NCJ Number
133865
Journal
Law and Order Volume: 39 Issue: 11 Dated: (November 1991) Pages: 89-92
Date Published
1991
Length
4 pages
Annotation
The Brighton, Colorado Police Department initiated several organizational changes to reduce officer turnover, eliminate unethical police practices, improve department leadership, and develop good relations with the media and the community.
Abstract
The department hired a person from outside the organization to manage the Operations Division. Other changes in the organizational structure included a patrol work schedule which allowed for a significant amount of training time and several promotions to sergeant from qualified officers who showed ambition. For the most part, however, changes in organizational structure were minimal; the prevailing process was to change individuals. An organizational development consultant identified the following behaviors which seemed to result in complaints about officers: officers viewed people as adversaries, lacked interpersonal and communication skills, and had a low level of self-esteem and self-confidence. Providing "total quality service" to the community was established in the framework that each request for service would result in a "satisfactory conclusion." In addition, officers were held accountable for the outcome of their contacts with the public. Department-wide training was conducted to improve skills and understanding in the areas of self-esteem and interpersonal and communication skills. A new selection process was devised to identify applicants with effective people skills. The Brighton program resulted in a significant decrease in internal affairs investigations and complaints of police misconduct. Almost all citizens responding to a survey indicated satisfaction with the level of service and with the manner in which officers delivered service. Community policing implications of organizational change and personnel recruitment are discussed.