The Police Executive Research Forum (PERF) just released a report that indicates violent crime is trending upward and that significant challenges may be coming. (Download a copy of the report at www.policeforum.org.) If you read this month s Editor s Note, you got an earful about this topic. We want to know how you feel about the way crime is going and whether your agency is winning or losing ground. We also want to know what strategies you would suggest to stop problems before they get out of control. Give us some insight as to what you re seeing in the field and your opinions on how best to deal with the challenges that lie ahead.
1. Which best describes the size of your agency in the number of sworn officers?
a. Less than 20. 27%
b. 21 50. 27%
c. 51 100. 7%
d. 101 500. 40%
e. More than 500. 0%
2. Pick the category that best describes your current position in the organization. We can t list every possibility, so choose the one that comes closest to you.
a. Officer, deputy or field level. 40%
b. Corporal, field training officer, detective. 27%
c. Sergeant, field supervisor, special-unit upervisor. 20%
d. Middle manager, such as a lieutenant (or a captain in a very large organization). 13%
e. Upper management, such as chief or 2nd/3rd in command level. 0%
3. Which of the following best describes the way general communication of law enforcement related information (crime trends, wanted persons, alerts, etc.) occurs in your agency?
a. It s effective. We get information in a timely and effective manner. 13%
b. It s fairly effective. We get the information we need but sometimes it s a little dated or limited. There is some room for improvement. 33%
c. It s OK but sometimes we miss things that are important and often the information is old by the time someone figures out what s happening and passes it on. 40%
d. It s definitely in need of serious improvement. I m always in the dark and we just seem to keep following radio calls or chasing reports. 7%
e. What communication? Everyone is in the dark about what s going on. 7%
4. Which of the following best describes the way general communication of department specific information (administrative issues, policies, promotions, special assignments, training bulletins, etc.) happens in your agency?
a. It s effective. We get information in a timely manner. Everyone is on the same page. 13%
b. It s fairly effective. We get information we need but sometimes it s not clear or people get left out. There is some room for improvement. 33%
c. It s OK but sometimes things occur and then we find out about them much later. It seems like changes are just implemented without any explanation. 47%
d. It s definitely in need of serious improvement. The only way this would work is for a mushroom I m totally kept in the dark and what I do get is best used as fertilizer. 7%
5. How effective do you feel upward communications are? In other words, how in touch with the field is the administrative/management section of your organization? Do they listen or seek input?
a. Management seems to understand what s going on. Needs are heard and addressed. They solicit input and/or are open to hearing what the work force needs. 13%
b. Management seems to have a fairly good grasp of what the overall department situation is and makes a decent effort to listen. There is room for improvement but it could definitely be a lot worse. 33%
c. There isn t much going up. Most communication in our department rolls downhill, and many employees are frustrated because management doesn t seem to care or listen when something is really in need of change. 47%
d. There is virtually no upward communication. There is no request for input from the field and no opportunity for employees to be heard. 7%
6. How effective do you feel management is at communicating down the chain of command? Choose the answer which best describes your organization.
a. Management communicates very effectively. Employees get clear information in a timely manner and by a variety of sources. In general, employees understand decisions or changes that take place. 13%
b. Management communications to lower levels are fairly effective but sometimes things are missed or changes just seem to occur with no explanation or reason. In general, it works OK. 47%
c. Management operates within a vacuum, sending out a memo or directive when something needs to change. There s no follow-up or coordination. 27%
d. There is virtually no downward communication except for arbitrary orders that seem to happen without reason or purpose. For the most part, everyone outside of management is kept in the dark. 13%
