NCJ Number
59884
Date Published
1975
Length
8 pages
Annotation
WHILE BUSINESS AND GOVERNMENT HAVE A LONG TRADITION OF RECRUITING SPECIALISTS TO FILL TEMPORARY OR SPECIALIZED NEEDS, LAW ENFORCEMENT TRAINS PERSONNEL FROM WITHIN. GUIDELINES FOR SELECTING POLICE SPECIALISTS ARE GIVEN.
Abstract
POLICE DEPARTMENTS WISHING TO UTILIZE OUTSIDE EXPERTISE CAN ADOPT ONE OF TWO MODELS, THE CONSULTANT OR THE MANAGERIAL. UNDER THE CONSULTANT MODEL; THE SOCIAL SCIENTIST COMES IN TO SOLVE ONLY THE PROBLEM AT HAND, WHILE, UNDER THE MANAGERIAL, THAT SPECIALIST BECOMES PART OF THE STAFF. THE CONSULTANT APPROACH IS MOST APPROPRIATE FOR A SPECIFIC PROBLEM OF LIMITED DURATION. A POLICE DEPARTMENT CAN USE EITHER AN INHOUSE CONSULTANT OR A UNIVERSITY-BASED, OR PRIVATE, CONSULTANT. THE CHOICE IS OFTEN DETERMINED BY THE PRESENCE OR ABSENCE OF IN-HOUSE CAPABILITY. IF THE PROJECT IS OF SUFFICIENTLY LONG DURATION, AN INHOUSE CONSULTANT MAY BE BROUGHT IN AND PERHAPS EVENTUALLY BE HIRED AS PART OF THE ORGANIZATION. THE QUESTION OF UNIVERSITY-BASED VERSUS PRIVATE CONSULTANT SHOULD BE ANSWERED BY THE INDIVIDUAL'S QUALIFICATIONS. POLICE DEPARTMENTS SHOULD BE AWARE, HOWEVER, THAT THE UNIVERSITY CONSULTANTS' RELATIONSHIP WITH THE AGENCY IS AFFECTED BY THEIR RELATIONSHIP WITH THE UNIVERSITY, WHILE A PRIVATE CONSULTANT IS MORE LIKELY TO VIEW THE POLICE AS A PROFESSIONAL CLIENT. UNIVERSITY CONCERNS SUCH AS TRAINING GRADUATE STUDENTS OR FURTHERING PERSONAL RESEARCH GOALS NEED NOT BE A BARRIER, BUT THESE GOALS SHOULD BE RECOGNIZED AND FACED EARLY IN THE RELATIONSHIP. SOCIAL SCIENTISTS SHOULD ALSO BE WARY OF POLICE DEPARTMENTS WHICH DO NOT ASK CAREFUL, WELL-THOUGHT-OUT AND SPECIFIC RESEARCH QUESTIONS. ONLY WHEN BOTH SIDES FACE THE PROBLEMS INHERENT IN COLLABORATION, WILL SUCCESS BE ACHIEVED. (GLR)