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Police and the community--COP program.

The research examined the work of the Fontana Police Department in light of a theoretical framework of managing for results. This study consists of a review of the literature, which provides background and basic knowledge on managing for results, high performing public agencies, strategic planning, outcome measurement, and results-based budgeting along with a policy analysis and an examination of the operations of the Fontana Police Department.

The study on "Evaluation of personnel management capabilities of the Federal Police of Ethiopia in Addis Ababa” had the following research questions: How is the Federal Police in Ethiopia Structured? What are the international standards for personnel management capabilities? What is the current personnel management capability in the Federal Police? How should shortcomings in personnel management capabilities of the Federal Police be addressed? In the study, an empirical research design and qualitative research approach were adopted. The data collection methods were: literature, documents and interviews. The data was analyzed by four-step Data Analysis Spiral TechniquesThe primary Findings are: International standards for personnel management capabilities should be set and certified by authorized bodies. The personnel management capability of the Federal Police of Ethiopia was characterized by incompetence. The Main Recommendations are: Further research should be conducted on the personnel management capability of the Federal police of Ethiopia. An authorized body should set standards and certify personnel managers' capabilities of the Federal Police of Ethiopia. / Police Practice / M. Tech. (Human Resource Management of Policing)

According to Seble (2003:15), in the early stages of human existence, that is to say, in primitive society, the head of the family was a woman, who took on every family responsibility and duty. However, this role of leadership did not last long. With the division of society into classes and the emergence of the state, women were degraded to a lower societal position. Women, starting from this time, were in one way or another forced to assume a dual burden. This burden emanated from the social and marital systems. The emergence of the state and the development of religion can be cited as major causes of the inferior status of women. Religious conceptions of the inferiority of women extended to Christian and Muslim teaching that God created woman from a split of the bone of man to serve man. Biblical excerpts from Genesis 1 and 2 state that: In the beginning God created the heavens and the earth … So God created man in his own image ... and the rib which the Lord God had taken from man He made into a woman. [Eve ate the fruit of tree of knowledge, expressly forbidden by God. God told Eve] “I will greatly multiply your sorrow and your conception; In pain you shall bring forth children; Your desire shall be for your husband, And he shall rule over you” (Genesis 1. 1, 27; Genesis 2. 22, 16). / Police Practice / M. Tech. (Policing)

The researcher investigated and identified a municipal policing model for Mangaung Local Municipality. The five municipalities that have established a municipal police services in terms of the South African Police Service Amendment Act, Act 83/1998 were identified. Fifteen members of these municipalities who were involved in the establishment of a municipal police services, were interviewed to acquire First hand information on the process of establishing a municipal police service. The purpose of the study was to explore and therefore it required the research to be a qualitative approach, because the adversities the officials encountered were comprehended. Judgemental sampling was engaged to select participants since it was necessary to describe rather than to generalize and it also relevant to ensure that comparisons on the data collected are recognized. Three out of five municipalities that were investigated converted from traffic departments to municipal police services. Traffic officers of these municipalities undertook a bridging course determined by the National Commissioner of Police and to augment the numbers of the municipal police service members, these municipalities recruited and trained security officers. The Ethekweni municipality converted the then Durban City Police Department and other traffic departments that amalgamated with it to form a municipal police service. Unlike the other municipalities, Cape Town Metro recruited new members and trained them to formed a municipal police service in addition to the existing traffic departments and law enforcement agency. Mangaung Municipality should convert the existing traffic department and follow the route model to establish a municipal police service and augment the number of the municipal police service members by recruiting within the security division. / Criminology / M.Tech. (Policing (School of Crtiminal Justice))

Thesis (MPA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The year 1999 was announced as the year of service delivery by the National Commissioner of Police, and the Police Plan for the RSA underwent a name change to the "policy priorities and objectives" in the same year. The Police Plan, consisting of policy priorities and objectives and internal focus areas, can be seen as the strategic plan of the South African Police Service. Such a strategic plan needs an implementation plan to put it into operation and ensure the involvement of every member in the Service. The prime objective of the South African Police Service is the establishment of a safe and secure environment in partnership with the community. The emphasis should therefore be on - • improving the quality and effectiveness of service to the community; • supporting the transformation process in South Africa in general and in the South African Police Service in particular; • instituting a new style of Community Policing and Management; and • establishing a process for efficient and effective policing. The above priorities consist of a number of objectives to put actions into operation in order to reach a desired outcome. These actions will be addressed at all managerial levels from top to lower levels through the integrated planning process. The South African Police Service in the Western Cape is divided into four policing areas at present, namely the Eastern Metropole, Western Metropole, Boland and Southern Cape. Each area consists of stations which are responsible to the Area, and each station must give feedback to the Area on its strategic management plan. The strategic management plan of the SAPS in the Western Cape can be seen as a combination of the Policing Priorities and Objectives for the province, the Service Delivery Improvement Programme (SDIP) and the Area Operational Plan. The main goal of this research project is to design an integrated Strategic Management model through which every Police Station in the Western Cape can provide feedback in the Strategic Management processes. / AFRIKAANSE OPSOMMING: Die jaar 1999 is tot die jaar van dienslewering deur die Nasionale Kommissaris van Polisie verklaar, en die Polisieplan vir die RSA het 'n naamverandering na die "beleidsprioriteite en doelwitte" in dieselfde jaar ondergaan. Die Polisieplan, wat bestaan uit beleidsprioriteite en doelwitte en interne fokusareas, kan as die strategiese plan van die Suid-Afrikaanse Polisiediens beskou word. So 'n strategiese plan benodig 'n implementeringsplan om dit in werking te stel en die betrokkenheid van alle lede van die Diens te verseker. Die hoofdoelwit van die Suid-Afrikaanse Polisiediens is om 'n veilige en beveiligde omgewing in 'n vennootskap met die gemeenskap te bewerkstellig. Daarom behoort die klem te val op - • verbetering van die kwaliteit en doeltreffendheid van die diens aan die gemeenskap; • ondersteuning van die transformasieproses in Suid-Afrika in die algemeen en in die Suid-Afrikaanse Polisiediens in die besonder; • die instelling van 'n nuwe styl van Gemeenskapspolisiëring en bestuur; en • die vestiging van 'n proses vir doelmatige en doeltreffende polisiëring. Bovermelde prioriteite bestaan uit 'n aantal doelwitte om aksies in werking te stel ten einde 'n beoogde resultaat te bereik. Hierdie aksies moet op alle bestuursvlakke vanaf topbestuur tot die laer vlakke deur die geïntegreerde beplanningsproses geloods word. Die Suid-Afrikaanse Polisiediens in die Wes-Kaap is in vier polisiëringsareas opgedeel, naamlik die Oos-Metropool, Wes-Metropool, Boland en Suid-Kaap. Elke area bestaan uit stasies wat aan die Area verantwoordelik is, en elke stasie moet aan die Area terugvoer verskaf oor sy strategiese bestuursplan. Die strategiese bestuursplan van die SAPD in die Wes-Kaap kan beskou word as 'n kombinasie van die Polisiëringsprioriteite en Doelwitte vir die provinsie, die Dienslewering Verbeteringsprogram (DVP) en die Area Operasionele Plan. Die hoofdoel van hierdie navorsingsprojek is om 'n geïntegreerde strategiese bestuursmodel te ontwerp waardeur alle polisiestasies in die Wes-Kaap terugvoer kan gee in die Strategiese Bestuursprosesse.

Thesis (MPA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The transformation of the South African Police Service (SAPS) did not simply brought about a change in name; it meant a different new style of policing. A completely new concept of how a police service should function within a democratic society, had to be developed and learnt. One of the significant changes was the transformation of the old South African Police Force into the SAPS. Included in this process was the amalgamation of the eleven police agencies into one organisation. The transformation process had a major impact on productivity in the different components of the SAPS, as evidence suggests that change is difficult and that resistance may be expected whenever change involves a significant impact on the traditional behaviour, power, authority, culture and structure within an organisation. The objective of training is to achieve a change in the behaviour of those employees who are undergoing training. The SAPS therefore had to start using training programmes to ensure that all employees accept the change process easier. The researcher attended the Station Management Programme (SMP) at Stellenbosch University in 1999. The first module presented at the SMP comprised the concept of a learning organisation. After successfully completing the SMP, this management mechanism was implemented at Athlone Detective Service. This detective service is one of the components at the Athlone po lice station, which in turn forms part of 1096 po lice stations in South Africa. The high volume of cases on hand was one of the main reasons why it was decided to experiment there with the five disciplines of the learning organisation, as proposed by Peter Senge, at the beginning of July 1999. In Chapter one the research problem is identified, namely whether a learning organisation can be used to improve productivity at detective services. The objectives of this study are firstly to prove how the five disciplines of a learning organisation were implemented at Athlone detective service in order to increase productivity. Secondly, this study will give guidance to the other detective services in the SAPS on how to improve their own productivity. Related literature is reviewed in Chapter two, and these references are made applicable on the SAPS, and more specifically on the Athlone detective service in Chapter three. The gathering, analysis and interpretation of data are discussed in Chapter four. The data for this research has been gathered by means of computerised data, which has been collected from the Criminal Administration System (CAS) of the SAPS, and by means ofa questionnaire, which was distributed among the personnel at Athlone detective service. The collected data is analysed statistically and interpreted in this chapter to establish whether the disciplines of a learning organisation had an impact on productivity. The main focus points of each chapter are firstly summarised, while recommendations are made on the effective management thereof in Chapter five. A conclusion is also given in this last chapter. / AFRIKAANSE OPSOMMING: Die transformasie van die Suid-Afrikaanse Polisiediens (SAPD) het nie slegs 'n verandering in naam beteken nie, maar 'n totale verskillende manier van polisiering. 'n Algehele nuwe konsep van hoe 'n polisiediens binne 'n demokratiese samelewing behoort te funksioneer, moes ontwikkel en aangeleer word. Een van die vernaamste veranderings was die omskakeling van die Suid-Afrikaanse Polisiemag na die SAPD. Ingesluit in hierdie proses was die samesmelting van die elf verskillende polisieagentskappe in een organisasie. Hierdie proses het 'n negatiewe invloed op produktiwiteit in die verskillende afdelings van die SAPD gehad, aangesien daar al bewys is dat verandering moeilik is en dat weerstand verwag kan word wanneer hierdie verandering met tradisies, mag, gesag, kultuur en struktuur binne 'n organisasie te make het. Die doel van opleiding is om 'n verandering in die gedrag van werknemers te bereik; gevolglik het die SAPD met opleidingsprogramme begin om te verseker dat alle werknemers die veranderingsproses makliker aanvaar. Gedurende 1999 het die navorser die Stasiebestuursprogram (SBP) aan die Universiteit van Stellenbosch deurloop. Die eerste module wat gedurende die SBP aangebied is, was die konsep van lerende organisasie. Na die suksesvolle voltooiing van die SBP, is hierdie bestuursinstrument te Athlone speurdiens in gebruik geneem. Hierdie speurdiens is een van die afdelings van die Athlone polisiestasie, wat op sy beurt deel uitmaak van 'n totaal van 1096 ander polisiestasies in Suid-Afrika. Die vernaamste rede waarom besluit was om die vyf dissiplines van die lerende organisasie, soos deur Peter Senge voorgestel op die proef te stel was die groot aantal sake wat ondersoekbeamtes voorhande gehad het gedurende 1999. In hoofstuk een word die navorsingsprobleem geformuleer as: kan die lerende organisasie gebruik word om produktiwiteit in die speurdiens te verbeter? Die doel van hierdie navorsingsprojek is eerstens om te bewys hoe die lerende organisasie gebruik is om produktiwiteit te Athlone speurdiens te verbeter. Ten tweede is die doel van die navorsing om ander speurdienste, binne die SAPD, van riglyne te voorsien oor hoe om hulle eie produktiwiteit te verbeter. Hoofstuk twee bestaan uit 'n oorsig oor die toepaslike literatuur, terwyl die literatuur in hoofstuk drie op die SAPD van toepassing gemaak word. Die insameling, ontleding en vertolking van data word in hoofstuk vier bespreek. Vir die doeleindes van hierdie navorsing is van gerekenariseerde data gebruik gemaak wat vanaf die Misdaad-Administrasiestelsel (MAS) van die SAPD verkry is en uit vraelyste wat onder die Athlone speurdiens versprei is. Die data wat ingesamel is, word in hierdie hoofstuk statisties ontleed en vertolk, ten einde vas te stel of die dissiplines van die lerende organisasie weI 'n invloed op produktiwiteit gehad het. In hoofstuk vyf word die vernaamste bevindings eerstens opgesom en daarna word aanbevelings oor die doeltreffende bestuur daarvan gemaak. Laastens word 'n gevolgtrekking gegee.

Over the years, innovations such as community-oriented policing, problem-oriented policing, and hot spots policing have enabled the police to make substantial crime control and reduction gains. However, empirical research has shown that police occasionally misuse these strategies in practice. One possible solution is the co-implementation of these strategies with crime analysis. Yet, little is known about this relationship in practice. Using national survey data collected by the Police Executive Research Forum in 2008 from a sample of over 1,000 United States police agencies this thesis explores this relationship. Results of bivariate analysis between agency commitment to and integration of crime analysis within operations and the use of innovative strategies revealed positive relationships. Additionally, bivariate analysis between agency use of accountability mechanisms and innovative strategies revealed a strong positive relationship. Multivariate regression analysis revealed the use of accountability mechanisms and commitment to crime analysis as strong positive predictors of police agency innovation. / Includes bibliography. / Thesis (M.S.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration