This internship with the Tucson Police Department began with the assignment to the Office of Internal Affairs within the Administrative Offices of the Chief of Police. During the internship, the Office of Internal Affairs was moved into the newly created Administrative Division. The first project assigned was the 1969 Personnel Report. This report consisted of a compilation of personnel statistics about the Tucson Police Department. This project was set aside with the assignment of my second project. The second project was a survey of the educational achievements within the Tucson Police Department. This project was given priority over the 1969 Personnel Report and, therefore, is listed first in the diary. This project was a complete evaluation of the Tucson Police educational system and its accomplishments. The third and final project concerned the development of an awards system for the Tucson Police Department. A survey of other cities was conducted, and recommendations were based on the results of that survey. These three projects concluded the internship in the prescribed 400 hours.

The purpose of this chapter is to provide the reader with comprehensive background material that will help him better understand and appreciate the rest of this diary. Six sections of the chapter deal with an area relevant to my study of the Tucson Police Department. In the first section, I have discussed the history of law enforcement which stresses the progress of criminal justice from ancient times to the present; the emphasis is on English precedents. Next, a brief discussion of Tucson will give the reader a geographic, economic, sociological, and historical framework within which the Tucson Police Department functions. Third, historical foundations of the Tucson Police Department covering the period from 1871 to the present are discussed. Most of the material concerning the Department's colorful history was obtained at the Arizona Pioneers' Historical Society. Newspaper articles about Department activities from Tucson's "olden days" are used to give the reader a "feeling" for the past. Fourth, we find an explanation of Tucson's city government organization and responsibilities with specific references to a council-manager form of government and a discussion of its chief features. I have also included extracts from the Tucson Code, which contains the City Charter and General Ordinances that relate to the city government and its primary officers, and specifically to the police department and chief of police. Next, the police purpose is described to show not only the wide variety of police involvement, but also to emphasize that the modern municipal police department is more than a law-enforcing agency. Today, it has a much broader social responsibility. The final section gives an insight into the local crime problem with references to the general crime rate, the juvenile crime rate, organized crime, and finally the newly established Metropolitan Crime Commission.

The Turkish General Command of the Gendarmerie, as a paramilitary police force, provides public security and order for people throughout 81 provinces and 902 districts. The Gendarmerie performs security and public order services in 92% of Turkey geographically and for 41% of the total population. Approximately 27 million people live in Gendarmerie jurisdiction areas / this number increases to 43 million (65% of the population) in the summer months. This study is an organizational analysis of the current assignment process of the Turkish General Command of the Gendarmerie. The analysis recommends long-term and short-term policy changes and implementation methodologies to the assignment process while taking into consideration such a geographically diverse region and often difficult assignment choices for individuals. In addition to the law-enforcement-related operations, the Gendarmerie is tasked to carry out various other types of operations, such as border security, antiterrorism, and peacekeeping. The Gendarmerie Organization, Duty, and Jurisdiction Law classifies these duties under four categories: administrative, judicial, military, and other duties. As a result of this job diversity, the Gendarmerie personnel perform different tasks in different unit areas. Therefore, the existence of geographically diverse billet characteristics has been an obstacle in the Gendarmerie assignment process.

CHDS State/Local / The current American police model is outdated and does not provide local law enforcement the proper framework to effectively prevent, mitigate, and respond to terrorism. With nearly 18,000 separate police departments in the United States, the current system of policing is individualized, fragmented and disconnected. With the proliferation of so many police organizations, contiguous agencies have overlapping jurisdictional responsibilities and job functions, leading to the waste of precious personnel resources. Exacerbating this issue, radio systems and computerized databases among these law enforcement agencies are dissimilar or not linked, prohibiting local cops from easily communicating. Such technological gaps are the outcomes of a decentralized policing structure that hinder effective counter terrorism capabilities. In the aftermath of September 11, 2001, local police must be configured in a manner to maximize the country's counterterrorism efforts. / Commander, Pasadena Police Department

No description available.

Thesis (Ph.D.) -- McMaster University, 1999. / Includes bibliographical references (leaves 203-224). Also available via World Wide Web.

Thesis (Ph. D.)--University of Sydney, 2007. / Title from title screen (viewed 26 March 2008). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the Dept. of Sociology and Social Policy, Faculty of Arts. Includes bibliographical references. Also available in print form.

Thesis (Ph.D.)--University of Wollongong, 2004. / Volume 2 contains amendments to the thesis. Typescript. Includes bibliographical references: leaf 223-242.

Originally presented as the author's Thesis--Universität Hamburg, 2001. / Includes bibliographical references.

Thesis (M.P.A.)--University of Hong Kong, 1991.