Forum #2 Deals with Police Quota Systems: Managers are responsible for supervising Officers,some agencies use productivityQuotas which are commonly defined as any establishment of a predetermined or specified number of traffic citations, arrests or stops an officer must issue in a specified time to monitor an officers performance. In many places, such as NY, California, Texas, and Florida, traffic ticket quotas are specifically prohibited by law.

While ticket quotas are banned in NY State many agencies have changed from using the word quota to productivity goals. This forum involves watching the video and also reading the below material and other pertinent stories on Police Quotas.

Reminder due not submit your posts in attachment form, as these types of posts are not conducive to Discussions .

This Discussion Board is worth 15 points and in order to obtain maximum credit your initial post must first list each question and then submit your opinion in paragraph form. After your initial post comment on one other students opinion. Reminder do not submit your posts in attachment form are often difficult to open.

#1What are the main concerns of the Texas Police officer who complained about the existence of Quotas in her agency?

#2 Are you for or against the use of Productivity Goals in Police Agencies? Students should give reasons for their opinions in paragraph form.

#3 Do you agree with the use of Quotas as used in a North Carolina Police Agency and described in the article below ? Include in your answer the reasons for your opinion.

Against Police Officer Quotas

https://www.youtube.com/watch?v=ef2gZ6yVH_4

https://www.bing.com/videos/riverview/relatedvideo?&q=you+tube+video+concerning+police+quota+system&&mid=F7CECAB9CC

In favor of Quotas:

Many Police Leaders feel that in order to evaluate Police Officers work there has to be a way to measure their activity and realistic productivity goals work. As an example If a Police Officer works in Midtown Manhattan, which has enormous traffic conditions he/she should be expected to issue summonses to help correct the traffic problem and would be very easy for him/her to issue at least one parking summons on average for every day they are on patrol. If an officer works 20 tours on patrol and has 0 summonses activity obviously he/she is not helping reduce traffic problems.

A Communication "Quota" with Positive Outcomes

By Harold Medlock, Police Chief, Fayetteville, North Carolina,

Police Department

As an officer in Charlotte in the 1990s, I recognized the value of building and maintaining relationships with the community. These relationships improved our ability to exchange public information and strengthened our standing with the community in ordinary moments.

We quickly realized this ongoing communication also benefited us, with the community and the media, when a crisis situation occurred.

Following a neighborhood "community fun day" with citizens, partners,and officers, we learned our SWAT team had conducted a drug/weapons search warrant on a home in the neighborhood. While entering the house, the SWAT team was engaged by a man who drew and pointed a weapon at them, and, as a result, one officer decided to use deadly force to protect himself and his fellow officers. The local media searched the neighborhood for folks who would be critical of the warrant service and the officer's actions. Instead, neighbors stated the officers were acting on a complaint from the residents and that the neighbors supported the department. As officers returned to the community to speak with the media about the situation, our officers found the residents had already addressed the media's questions and the neighborhood was at peace.

In the early days of my term as chief of police for the Fayetteville Police Department, which started in 2013, I brought this experience in Charlotte with me when I attended a weekend roll call to speak with the officers. I told the officers I was giving them a "quota" for the day.

While many equate quotas to traffic citations or arrests, I told the officers my quota for them that day was to meet at least 15 residents during their shift. I clarified that "meeting" did not mean talking to a resident while conducting a traffic stop or making an arrest. I challenged the officers to drive through their neighborhoods, get out of their patrol cars, and speak with community members who were engaging in daily activities such as yard work, washing a car, or sitting on their front porch. The resulting looks from the officers were truly comical. The sergeants told me after the officers had left the room that I had made a mistake, saying that no officer would be willing to do as I asked, and, if they did, the officer would likely receive a complaint from the citizen.

The following Monday, one of the sergeants reported that every officer had made several citizen contacts, and many officers were in disbelief that a citizen would actually take the time to speak with them. The sergeant reported that the officers seemed to be in as good or better moods when they finished their shift than when they began. This began the quest in our department to meet our citizens using nontraditional police encounters, and our citizens began to change their attitudes toward the officers. Inevitably, my officers became their officers.

Familiarity promotes relationships, relationships build trust, and trust promotes transparency. When we, as officers of the law, seek to know and understand our communities and our people, we build relationships rooted in trust, transparency, and common goals.

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• Discussion Evaluation Rubric Points Criteria:

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EXTRA POINT

Based on the reading, what do we need to do globally to recruit, retain and promote women in criminal justice professions? 200 words. USE YOUR OWN WORDS