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  1. Introduction
  2. Potential Problems with Traditional-thinking Officers and Supervisors
  3. Reorganizing the Agency
  4. Reorganizing the Agency
  5. Evaluating the Progress of Community Policing
  6. Conclusion

A police agency should be organized to be able to know what will happen within the organization in terms of change when a new chief is sworn in. The organization should be able to know what they want to accomplish and how they will reach their goals. The program COPPS (community oriented policing and problem solving) will help the agency to implement the elements of change within the police organization. The success of the COPPS program will determine what will work and what new accommodations of COPPS will be within the agency. How the COPPS program works for its agency will either increases or reduce the work load of the agency. How the supervision of officers assists the agency in regard to the COPPS program will be discussed as well as the benefits or consequences of implementing, or not implementing, the program.

The potential problems associated with maintaining the traditional-thinking officers and supervisors continuing working within the organization are many. Resistance to change will stifle the ability of the department to benefit with the new technology which changes frequently within law enforcement. Failure to educate the supervisors and subordinates how to utilize the new equipment meant to increase productivity, efficiency, and accuracy will only slow down the growth of the department. Maintaining current technology is critical to a law enforcement department's success in terms of communication with other law enforcement agencies as well as the employees.

[...] With Junction City growing so rapidly, the department needs their officers, but in addition cannot afford to hire new beat officers. In the first scenario, the Chief of Police will layoff additional officers. As a result of the layoffs, the officers will see an influx in their workload. Morale happens to be very low for the current staff members who include the officers and the administrative staff. A heavier workload will only dig the gap deeper. Staff will begin to resent their roles and eventually leave the department. It will soon become a vicious cycle. [...]

[...] Considering how many people go to city hall meeting or community gatherings this may be another useful way to get feedback on how community policing is going. There are numerous ways on how to evaluate how community policing is going and whether it is having a positive or negative affect on the community, but without the citizen's thoughts and opinions then it is not going to be successful when it comes to evaluating. References Peak, K. J. (2010). Justice administration: Police, courts, and corrections management (6th ed). Upper Saddle River, NJ: Pearson/Prentice Hall. [...]

[...] Anticipating the Work Load of Officers During the summer months, on any given day, Junction City may increase their population by an additional 20,000 with the visitor traffic. Locally, downtown Junction City has seen better days. The area has decayed over the years and has become a welcoming home for crime. Post recession aftermath has capped the city's budget ultimately resulting in cut backs and layoffs for the department. The department has but two options for their future. These options are dramatically different from one another. [...]

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