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Chermak, S., & McGarrell, E. (2004). Problem-solving approaches to homicide: An evaluation of the Indianapolis Violence Reduction Partnership. Criminal Justice Policy Review, 15(2), 161–192.

Abstract: Indianapolis experienced record levels of homicide in the mid-1990s. Officials decided to use a problem-solving strategy that modeled a successful program implemented in Boston. The Indianapolis Violence Reduction Partnership involved a coalition of criminal justice and community agencies using a problem-solving approach to violence. The strategic response included having multiple agencies respond to homicide incidents, directing resources to crimes committed by chronic offenders, and having notification meetings with high-risk probationers and parolees. This research focuses on two issues. First, we describe the impact on homicide. Second, we evaluate the effectiveness of the notification meetings. The results indicate that homicides declined, and the evaluation of the notification meetings shows that arrestees thought the criminal justice system was more effective at responding to crime, however, probationers/parolees were not less likely to recidivate compared to a matched control group. The implications for using problem-solving strategies to respond to homicide are discussed.

Questions to Consider:

1. The Indianapolis Violence Reduction Partnership involved a working group of heads of local, state, and federal criminal justice agencies. Do you think initiative successes could have been achieved without the contributions of all participating agencies? Why, or why not?
    

King, W. R. (1999). Time, constancy, and change in American municipal police organizations. Police Quarterly, 2(3), 338–364.

Abstract: The present study investigates the relationship between organizational age and the structure of 334 police departments in the United States. Unfortunately, though the relationship between age and various aspects of organizations has been studied, these findings and theories have not been applied to police departments. The present study rectifies this oversight. The concept of organizational age is defined and two theories of organizational age are explained. These two theories are tested with 334 municipal American police departments using survey data and the 1990 LEMAS data. The analyses indicate that the effect of organizational age on police departments is slight; however, support is found for two theories of organizational age. First, it appears that most municipal police agencies were formed during the same era. Second, use of civilian employees is negatively related to departmental age. The implications of these findings for police agencies and police historians are discussed.

Questions to Consider:

1. Why do we continue to see the creation of new police forces nearly 200 years after the formation of the first formal police force in the United States? Are new cities and towns being incorporated, or are these new agencies formed for other reasons? Explain.
    

Phillips, S. W. (2013). Using volunteers in policing: A force field analysis of American supervisors. Police Journal, 86(4), 289–306. 

Abstract: This study used a Force Field Analysis to assess the attitudes of American police supervisors regarding the use of volunteers in policing. Organisations exist in a state of quasi-stable equilibrium, and any planned change should work to identify the driving and restraining forces that function to maintain that equilibrium. For example, economic conditions may force police agencies to utilise volunteers to handle many policing tasks, but this may threaten the equilibrium of police organisations and traditional police culture. For this study a national sample of police supervisors completed a survey with attitude measures related to the use of volunteers in police work. Driving and restraining forces are identified and their strengths and weaknesses are discussed. Findings indicate that, with respect to the driving forces, the items associated with organising the community and community policing may be limited in their strength as driving forces. The power of the restraining forces indicates that the use of volunteers in policing is acceptable to this cohort of police supervisors. Aggressiveness in policing is a fairly strong restraining force. Bivariate correlation results indicate that supervisors with higher levels of education contribute to positive views of several volunteer aspects. Also, more experienced police supervisors do not feel volunteers are more trouble than they are worth. There appears to be a strong relationship between the need for volunteers as part of an agency’s community policing philosophy, and volunteers are seen as important to reducing crime and disorder. Finally, several significant results suggest that volunteers are accepted within the police culture.

Questions to Consider:

1. The article is written from the perspective of the organization, with a focus on the restraining and driving forces that affect the use of volunteers in policing. Do you suppose that prospective volunteers also consider these factors (e.g., the receptivity of officers to volunteers) when making a decision to volunteer for service? How can a department encourage volunteerism, emphasizing the driving forces?