Several large shelters for the homeless in neighboring cities have closed down due to funding problems. With the warm summer weather, there has been a sharp increase in the transient population. Your city’s abundance of parks with 24-hour bathrooms has become a refuge for a variety of homeless and emotionally disturbed persons. Wide-scale complaints are being made regarding drunks sleeping or passing out throughout the park, human feces in public areas, fights, thefts, and several stabbings, as well as the public restrooms being used for bathing and lewd activity. An article in the local newspaper about the problem and citizen discontent was titled, “Hobo Park Needs Help.”

Question for your post:

• What is the problem in this situation?
• As a police manager, how would you address the problem using COP:
  • Core Component 1: Community Partnerships
  • Core Component 2: Organizational Transformation
  • Core Component 3: Problem Solving

Read

Read: Whisenand: Chapter 13,14

https://libertyonline.vitalsource.com/reader/books…

Book name: Managing Police Organizations (Subscription)

Read: MacArthur: Chapter 11, 12

https://libertyonline.vitalsource.com/reader/books/9781400203703/epubcfi/6/38[%3Bvnd.vst.idref%3DJohn_9781400203703_epub_c18_r1]!/4/2[d7e19462173]/2[d7e15]/10

Book name: Called to Lead: 26 Leadership Lessons from the Life of the Apostle Paul

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We are entering the discussion of one of the most trusted and time-tested programs of all times. If you are not familiar, former Prime Minister of England, and one of the founding fathers of policing; Sir Robert Peel, created what we know and study as Community Policing. Depending on when and where you were raised, getting to know your local policeman and seeing him or her walk the beat; seems like eons ago.

Chapter 13 – emphasizes what many local communities are crying out for during protest, marches, and even local elections. A part of what many desire for police realignment, there is a desire for police to get back to basic policing. According to the text, Community-oriented policing is a program that allows the organization to work together as a whole and combine its efforts closely with the community, municipality, and the other relationships utilized by police departments to reduce and prevent crime. Moreover, these principles aid in developing trust and communication between the citizens, 1^st responders, and police leadership, to ensure a direct line of communication remains open. Additionally, the chapter covers, Problem-oriented Policing, which allows the police to identify ways to target specific areas that need police crime reduction, this includes working directly with the community to specify community and special interest issues.

Chapter 14 – takes into a better understanding of the control of organizational leadership. Getting an understanding of how bureaucracy works is included in this chapter, because there is an introduction on seeing how leadership styles affect how employees are or are not empowered to be effective employees. The discussion of an Agile Organization and bottom-up-leadership, will open you to different ways to seeing police organizations. You will recognize that these foundational theories are similar across any business industry and are altered based on the mission and customer base.

Chapter 11 – asks, “Who is Fit to Lead?” Recognizing that in the world, there will be a plethora of answers from those who feel they are fit to lead. However, because we recognize scripture, we acknowledge that God himself designs the checklist for what he would like to see in a leader and what the requirements are. When considering 1 Timothy and Titus, you should begin to wade into a better understanding of God’s desires.

Chapter 12 – measures the success of leaders and provides an open discussion in Paul’s leadership career. Considering the work Paul did and the team he built, take time to learn about how those skills can be useful for any leader.