policies. Lastly, community outreach programs have the potential to filter in possible candidates. They are likely to foster the support of family members. To recruit women officers, departments can no longer rely on traditional recruiting methods. They must design and implement recruitment strategies that target the specific goal of attracting minority candidates.

Keywords: Research Assessment Reports; Promising Practices

Notes: Article; Studies/research reports

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Research shows fifteen years after Lord Scarman's report examining the Brixton riots that the British police authority does not have a workplace that reflects the population. The moral, legal and business reasons for using an equal opportunity policy is established in a manual for all aspects of police employment.

Keywords: Promising Practices; Research Assessment Reports

Notes: Book

Publisher: Commission for Racial Equality, 1996; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

After noting the hiring crisis in law enforcement agencies nationwide, this article describes how various agencies are using a variety of new methods to expand their outreach to potential recruits. The King County Sheriff's Office (Washington State) posts all jobs in its newspaper of record, which also has an online version. Most of the responses come from the online version. It has also contracted with a marketing firm to develop a professional recruiting campaign. A cash bonus is offered to employees who refer a candidate who completes the deputy training program. The agency's starting salary is just over $45,000, and it has no college requirement or maximum age limit. A new recruiting tool of the Los Angeles Police Department consists of three movies that run on the department's Web site. The films feature real officers working in real scenarios. Area theaters have also been paid to run the films. The starting salary is $53,000, and a high school diploma is the minimum education requirement. The Las Vegas Metropolitan Police Department (Nevada) uses a television spot, which also runs on the department's dedicated recruiting Web site. It is an animated black-and-white action cartoon designed to appeal to youth. The San Diego County Sheriff's Department (California) offers a $5,000 signing bonus to officers who come over from other agencies. The starting salary is $45,000, and there is no age cutoff. Home-buying assistance is offered in the form of a 30-year, noninterest loan of up to $75,000. Law enforcement agencies are making a special effort to expand candidate pools by recruiting "nontraditional" officers: women, ethnic minorities, and gays and lesbians. Agencies are advertising their jobs through print media that are popular with these various groups.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The results of the study suggest that the basic reasons for becoming a police officer have continued to remain fairly stable over time, though the relative importance of some of the reasons have shifted slightly in the past two decades. Despite the negative publicity received by police officers in recent years, there was not a significant decrease in the tendency to report the profession's prestige as a strong reason for choosing this career. In addition, there were no significant racial/ethnic or gender differences on this variable. The results are discussed in terms of their implications for career counselors working with individuals considering a career in police work. In recent years, police officers in the United States have been under increased public scrutiny, which may have affected both the public perception of the police as well as the desire of individuals to choose a career in law enforcement. This study compared responses of 131 police recruits and graduates with the results of a study with an earlier cohort of this population conducted in 1983. The purpose of this study was three-fold: to determine whether the relative importance of reasons for choosing a police career had changed and whether any new reasons had emerged over the past two decades; to evaluate whether demographic variables such as gender or race/ethnicity play a role in career choice for police recruits; and to replicate the 1983 original factor structure in order to determine whether the instrument continues to have utility for counseling those considering a police career.

Keywords: Research Assessment Reports; Promising Practices

2008; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The New York City Police Department's Cadet Corps, created in 1985, is an innovative program designed to bring officers with higher educational levels into the ranks of the Nation's largest police force. The Cadet Corps program allows full-time sophomores in New York City's colleges and universities who meet the necessary qualifications to receive $9,000 toward future tuition, $6,000 in payment for work and $3,000 in an interest- free loan that is forgiven if the cadet serves 2 years as a police officer. The program has five major objectives: (1) increase the educational level of the police department; (2) test a more rigorous recruit selection process; (3) increase the police department's representativeness; (4) increase the orientation toward community policing; and (5) improve leadership skills of new officers. In 1986, the first year of the Cadet Corps program, only 134 of 1,479 persons expressing an interest passed all aspects of the screening process and qualified as cadets. All of the first four Cadet Corps classes were predominantly male; 70 percent were white, 15 percent were black, and 13.5 percent were Hispanic. Once in the program, cadets were issued uniforms and instruction manuals and were required to undergo physical training and attend classes in law, police department orientation, social science, and communications. They also went through a 3-day leadership and teamwork program. As of January 1991, half of the 1986 cohort had completed the program and had been promoted to police officer. When compared to other classmates in the police academy, Cadet Corps recruits placed more emphasis on a community orientation and less on traditional policing strategies, were less likely to believe that laws should be rigidly enforced, were more likely to believe that good police officers can depart from standard operating procedures to solve a problem, were more likely to consider a college education important to their work, and were less likely to think that citizen complaints are an inevitable part of police work. 3 references, 1 table, and 4 figures.

Keywords: Promising Practices; Research Assessment Report

Notes: Police Foundation (U.S.)ill.Caption title./ "September 1992."Book

Publisher: Police Foundation, 1992; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Hiring and retaining female employees are covered in this manual to assist law enforcement agencies; topics covered include: advantages of female employees, law enforcement agency assessment, development of a job description, recruiting quality candidates, obstacles in the selection process, creating recruit and field training programs, mentoring to aid in retention, the implementation of family friendly policies, and value of civilian employees.

Keywords: Promising Practices; Tools & Models; Field

Notes: Book

Publisher: National Center for Women and Policing, 2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses the importance of police developing effective recruitment strategies. Police departments need to develop effective recruitment strategies not just to fill existing vacancies but also to attract an applicant pool large enough to allow for sufficient selectivity in the hiring process. The Boulder, CO, Police Department s applicant pool has consisted primarily of white males. The Department attempted to change this imbalance through recruitment efforts beyond its demographic boundaries. The effort ultimately failed, the victim of budget limitations resulting from the excessive cost of dealing with annual student rioting. The Boulder Police Department has begun working with criminal justice programs at local colleges and universities. Participants have agreed to actively support each other s efforts to educate, develop, and employ qualified police applicants. The Boulder Department has also begun developing intern and work-study opportunities for soon-to-graduate police applicants.

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Surveys indicate that staffing is a major problem of police departments and that planned recruiting programs should be initiated to find and keep good police officers. Part of the recruiting problem involves simple demographics. The birth rate in the United States has been declining steadily since the late 1950's, and there are fewer men and women in the 20-29 age group from which police departments traditionally hire. In addition, police departments are looking for more educated officers than they were 20 years ago, and police officers are required to learn more on the job. Basic training at police academies is longer than it used to be, field training programs are common, and police officers are required to undergo advanced and specialized training throughout their careers. Successes reported by some police departments focus on regular, planned recruiting efforts based on a marketing approach. Recruiting involves identifying and reaching specific people with a specific message. Law enforcement must be marketed as a desirable career by stressing the benefits a person will receive by becoming a police officer. Recruiting programs must be given high priority and must have goals. Police departments must make recruiting a permanent function with some status, develop a cadre of officers to help with recruiting, train recruitment personnel, get the community involved, and lower costs by sharing recruiting and processing burdens across jurisdictions.

Keywords: Promising Practices; Research Assessment Report; Tools & Models; Field

Notes: Using Smart Source Parsing21-23, August-September-OctoberArticle; Surveys

1991; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses why it is important to recruit minority and female police officers and how to mount effective recruitment efforts that target them. When citizens see that a police department has personnel who reflect a cross-section of the community, they have greater confidence that police officers will understand their problems and concerns. When attempting to recruit minorities and women, recruitment officers must go where such candidates are likely to be found, such as craft fairs (women), schools in communities with a high percentage of minority students, and representation at community events that attract a cross-section of the community. Women's conferences, Latino festivals, urban leagues, NAACP meetings, a commission on Latino/Hispanic affairs within the city, and churches in the community are all great places to target specific groups of people. Recruiting materials must address the specific questions and concerns likely to be present in the minds of targeted minority groups and women as they consider police careers. Further, departments must not only focus on recruitment strategies but also on the retention of minority candidates and officers. This requires that the department mount an effective strategy for welcoming and supporting minority officers within the departmental subculture and working environment. This means eliminating discriminatory attitudes and practices by male and majority officers.

Keywords: Promising Practices

Notes: Article; Instructional materials

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Although many police agencies find it difficult to recruit qualified applicants, recruiters who are determined and active should be able to fine more than enough qualified police officers. According to comments from several law enforcement administrators, the ideal applicant would be a female at least 5 feet tall or a male at least 5 feet 9 inches tall, weigh at least 100 pounds if female and 150 pounds if male, and weigh no more than 250 pounds. The ideal recruit would have at least a 2-year college degree, preferably in criminal justice; be between 21 and 45 years of age; have no criminal record; and be able to pass psychological and polygraph testing. It would also be beneficial if the applicant spoke a second language fluently, had experience in the use of firearms, and could pass rigid physical fitness tests. More than half the people contacted for this article said that it is becoming more difficult to recruit qualified applicants. A few believe that different hiring standards should be used for males and females to increase the numbers of female police. Most departments use traditional recruiting methods. Recruiters make little use of regional registries, open houses, and trade journals, even though newspaper advertisements are the most successful source for recruits. Portland has an active recruiting program that includes open houses at police facilities, recruiting brochures distributed to colleges, slide shows, a ride-along program, and a full-time police officer who teaches a law-focused education program in high schools. Other approaches include considering every police officer a recruiter, hiring from a reserve force, and using college students as community service officers and promoting them to full-time officers as the need arises.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Surveys

1994; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article highlights the challenges of police officer recruitment and presents some solutions implemented throughout the country. Many of today's police officers are baby boomers who were hired after their service in Vietnam. Now at retirement age, these police officers are exiting police duty en masse, leaving some departments stretched thin on police officers with very few applicants waiting to take their positions. The policing industry has experienced trouble with recruitment for the past few years due to negative publicity about policing work and a rebounding economy with a strong private sector. Creative marketing tactics in Denver and the use of movie theater trailers by the Los Angeles Police Department are described as the new wave of police recruitment efforts, which have come a long way from simply running an advertisement in the local newspaper. Recruitment is about more than attracting qualified applicants, it is also about supporting applicants through the vigorous application process. Innovative strategies are highlighted that assist police applicants through the physical training and through the background check process. Finally, the importance of flexibility in the police recruitment process is underscored, as today s applicants do not look like the applicants of yesterday; requirements and protocols must change as society changes. Exhibits

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2005; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Ontario Provincial Police (OPP) realized in 2002 the need to initiate a plan to recruit women and other diverse groups and in 2003 OPP used new recruitment options, innovative and interactive ways to reach qualified people.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Journal Article

2004; source: Professional Association; ISBN: ISSN 0032-2571; region: International; occupation: Police-related; peer-reviewed: No

This article examines efforts by law enforcement agencies to recruit and retain female officers. Law enforcement agencies are under pressure to diversify the work force and are searching for ways to improve their recruitment efforts, especially among women. Research shows that women bring some unique qualities to law enforcement agencies. They often use a communication style that reflects the principles of community policing and can serve to de-escalate potentially violent situations. They are substantially less likely to use excessive force, thus decreasing their departments' exposure to liability. Women respond more sympathetically to victims of crime, especially in domestic violence situations, which represent the single largest category of calls for police service. Finally, women often provide an impetus for changes that benefit male and female officers alike, such as "family friendly" policies governing child care, sick leave, and the assignment of light duty. The article suggests that, to effectively recruit a diverse applicant pool, law enforcement agencies need to develop a strategic marketing plan, update job descriptions, and consider who to send as recruiters. Recruitment strategies should emphasize the challenging nature of the job, the diverse activities and skills required, and the opportunity to make a social contribution. The article also suggests ways to reach potential recruits (for example, visits to junior colleges) and ways to spread the word about job opportunities through paid advertising and public service announcements.

Keywords: Research Assessment Reports; Promising Practices

Notes: Journal Article

2001; source: Journal; ISBN: 0023-9195; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses strategies that are successful in recruiting women to policing. The article is informed by work done with police departments by the Institute for Women in Trades, Technology, and Science (IWITTS). This is a national nonprofit organization based in Alameda, CA, that provides law enforcement agencies the tools to recruit and retain women officers using research, training, technical assistance, publications, and e-strategies. Recruitment activities are greatly facilitated by using the World Wide Web. The Internet offers an inexpensive way to reach thousands of potential applicants around the country. Women-in-Policing Career Fairs provide another recruiting opportunity. Core elements of the career fair include: (1) a plenary role-model panel of three or four women officers who talk about their work; (2) information about application and selection; (3) tips to help women prepare for the physical agility test; (4) details about the academy; (5) keynote addresses from the chief and a high-ranking female officer; and (6) displays of police equipment. Long-term strategies include establishing justice programs in colleges and police academies in high schools. Tables, notes.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Issue overviews

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes strategies to help police departments recruit, integrate, and retain women police officers. In 1995, several police departments participated in a national demonstration project to create new technologies and strategies for helping employers recruit and integrate women into male-dominated occupations. The departments began hosting career fairs that used female role models who described their jobs and provided information about the police academy, the application process, and a realistic description of women's careers in policing. In addition, departments examined their physical agility tests in order to design gender-specific physical conditioning regimes that would prepare women to perform all the required tasks. Departments held sexual harassment awareness workshops; instituted changes in training procedures to make all personnel, especially supervisors, aware of women's concerns, including such disparate things as childcare during working hours and failure to provide uniforms sized for women; and began research into reasons behind the small percentage of women who are ranked officers and in command positions. Notes

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article

1998; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes a mentoring committee of women police officers in the Charlotte-Mecklenberg Police Department (CMPD) in Charlotte, North Carolina. The CMPD was suffering from a lack of women applicants and the inability to retain women through the recruit training process. Rank-and-file women of the department began meeting women recruits in the early stages of recruit training. These informal sessions gave recruits the opportunity to talk to other women about any problems, concerns, or difficulties they might be having. Members of the committee told the recruits what they could expect after graduation, and the important nuances of being a woman in policing. At the conclusion of the recruit s academy training, the women were surveyed and asked if they found any benefit to the mentoring. They have repeatedly reported benefits from the program. In January 2002 the mentoring committee expanded its original role of retention and changed its name to the CMPD Women s Network. The Women s Network advocates the professional development of women through the work of four subcommittees dealing with recruiting, retention, policy, and promotion. Before the mentoring committee s inauguration, the CMPD was on average losing one female recruit per academy class, or two woman recruits per year. Since the inception of the group, the CMPD has successfully graduated 35 women from the police academy; 9 women have been promoted to the rank of sergeant, 5 to the rank of captain, and 2 to the rank of major; and for the first time in CMPD history a woman has been promoted to the rank of deputy chief. The Women s Network has helped serve the community by working toward a department that is representative of the community it serves. Due to the success of this program, the department has implemented a department-wide recruiting-mentoring program and a promotional process study program. The network is now expanding to include historical, social, roster, and newsletter subcommittees. If a police department is interested in beginning a similar network to assist in recruiting, retaining, and promoting women, there are three important areas that need to be addressed: executive support, clear goal definition, and front-end mentors.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Model program descriptions

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The book chapter is concerned with pressing issues (budgetary, political) facing departments as they craft responses to the recruitment challenge. The issue is framed in a leadership/administrative perspective, with policy approaches suggested.

Keywords: Promising Practices

Publisher: The Institute for Law Enforcement Administration; The Center for American and International Law, 2007; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The International Association of Chiefs of Police publishes Big Ideas quarterly with a concentration on issues relative to smaller agencies. Topics include the issue of recruitment and retention a major issue facing organizations.

Keywords: Promising Practices; Tools & Models; Field

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Since Hurricane Katrina, resignations from the New Orleans Police Department (NOPD) have increased, and the department went more than a year without recruiting enough candidates to justify a police academy training course. The authors present practical recommendations for change that could help the NOPD improve recruiting and retention. Issues addressed include the lack of affordable post-Katrina housing, the fact that the families of many police officers no longer live in the New Orleans area, the destroyed departmental infrastructure, and a budget that does not provide enough resources to meet basic needs. They focus on compensation, including housing; the promotion process and the career management system; recruiting; the mix of officers and civilians; and ways to improve the morale of the NOPD. The recommendations, which are specifically tailored to the unique circumstances of the NOPD, include (1) using civilian employees, where appropriate, for jobs currently being performed by uniformed officers; (2) developing a proactive recruiting program; (3) offering some of the city's housing stock in-kind to police officers or selling the property and using the proceeds to improve compensation; (4) increasing the frequency of promotion examinations; (5) eliminating the backlog of promotions to higher levels in the department; (6) restructuring compensation to attract recruits and retain serving officers; (7) establishing a first-responders charter school; and (8) rebuilding the police infrastructure to improve morale.Copy available for check-out in the Pittsburgh library. Also, a RAND staff member may order one free copy of any publication.

Keywords: Research Assessment Reports; Promising Practices

Notes: Book

Publisher: RAND Corporation, 2007; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Keywords: Promising Practices; Tools & Models

Notes: Great Britain.; Home Office.32 cm.Title from cover. In ring binder.Government publication (gpb)Book

Publisher: Home Office, 2002; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Finding ideal police recruits, individuals who seek a long-term career in law enforcement, is increasingly difficult, and police administrators have to consider a range of strategies to meet the challenges of filling vacancies. Some of the strategies available to police administrators include higher compensation for police officers, attracting lateral applicants from other police departments, signing bonuses, and lowering standards to fill quotas and meet staffing needs. Police administrators need to efficiently handle applications so that qualified applicants are considered promptly. The American Management Association believes that three major points may cause applicants to be turned off from seeking employment with a company: (1) lack of feedback on status; (2) next step in the process is unclear; and (3) process is too complicated. If the wait between the submission of an application and actual testing is short, applicants are more disposed to follow the opportunity and not lose interest. 1 photograph

Keywords: Promising Practices; Research Assessment Reports

Notes: Article; Surveys

2000; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Law enforcement agencies recognize that personnel represent their most important asset and that having a meaningful recruitment plan will make it easier to attract the appropriate type of police officers to serve into the 21st century. Agencies should determine the minimum qualifications for applicants and avoid using standards that are unrealistic in comparison to the skills available among applicants. Recruitment managers should consider legislative or judicial requirements regarding physical qualifications, residency and citizenship, education, and skills. Managers should also define the geographic area of recruitment, contact local educational institutions and the military community, and encourage current personnel to recruit through their informal networks. They should also develop and use recruiting materials creatively, focusing on brochures and media news stories. Agencies should also recognize that workforce policies such as educational leave, compassion in cases of illness and injury, and other accommodations will result in a stable and responsive workforce.

Keywords: Promising Practices; Field

Notes: Article; Technical assistance reports

1990; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

Selection techniques of the Turkish police are critically examined with both the formal and informal aspects of the recruitment process analyzed. Partially structured interviews were conducted with ten senior bureaucrats and data was collected from the departments and educational institutions of the General Directorate of Security. Formal selection processes involved arduous intelligence, medical, physical and background tests which gave all Turkish citizens who met the requirements officially an equal chance for the position. However, discrimination based on gender and political ties proved to be an important informal aspect predominately with the police high schools and academy.

Keywords: Research Assessment Reports; Promising Practices

Notes: Journal Article

2004; source: Journal; ISBN: ISSN 1043-9463 E-ISSN 1477-2728; region: International; occupation: Police-related; peer-reviewed: Yes

This article reports on the recruitment efforts undertaken by the Fulton, NY, Police Department. Prior to 2000, the Fulton Police Department did not have a serious recruitment campaign in place. As a result, although most applicants passed the written examination, only a small percentage were able to pass the physical agility test, which consisted of a flexibility test, push-ups, sit-ups, and a 1.5-mile run. To rectify the problem of a short candidate list, the department embarked on an aggressive recruitment campaign during 2000 that featured posters, press releases, and most notably, a television advertisement that garnered widespread attention. In addition, in order to boost the possibility of passing the physical agility test, the police department showed applicants the requirements of the physical agility test when they took the written examination. Candidates who passed the written examination received the physical fitness standards again a few weeks prior to the physical agility test. As a result of their efforts in recruitment, 71 percent of all applicants to the police department passed both the written examination and the physical agility test, boosting the number of qualified candidates and saving the police department both the time and money required to screen applicants.

Keywords: Promising Practices; tools & Models; Field

Notes: Photograph; TableJournal Article

2003; source: Government Communication; ISBN: ISSN 0014-5688 CODEN FBILB2; region: Domestic; occupation: Police-related; peer-reviewed: No

Recruitment, selection, and retention of qualified and committed police officers is one of the most pressing and important concerns of police organizations today. The creeping mediocrity of police officers can only impact negatively on concepts of community policing and organizational cohesiveness. Planning for the future requires attention to long-term as well as short-term recruitment goals. Despite some calls to civilianize more police functions, modern policing requires a broad range of abilities, experiences, and attributes that make narrowing a police officer's functions difficult, if not impossible. In the short-term, the hiring process for top-quality candidates must be streamlined to minimize the chances that those candidates are hired by more expedient agencies. Increasing the size of cadet and reserve programs can enhance the level of preparation and commitment to policing. Additional pre-academy training and aggressive advertising campaigns may also help cover immediate staffing needs. However, police managers also need to devote time and resources to developing a pool of future applicants who are interested in a complex and demanding law enforcement career. In order to appeal to today's secondary school students, police managers must develop standards and criteria to encourage the image of policing as a profession by implementing a mandatory higher education requirement and improving the frequency and quality of police interactions with target groups. 6 references

Keywords: Promising Practices; Field

Notes: Surveys

1991; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses the benefits of reserve officer programs and describes the characteristics of reserve officer programs. Reserve officers are volunteer, nonregular, sworn members of a law enforcement agency who serve with or without compensation and have regular police powers. The main differences between reserve officers and regular police officers is that reserve officers tend to serve on a voluntary, part-time basis and they generally have other full-time careers. The many benefits of using reserve officers are enumerated and include the ability to use additional personnel without budgetary burdens. The use of reserve volunteer officers takes some of the stress off full-time personnel and helps improve the visibility of the police agency. Duties of reserve officers range from patrol duties to taking children s fingerprints to identifying and gathering evidence. The basic elements of a reserve officer program are described, with a focus on how reserve officers are recruited and trained. Departments use a variety of recruitment techniques to attract reserve officers, such as the Internet and employment fairs. Criteria requirements for reserve officers vary by department, but generally include some sort of physical-agility testing and background checks. Reserve officers are trained according to department and State law enforcement training guidelines. Some departments require additional reserve officer training, such as certification through officially recognized law enforcement training academies or through criminal justice information classes. Endnotes

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2006; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The Citizen Advisory Committee (CAC) was created in March 1988 to settle the trouble with discrimination in the Fort Wayne, IN Police Department. The CAC came up with recommendations to: (1) use a revised version of the 1985 eligibility lists to make immediate promotions to sergeant and lieutenant; (2) make promotions from "dual lists" for each rank until parity is achieved; (3) eliminate the rank of Master Sergeant.;(4) promote a number of lieutenants; (5) use the percentage 24% to determine parity in promotions, and 13.4% to reach parity; and, (6) ensure that the Merit Commission and Chief of Police promote 1 for 1 on each eligibility list for sergeant and lieutenant until parity is reached. These recommendations made possible the promotion of the first 10 officers, 5 of whom were minorities. All recommendations were unanimously accepted and the CAC was victorious because both the city administration and the mayor championed the effort furthermore the police and CAC members wanted to see the discrimination issue resolved.

Keywords: Promising Practices; Research Assessment Report

Notes: Journal Article

1991; source: Journal; ISBN: 0735-8547; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Law enforcement recruitment has historically been a reactive process, positions are filled as they vacate and there is no forethought to be inclusive of young members of the community into the criminal justice system. The system has shown to be both expensive and unproductive; therefore a model has been developed to recruit young men and women in pre-service which will have the added benefit of creating a pool of applicants.

Keywords: Promising Practices; Briefings

Publisher: Florida Criminal Justice Executive Institute, 1999; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Illinois has increased the number of correctional personnel to a record of 13,413, and, under an initiative strongly supported by the governor, has hired 1,616 correctional officers and youth supervisors in the last 2 years. The correctional system had 9,986 employees in 1985 and 11,628 employees 5 years ago. In November 1990, the Department of Corrections consolidated all security officer screening and hiring functions to a central screening office. It changed hiring practices to eliminate patronage and ensure uniform hiring practices based exclusively on merit, qualifications, and affirmative action plans. The central office can hire staff more quickly than the previous system and can also be more flexible in meeting strategic hiring goals for the agency. The application process is simple and open to all Illinois residents with only a few restrictions. Applicants must complete three examinations and an oral interview in which two screeners use a standard interview questionnaire and independently rate the applicant in six areas. Applicants also receive screening points for education, work experience, and military service. They are then ranked in order of their screening scores. The Law Enforcement Agencies Data System completes a background investigation. Drug testing and employment reference checks are included. Individual correctional facilities select applicants for hire from their institutional eligibility lists based on screening scores and affirmative action plans. Initial wages and benefits are competitive. The agency received 28,553 applications during 1993 and 1994; of these, 4,646 were placed on hiring eligibility lists and 1,616 were hired. Table and description of community college training program

Keywords: Promising Practices

Notes: Using Smart Source Parsing2-8, JulyArticle; Surveys

1995; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Seattle (Wash.). Police Dept.ill.; 28 cm."March 1999."Seattle Police Department.Government publication (gpb); Local government publication (lgp)Book

Publisher: Seattle Police Dept., 1999; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This handbook for local government officials assists in the recruitment, selection, and appointment of a professional police chief. Within the selection of law enforcement personnel, the selection of a professional police chief is the single most important appointment by the local government manager. This handbook gathered search process experiences from managers, police chiefs, lawyers, Federal investigators, human resource professionals, and executive consultants to provide a road map for local government officials to follow as they consider the selection of their next police chief. The handbook is comprised of nine chapters that include: (1) the selection process; (2) the local government manager s perspective on the search and selection process; (3) police chief selections from a police chief s perspective; (4) a discussion of the selection process from both sides, the candidate and the appointing authority; (5) reducing the risk of litigation; (6) evaluating the candidates; (7) investigating the candidates; (8) employment contracts for police chiefs; and (9) the anatomy of a successful police chief search. Exhibits and appendices A and B (executive search firms and advertising outlets for police chief vacancy announcements)

Keywords: Promising Practices; Research Assessment Reports; Tools & Models

Notes: Paperback; Handbook

Publisher: International City/County Management Association, 1999; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This report presents State-by-State and city-by-city information on police personnel selection and training programs and is based on a 1990 survey. The survey was mailed to all U.S. cities with populations of 10,000 and above. Of the 2,769 cities that were surveyed, 46.1 percent responded. Regarding police personnel selection criteria, only 9.5 percent of the respondents have a nonsmoking criterion for recruits, and 2.2 percent apply this rule in the selection of basic training graduates. Almost 75 percent of the respondents use a physical performance test in recruit selection, and approximately 71 percent of the respondents screen for substance abuse in recruits; approximately 20 percent screen for substance abuse when selecting basic training graduates. Of the cities that report using written exams in the selection of recruits and graduates, 90.5 percent have the exams tested for validity. Of the 1,118 cities that responded to the questions about residency requirements, only 29 percent indicate a residency policy. Approximately 43 percent of the responding police departments allow lateral entry. Assessment centers are used by approximately 40 percent of the respondents to test candidates for positions at ranks above entry-level patrol officer. Overall, 38.7 percent of recruits do not graduate from basic training. Data presented on training programs for each responding city encompass stress management, conflict training, supervisory training, and mental health training.

Keywords: Promising Practices; Research Assessment Report

Notes: Surveys

Publisher: International City/County Management Association, 1991; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: No

Information technology professionals are being recruited to manage computer networks.

Keywords: Promising Practices; Field

Notes: PeriodicalsFeature

1999; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the development of a municipal police department "from scratch" in Federal Way, WA. In 1995 the civic leaders of Federal Way, an incorporated town just 15 miles from Seattle, decided to end their contract with the King County Sheriff's Department and field a municipal force. The organizers focused on three major goals: recruiting personnel, establishing policies and procedures, and acquiring equipment and facilities. Because Federal Way did not have the time for months of training for recruits, the decision was made to hire experienced police officers. With a $5,000 signing bonus or moving expenses being offered, officers from all over America began making inquiries about the new department. In October 1996, the Federal Way Police Department officially began operation. Officers hired from within Washington State were paired with officers hired from outside the State to facilitate instruction in State law. The department created a police support unit with civilian employees, and these civilian employees continue to this day in writing summons, transporting prisoners, and taking crime reports. Regarding policies and procedures, the department delayed in writing a formal manual in order to provide sufficient time to compose a manual that would deal with the specific situations characteristic of Federal Way. In the mean time, policies and procedures such as pursuit and use-of-force were handed down by commanders to their charges through bulletins and verbal commands. Regarding equipment and facilities, the department moved three times in the first year; dispatch centers were changed; and new radio systems had to be implemented. Currently, the department has 116 sworn members and 41 civilians. Fifty-six of the sworn officers have been with the department since the first day of operation. Through the dedication and persistence of its officers, the Federal Way Police Department is now one of the Nation's leading suburban agencies.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models

Notes: Article; Program/project description/evaluations

2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This strategic marketing plan for the Peace Officer Recruitment Section within the Selection and Standards Branch of the California Department of Corrections has three main strategies: re-establishing a statewide coordinated recruitment effort for correctional officers (CO's); using employees as "recruiters-at-large;" and establishing a community base of qualified applicants. The performance measures of this effort were a 15-percent increase in the number of CO applications received for the current fiscal year; a 10-percent increase in the number of medical technical assistant (MTA) applications received for the current fiscal year; an increase in institution recruitment team participation in community events; and an increase in the number of joint community-based project/events. The target audience for the recruitment effort is the 21-30-year-old college student in good physical condition with a history of law-abiding behavior. Because of the success of those applicants with college degrees in the selection process, the recruitment efforts will focus on recruiting at the community colleges and universities, specifically in the criminal justice and law enforcement programs. The Peace Officer Recruitment Section plans to steadily integrate the Department of Corrections into community planning, i.e., job partnerships, school-to-career programs, law enforcement academies, and community colleges that highlight corrections as a career choice. An 8-item bibliography and graphic data to show trends in corrections employee hiring

Keywords: Promising Practices; Research Assessment Reports

Notes: California Department of Corrections, "Step Up, Stand Out."Document; Program/project description/evaluations

Publisher: California Dept of Corrections, Peace Officer Recruitment Section, 2001; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

This strategic marketing plan for the recruitment of correctional staff in California outlines three main strategies: the continuation of a statewide coordinated recruitment effort, the use of current employees as "recruiters-at-large;" and the establishment of a community base of qualified applicants. Performance measures were used to test the effectiveness of these strategies and the supporting tactics. The performance measures were to maintain the current intake of correctional officer (CO) applications; to achieve a 10-percent increase in the number of medical technical assistant (MTA) applications received for the current fiscal year; and a 15-percent increase in MTA hiring statewide. The Peace Officer Recruitment Section (PORS) was established within the Selection and Standards Branch of the California Department of Corrections in March of 2000 to stem the dramatic decrease in CO applicants and increase the number of both CO and MTA applications coming into the selection pipeline. The number of CO applicants increased by 40.8 percent in fiscal year 2000-2001 and by 30 percent in fiscal year 2001-2002; and the number of MTA applicants increased by 87.3 percent in fiscal year 2000-2001 and by 14 percent in fiscal year 2001-2002. Still, the need for staff at the State's 33 institutions is significant. Approximately 58 percent of correctional employees initially learned of employment opportunities through a friend or relative. The PORS intends to provide additional resources for use by current employees in the "Step Up, Stand Out" program. Because of the success of applicants with college degrees in the selection process, recruitment efforts will be focusing on recruiting at the community colleges and universities, with attention to the criminal justice, law enforcement, and nursing programs. The PORS also intends to integrate the Corrections Department into community planning related to job partnerships, high schools, community organizations, law enforcement academies, and community colleges that highlight corrections as a career choice. A fiscal year 2002-2003 PORS budget is included. 2 tables and an 8-item bibliography

Keywords: Research Assessment Reports; Promising Practices

Notes: Document; Program/project description/evaluations

Publisher: California Dept of Corrections, Peace Officer Recruitment Section, 2002; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

In policing, achievement of recruiting goals means more than just solving a human-resource problem. It means the adequate provision of public safety to residents, workers, businesses, and visitors. The San Diego Police Department (SDPD) has been operating below its authorized size in recent years. To bridge its personnel gap, the department needs to maximize its recruiting while minimizing officer attrition. To accomplish this goal, the department sought assistance from RAND to improve its recruiting efforts and suggest ways to improve the diversity of its recruits. Specifically, SDPD can optimize the recruiting process and manage recruiters and resources to achieve the maximum number of recruits. Through interviews, observations, reviewing recruiting material, and analyzing data, the authors assessed strategies for expanding SDPD's applicant pool, evaluated the written-test process, and reviewed fitness-exam and background-check processes. As a result, they have specific recommendations to improve SDPD's recruiting efforts: (1) target recruiting resources more effectively to reach a broader pool of applicants, (2) improve efficiency in the screening process, and (3) revise recruiting and testing practices. This monograph describes the study and the recommendations.

Keywords: Promising practices; Research Assessment Reports

Publisher: RAND, 2008; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article describes strategies for recruiting and retaining police officers who provide quality performance. The job market for likely police officer candidates is becoming highly competitive while public opinion of the law enforcement profession is declining, making police work not as attractive as it once was. This current situation requires that police departments market themselves as do other businesses. The key is to challenge potential candidates to commit themselves to serving as a role model for youth and helping create and maintain a high quality of life in the communities they serve. This means identifying target audiences likely to respond to such a message, such as persons with a military background and young people coming out of college. Means of getting out the message about the challenges of a law enforcement career include an Internet website, one-to-one personal contacts with prospective applicants, job fairs, seminars on the hiring process, and visits to elementary schools and high schools to promote a career in policing. An effective recruitment effort may require the use of full-time recruiters to develop and implement an effective recruitment program. This article offers suggestions for obtaining help in recruiting efforts and for retaining those who have been recruited.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Instructional materials

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Police Supervisors often have a difficult time hiring competent candidates and need to explore innovative and competitive recruiting techniques. Suggestions on mainstream and inventive recruiting methods are detailed along with ideas for expediting the process and advertising the most advantageous elements of your agency. The benefits of an employee referral program and providing the latest technology to Police Recruiter are discussed. Chapters include: Plan Strategically, Newspapers Still Popular, Magazines and Periodicals Productive, Radio: A Versatile Media, Be a Television Star, Internet is Economical, Publicity Methods Abound, Advertising and Public Relations Agencies, Internal Programs Entice Employees, Legal Environment, Measuring Results, Determining Ways to Improve, Recruiting is Important Function, and No Relief in Sight; Internet Web sites are featured in an appendix to aid in recruiting.

Keywords: Promising Practices; Tools & Models

Notes: Institute of Police Technology and Management.28 cm.Includes bibliographical references and index.Floyd S. Hulsey.Book

Publisher: Institute of Police Technology and Management, 2001; source: Research Institution; ISBN: ISBN: 1884566448; 9781884566448 LCCN: 2002-276168; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The web site developed by a test preparation and career information company called LearningExpress, LLC, provides an online resource to aid prospective police recruits in understanding police careers and eligibility requirements and in preparing for written examinations commonly used in police selection. A recent survey revealed that the inability of candidates to pass the written police entrance examination was one of the two biggest recruitment problems for law enforcement agencies. A civil service examination determines initial hiring eligibility in many parts of the country. The Internet classroom can provide prospective police recruits with the equivalent of the test preparation already used by those preparing for entrance examinations for college and professional schools. The LearningExpress web site used input from educators, police professionals, experts in testing. Visitors to the web site can obtain information on the type of law enforcement in which they are interested, as well as requirements and opportunities in each State. Applicants can also take a 75-question online practice exam based on real examinations. The instant online scoring analyzes areas that need improvement. Applicants can order the Police Officer Exam book, which contains six practice exams and explanations of the correct answers. The Springfield, Mass., police agency has worked with LearningExpress and also has a web site to inform the community and to recruit police officers. Suggestions for agency web sites and photograph

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The findings indicate that although the female officers had early occupational experiences of sexual harassment from male officers, along with discrimination and disrespect, after long tenures they achieved acceptance as fellow officers. Female officers are holding high civil service ranks in police agencies and are achieving acceptance and success in stereotypically masculine police assignments. Since police departments nationwide are having difficulty meeting recruitment goals and maintaining full rosters, agencies should increase their efforts to recruit women and ensure that they will enter a welcoming environment in which their contributions to policing are affirmed by male officers. The study sample consisted of 24 female officers, each with varying police experience that ranged from tenures of 10 to 30 years. Only women who had served at least 10 years were interviewed. The sample included nine municipal officers, three county officers, six campus police officers, and six State police, all from a Midwestern State. Eleven of the female officers were from departments with over 100 sworn officers. Twelve of the 24 women interviewed were administrators. The interview protocol consisted of open-ended questions designed to examine the officers' perceived acceptance and integration into their agencies, difficulties associated with police roles and the organization, and coping methods used to overcome resistance to their acceptance by male officers.

Keywords: Research Assessment Reports; Promising Practices

2008; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article examines the use of television commercials to attract new police officers. Like most States across the Nation, Connecticut has for several years had trouble finding qualified applicants for the State's many police department openings. In 2000, the Connecticut Police Chiefs Association (CPCA) sponsored the making of a 30-second police recruitment commercial. The commercial is aimed in part at high school students who, even though currently too young to join the force, will go on to college and earn a degree. It also targets older individuals looking to make a career change and persons who may never have thought about law enforcement as a career. The commercial will be run on Hartford television 94 times in various time slots during several months. The CPCA office will maintain 24 cable-ready tapes of the commercial that may be personalized by departments and run on their community access channel. Some departments have purchased continuous loop tapes to be used at school career days and job fairs, and each department will receive its own copy of the commercial.

Keywords: Promising Practices; Field

Notes: Article; Program/project description/evaluations

2001; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Police tenure in England and Wales is examined with respect to variations in policies and their implementation in different police agencies, the impact of different options, police officers' opinions of the effects of these policies; and crucial questions that those with responsibility for reviewing or implementing tenure policy should ask. Data came from a survey of all police agencies in England and Wales between November 1997 and May 1998 and detailed fieldwork in six agencies. Of the 43 agencies in England and Wales 36 had a tenure policy. Agencies varied with respect to the positions to which they applied tenure, categories used, regulations about transfers after completing a tenured post, the extent to which they apply tenure retrospectively, and the lengths of tenure attached to positions. In addition, the impact of tenure and police officers' perceptions of it differed across agencies. Opinions about tenure differed among police officers of all ranks and positions. Police regarded the creation of opportunities, balancing of skills, and prevention of stagnation in specialized departments as being worthwhile, but many questioned whether tenure was the most appropriate way to achieve these results. All the agencies reported problems with implementing their tenure policies. Police offers believed both that tenure would remain and that policies needed to change to retain credibility. Findings led to the development of a checklist for agencies to use as a guide to good practice when reviewing their tenure policies. Tables, figures, and checklist

Keywords: Promising Practices; Research Assessment Reports

Notes: Police Research Series Paper 106Document; Surveys

Publisher: Great Britain Home Office, Policing and Reducing Crime Unit, 1999; source: Government Communication; ISBN: 106; region: International; occupation: Police-related; peer-reviewed: No

The issue of recruitment and hiring in law enforcement is explored by Dr. Ellen Scrivner, Director of the Leadership Academy at John Jay College of Criminal Justice. Declining numbers of qualified applicants, retiring officers and the increased competition of the military, federal government, and private sector has caused a large scale "hiring crunch." A framework developed by Switzer (2006) of best practices include: developing a recruitment plan; developing an advertising plan; improving the selection process; developing external partnership to improve diversity recruitment; personalizing the recruitment process by courting candidates and family; selecting the right staff as recruiters and training them; developing an employee referral program; creating worker friendly policies; improving supervision and management; improving organizational communication to enhance retention; developing strategies for retaining staff longer and keeping retirees engaged; and developing a succession plan. The need for creative recruitment and hiring practices is emphasized.

Keywords: Promising Practices

Publisher: Institute for Law Enforcement Administration, 2008; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Keywords: Promising Practices; Research Assessment Reports

Notes: Career Management Techniques (Firm)30 cm.Cover title.C.M. Tozer.Book

Publisher: Career Management Techniques, 1996; source: Research Institution; ISBN: ISBN: 0957283908; region: Domestic; occupation: Police-related; peer-reviewed: No

The candidate ride-along should be a formal component of the selection process. Its purpose is twofold: to assist in measuring an applicant's potential for career success and to expose the candidate to police officers' duties and responsibilities. Each applicant should complete a full-tour ride-along with a specially trained field training officer (FTO) prior to the interview process. This interactive phase should include points of interest in the jurisdiction, the service orientation of the department, training and career opportunities, and special concerns such as community-oriented policing philosophies. During the ride-along, the FTO monitors, observes, and ultimately reports on the candidate's responses to certain calls, interpersonal skills, aptitude for the job, reactions, call handling options, etc. The FTO documents the ride-along shift observations in a written report anchored by specific, objective, and behaviorally quantifiable observations. This information is used in subsequent phases of the screening and selection process.

Keywords: Research Assessment Reports; Promising Practices

2002; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The retention of police employed by the Los Angeles School Police is examined in this study.

Keywords: Research Assessment Reports; Promising Practices

Notes: 28 cm.Includes bibliographical references (leaves 51-53).by David Wheaton Todd.Thesis/dissertation (deg); Manuscript (mss)

Publisher: California State University, 2001; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

A program created by the New York City Police Department in 1985 to attract college students to careers as police officers was evaluated in terms of its initial implementation and achievement of its objects during its early phases. The Police Cadet Corps program offered full-time sophomores in New York City colleges, who were also city residents, $9,000 toward their tuition over the remainder of their college enrollment. Of this, $6,000 would be in the form of payment for work to be performed and the rest would be an interest-free loan that would be forgiven if the cadet served 2 years as a police officer. The cadets were provided full-time employment during the summer and part-time employment during the school year. The evaluation showed that the program has had encouraging results, although fewer cadets have completed the program than originally intended. The extent to which it achieves its long-term goals of creating a new corps of outstanding future leaders will not be known until later. 90 references and appended tables, figures, procedure statements, and related materials.

Keywords: Promising Practices; Research Assessment Report

Notes: Book

Publisher: Police Foundation, 1991; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Keywords: Promising Practices; Research Assessment Reports

Notes: Great Britain.; Home Office.30 cm.At head of title: Dismantling barriers to reflect the community we serve.Dismantling barriers to reflect the community we serve.Government publication (gpb)Book

Publisher: Home Office, 1999; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Keywords: Promising Practices; Research Assessment Reports

Notes: Great Britain.; Home Office.30 cm.At head of title: Dismantling barriers to reflect the community we serve.Dismantling barriers to reflect the community we serve.Government publication (gpb)Book

Publisher: Home Office, 1999; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

The mission of the Urban Institute is to promote sound social policy and public debate on national priorities. The Urban Institute gathers and analyzes data, conducts policy research, evaluates programs and services, and educates the public on critical issues and trends.The Urban Institute webpage contains reports and other publications highlighting this research organized by issue area, sector, place, and population.

Keywords: Promising Practices; Research Assessment Report; Websites

source: Research Institution; region: Domestic; occupation: Not police-related; peer-reviewed: No

Identifying leadership talent is one of the most important challenges facing law enforcement agencies today. Assessment centers are a method available to organizations to help them meet this challenge. Advantages offered by the assessment center methodology will be presented. The greatest disadvantage of the assessment center process is the investment of financial resources. The nine characteristics that a testing process must have in order to be called an assessment center will be identified. A brief history of the process is presented and the accuracy of assessment centers as a testing method is discussed.

Keywords: Promising Practices; Research Assessment Reports

Publisher: Florida Criminal Justice Executive Institute, 1998; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The study consists of three parts: a futures study on employing part-time officers and the impact on recruiting and retention by the year 2000; a model strategic plan; and the transition management plan for the police department, Fresno, California. The study is of interest to law enforcement executives dealing with recruiting and retaining older officers. High probability events impacting the use of part-time officers are: inflation, affirmative action, health insurance, day-care, and changes in political offices. Recommendations emphasize a flexible work environment for police officers. The model strategic plan includes generic components and operational planning steps. The transition plan presents a management structure for transition. Demographic data, non-extrapolative forecasting results; tables and graphs in text; instruments and graphics in appendixes, references, and bibliography.

Keywords: Promising Practices; Research Assessment Report

Notes: California.; Commission on Peace Officer Standards and Training.; Command College.ill.; 28 cm.Cover title./ "Command College class 11."/ "11-0204."/ Includes bibliographical references (p. 87-89).by Thomas A. Frost.Book

Publisher: California Commission on Peace Officer Standards and Training, 1990; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: Yes

The Los Angeles Police Department (LAPD) is in the middle of a five-year hiring plan to increase the number of sworn officers in the department by 1,000 and achieve a force strength of more than 10,000 officers for the first time in its history. Thus far, working together with the City of Los Angeles Personnel Department's Public Safety Bureau (PSB), the LAPD is on track to achieve this ambitious goal. However, the personnel department and the LAPD have been operating close to the margin, often meeting their hiring quota at the very end of the month. In addition, the LAPD is under consent decrees that stipulate greater diversity in hiring its officers. This book assists the LAPD in achieving its recruiting and diversity goals by offering ways to improve productivity and efficiency in the recruiting process. It begins by identifying potential untapped local recruiting markets. It also provides a model of viable candidates that the LAPD and the personnel department can use to target its recruitment and to prioritize applicants while still maintaining its diversity hiring goal. Finally, it recommends ways to improve productivity of the PSB Background Investigation Division.

Keywords: Promising Practices; Research Assessment Reports

Notes: Nelson Lim ... [et al.].Enhancing the efficiency of Los Angeles Police Department recruitingcol. ill.; 23 cm."RAND Center on Quality Policing.""A RAND Infrastructure, Safety, and Environment Program."Introduction -- Optimizing recruitment and marketing -- The recruiting process, prioritization, and meeting targets -- Improving efficiency and productivity in the background investigation process -- Recommendations and their implementations -- Appendix: Updated PSB marketing surveys.Summarized in RAND/RB-9447-RMPF.

Publisher: RAND, 2009; source: Research Institution; ISBN: 9780833047182 (pbk. alk. paper)0833047183 (pbk. alk. paper); region: Domestic; occupation: Police-related; peer-reviewed: Yes

The mission of the United States Department of Justice (DOJ) is to enforce the law anddefend the interests of the United States according to the law; to ensure public safetyagainst threats foreign and domestic; to provide federal leadership in preventing andcontrolling crime; to seek just punishment for those guilty of unlawful behavior; and toensure fair and impartial administration of justice for all Americans.The DOJ website contains information about the Department and its agencies, pressreleases, resources and publications, as well as employment opportunities.

Keywords: Promising Practices; Research Assessment Report; Briefings; Data; Websites; Technical Assistance/Training; Funding

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

After discussing a police recruitment strategy, this article suggests ways in which the strategy can be implemented through various visual technologies. Contrary to media images of police officers as confrontational, risk-taking, aggressive crimefighters, police agencies desire to hire applicants who are people-oriented, emotionally stable, and not attracted to the position because of the power it offers over others. The content of recruitment messages must portray police officers realistically and in accordance with the qualifications desired by the agency; otherwise, the agency will have the time-consuming task of eliminating unqualified candidates while failing to attract desirable candidates. Today's job applicants are visually oriented, so the use of visual technologies in recruitment promise to be the most effective. Recruitment media suggested in this article are Web sites, classified advertisements, recruiting videos, television and radio advertisements, roadside billboards, and advertisement placards on commercial transportation vehicles. The advantage of the department's Web site is the ability to advertise and recruit cost effectively to a wide pool of applicants. Newspaper advertising can reach persons who might not be initially familiar with or attracted to modern policing styles and duties. Recruiting videos can provide a comprehensive visual presentation of police duties and career opportunities that reflect the type of officer the agency needs. Many departments have their own shows on local cable television and local radio. These are logical media for attracting desirable candidates. Billboards must be carefully designed, since they offer only one still image and few words. Buses, subways, and local commercial carriers often display advertising. By wisely using the many technologies available to them, police departments can project the desired image of policing to target audiences and attract more and better candidates. 17 suggested readings

Keywords: Promising Practices; Field

Notes: Article; Instructional materials

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the many ways police reserves can be utilized and examines the effect of national accreditation on volunteer hiring and training. Tight budgets and challenges with police officer recruitment have led many police agencies to rely on their reserve officers to fulfill important duties within the agency. Reserves can be assigned a number of functions outside of the patrol duties that have typically been assigned to reserve officers. This article describes many nontraditional uses of reserves, including using reserves to complete internal affairs investigations and background investigations and to fulfill the role of internship coordinator or tactical officer. Reserve officers are also ideal candidates for fulfilling specialty road or patrol assignments. Some of the challenges of using reserve officers are also identified, such as the challenge of providing adequate training to reserves and the problem of possible reserve backlash when fulfilling police recruitment duties. Police agencies are encouraged to look at other agencies throughout the United States to gain more knowledge about the many functions these volunteer officers can fulfill. References

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Issue overviews

2005; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This guide presents the law enforcement community with advice and examples for establishing or enhancing volunteer programs. Following the September 11th terrorist attacks, greater demands have been placed on law enforcement. These increasing law enforcement demands, coupled with shrinking budgets, have caused law enforcement agencies to consider volunteer programs as an excellent way of engaging community support and utilizing available resources. This guide contains materials gathered through the Volunteers in Police Service (VIPS) program. Part 1 contains nine sections that provide an overview of volunteerism and advice on how to establish a new volunteer program or enhance an existing one. Section 1 presents the history and purpose of VIPS programs, as well as the benefits of such programs, while section 2 describes the current state of volunteerism in the United States and estimates the value of volunteer time. Section 2 also contains results of an International Association of Chiefs of Police (IACP) survey concerning volunteerism in the law enforcement industry. Section 3 discusses the roles of volunteers within law enforcement agencies and the costs associated with volunteer programs. Liability issues and the development of policies and procedures are also considered. Section 4 reviews recruitment practices for volunteers, while section 5 describes the screening, selection, and placement of volunteers, as well as their supervision and management. Section 6 discusses the orientation and training of new volunteers, while section 7 presents information about Federal, State, and local volunteer recognition opportunities. Section 8 reviews various ways of assessing volunteer programs and evaluating volunteer performance, while section 9 describes various organizations and programs referenced throughout the guide, as well as additional resources on volunteer programs. Part 2 of the guide describes 26 law enforcement volunteer programs from around the United States. Part 3 of the guide presents sample forms, handbooks, and policies collected from law enforcement agencies with registered VIPS programs.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Document; Model program descriptions

Publisher: International Association of Chiefs of PoliceVolunteers in Police Service (VIPS), 2004; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

In meeting the challenges of serving a multicultural society, the Royal Canadian Mounted Police (RCMP) is taking a lead role in attracting minority and female recruits. Women have become an integral part of the workforce due to higher education levels, increasing real wages, and the decline of the nuclear family; rising immigration and the increased urbanization and education of aboriginal peoples have also changed and enhanced the workforce. Disabled persons are able to pursue wider opportunities due to new technological and structural improvements. The Federal Canadian government has instituted a number of measures to enhance equality of opportunity for all. Several statutes have mandated equal employment opportunities and required Federal agencies, including the RCMP, to replace traditional recruiting practices with a more proactive approach. In 1987, the RCMP established a national recruiting team to target and attract aboriginal and female applicants. The team held detailed information sessions, briefings with cultural associations, and meetings with women's groups and minority/aboriginal leaders. In 1990, an Aboriginal Constable Development Program was created to assist native applicants in meeting the Force's. The expanded RCMP recruiting program has allowed the force to gather a larger pool of qualified candidates, to build a bond between the force and native communities, to enhance effective policing in many operational areas, and to become more representative of the public it serves.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Surveys

1993; source: Journal; region: International; occupation: Police-related; peer-reviewed: No

This article discusses the importance and use of standardized police recruit preemployment screening assessments. Preemployment screening assessments have become crucial for police departments seeking to reduce citizen complaints, problematic officer behavior, claims of discriminatory hiring practices, and even civil rights complaints and lawsuits. Preemployment screening tools measure a variety of human characteristics and potentials, such as cognitive abilities, emotional stability, personality, and self-control. The use of screening tools not only protects the department from discriminatory claims, they also help save the department valuable training resources since they assure that only the best recruits are trained for the job. The author discusses the importance of using standardized and well-evaluated assessment tools in the preemployment screening process. A textbox within the article explains how to choose the best assessment tools while another textbox identifies four companies that produce police officer preemployment screening tools and describes the tools they have developed. The author cautions that any preemployment assessment tool used by departments should meet a number of requirements, including the requirement that they measure what they say they will measure, that they reliably predict behavior and performance, and that the results are consistent over time for the same groups of people. Throughout the article different police departments share their experiences using preemployment screening assessments.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Issue overviews

2007; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article explores the declining number of police officers, the reasons why agencies and police ranks are depleted, and the efforts of major departments to attract new recruits. Across the country, police departments are facing a depletion of ranks and a paucity of new recruits. Experts point to stagnant salaries, the lure of private industry, wage freezes, hiring freezes, and municipal personnel cuts as some of the reasons why police departments cannot retain officers or recruit new hires. In addition, police departments suffer attrition because of retirement. To attract new recruits and keep serving officers, police departments are resorting to unique strategies. In Chicago, the police department has waived its college education requirement for people with 4 years military experience. In New York, the police department advertises for new recruits on subway billboards. The Boca Raton Police Department holds recruitment pizza dinners. In San Francisco, the police department offers incentive pay for officers with language skills, and the Miami Police Department offers command level training to officers to motivate them for advancement. In spite of these efforts, police ranks continue to diminish. In an apparent national trend, there is a significant gap between the number of people who sign up to take the police department entrance exam and those who actually take it. And police officers approaching retirement age are opting for early retirement, in spite of bonus pay and other perks. Police departments point to money and lifestyle choice as the main obstacles in recruitment and retaining officers. New recruits are attracted to private industry salaries or the higher salaries offered by surrounding departments (for example, the New York Port Authority offers a higher salary than the New York City Police Department). Officers in service who receive bonuses are eager to take advantage of early retirement. In addition, police departments claim that new recruits no longer see police work as a lifelong career. Instead, they view it as a temporary job to suit their lifestyle.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models

Notes: Article; Studies/research reports

2002; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This chapter discusses how police agencies in New York City, Los Angeles, and Chicago have promoted women police officers between 1981 and 1991. The chapter discusses the dilemmas faced by females entering the policing profession in terms of tokenism and stereotyped roles. Issues considered here include promotional policies, legal issues, selection and recruitment practices, and appointment and promotion by quota. Traditional methods of police promotion have been through the merit system and written examinations. In all three police agencies, women have made substantial progress in moving up the ranks. However, while there has been an increase in women in nearly every rank of all three agencies, men still dominate the higher positions within these departments. Other methods of promotion that might prove to be more equitable include oral interviews, an assessment center, promotion potential ratings, performance evaluations, and lateral entry from other organizations. 3 tables, 1 chart, and 38 references

Keywords: Promising Practices; Research Assessment Reports

Notes: Surveys

Publisher: Prentice Hall, 1996; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article describes successful strategies used by the University of San Francisco (USF) to recruit and retain women campus police officers. A successful recruitment campaign must encompass several stages: creating an appropriate work environment; marketing to potential candidates; conducting an individual needs assessment and identifying benefits; providing proper training; and following up. The most frequently noted reason for women s reluctance to enter a law enforcement career is the perceived attitudes of male officers. After just a few months with their new recruitment program, USF's number of women public safety officers had increased from 5 percent to 23 percent. Other changes included a positive shift in the department's culture, to include: (1) an environment free of harassing gestures and overtones; (2) the use of verbal judo versus physical force; (3) esprit de corps and philosophies of "the learning organization" throughout the organization; and (4) officers holding each other accountable for their actions. References

Keywords: Promising Practices

Notes: Article

1998; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes