This brief documents a demonstration project undertaken in Ocean View, Delaware on a novel, scalable tool for police agencies seeking to optimize their patrol operations while providing transparency and accountability in resource management. It describes and explains the broader set of circumstances, conditions, and factors that surrounded and influenced the Ocean View Police Department's goal to expand the agency toward proactive policing. This work encompasses the social, economic, political, and technical aspects that affected the design, implementation, and outcome. The central research question was: If the Ocean View Police Department increases proactive time from 67% to 75%, then how many officers do we need, and what are the projected costs? The study offers a roadmap for agencies looking to expand their proactive policing efforts, and understand the cost drivers associated with the patrol function. The book details the demands that police agencies face and the complexities of their work. The chapters that follow acknowledge the managerial and fiscal difficulties related to staffing and funding the police, while simultaneously offering suggestions for increased community collaboration. The universal model presented here can be used by all police executives, elected and appointed city officials, academics, finance and directors, analysts.
Table of Contents:
1. Introduction.- 2. Limitations in Police Resource Allocation Methods.- 3. Conceptual Framework and Literature Review.- 4. Theoretical Framework.- 5. Designing an Activity-Based Budgeting in Ocean View.- 6. Methodology.- 7. Analysis and Findings.- 8. Discussion.- 9. Study Assessment.- 10. Conclusion.
About the Author :
Jon M. Shane is a Professor in the Department of Law, Police Science, and Criminal Justice Administration at John Jay College of Criminal Justice. He retired from the Newark (NJ) Police Department after 20 years at the rank of captain (2005). Dr. Shane has published extensively in leading criminal justice and policing journals, including Crime Science, Security Journal, Police Quarterly, Behavioral Sciences and the Law, Journal of Criminal Justice, and Justice Quarterly. His work has also appeared in Policing: An International Journal of Strategies and Management, Police Practice and Research, and major publishing houses such as Routledge and Springer.
Dr. Shane's research on organizational stress (Organizational Stressors and Police Performance, 2010) is recognized as being among the top 4% of articles published in 20 criminology and criminal justice journals between 2010 and 2015. His scholarship has contributed to advancing police performance and management analysis.
A graduate of the 193rd session of the FBI National Academy (1998) and the 25th session of the Senior Management Institute for Police (SMIP, 2001) at Harvard's John F. Kennedy School of Government, Dr. Shane holds a certification in non-profit management from Rutgers Graduate School of Public Administration. He currently serves as a core faculty member of the Ohio Certified Law Enforcement Executive (CLEE) program, where he teaches Law Enforcement Staffing Analysis: Creating a Nexus Between Workload and Costs, emphasizing the value of activity-based budgeting.
Before joining John Jay College, Dr. Shane lectured at Rutgers University's Newark campus and Fairleigh Dickinson University's Teaneck (NJ) campus, instructing courses in policing and criminal justice. He is a senior research associate for the National Policing Institute and a subject matter expert for the Center for Problem-Oriented Policing at Arizona State University. His research interests include police policy, use of force, performance management, and organizational supervision.
Dr. Shane is a member of the American Society of Criminology, Academy of Criminal Justice Sciences, Police Executive Research Forum, and the International Association of Chiefs of Police. He can be reached at jshane@jjay.cuny.edu, jmsnpd@gmail.com, and www.jmshane.com
