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How does this approach compare to the traditional model of law enforcement?
In any organization, changes will be resisted. Where is resistance most likely to occur and how will you overcome it?
What major areas would most likely have the least resistance?
The 14-month results are impressive. What are the major factors for this success?

I have inncluded the scenario foore these question below... this has to be written in paragraph form and has to be atleast 2 full pages long...

Key Players: Names & Their Roles

1. Deputy Chief Gonwski "G" Deputy Chief "G" is the Deputy Chief of Police for the suburban residential town that has several commercial areas including two shopping malls. His role is to present the results of an integrated patrol experiment and to convince his three supervisors in investigation, patrol/traffic, and support/administration of the merits of adopting this strategy.

2. Sam Skeptic Sam is Captain and Supervisor of Investigations. He is a 26-year employee of this police department and feels he has seen it "all," not once but several times. He started out as a beat copy and worked his way up. He does not have a college education but has a Ph.D. from the University of Hard Knocks. Sam is VERY protective of the Investigations Department--and feels the only people who conduct investigations are the investigators. He is especially not happy with the idea of "mere beat cops" doing investigations. However, he is a practical person and knows when he has to stop protesting and start doing. In his own way, he is a fair and honest cop.

3. Regina Reasonable Regina is Captain and Supervisor of Support & Administration. She supervises a few police officers and several civilians (non-sworn employees). She started out on patrol, and because of her administrative skills and education (as a DeVry University MBA graduate), she was promoted to her position quickly. She understands both Peter and Sam--however, she has pushed for changed off-line with the Chief of Police and Deputy Chief "G."

4. Peter Perhaps Peter is Captain and Supervisor of Patrol & Traffic, the largest department in the police force. He obtained his BS from DeVry University and has worked on the police force for 15 years. While Peter respects Sam, he also fears him. Sam always seems to stand in his way when Peter brings up new ideas. So while Peter welcomes the new experiment, he proceeds going slow and avoids any problems between Sam and Chief "G." In the long run, he knows Chief "G" will have the last word, yet he's afraid Sam will make life difficult for his Patrol and Traffic cops.

Scenario

As you all know, everyone is receiving heat from the city officials and the public that we need to do a better job protecting and serving our community. In other words, we have to "do more with less."

But Chief G, my guys are already burned out – we're all working overtime and still behind on solving major cases! The blue line is getting thinner, and there's need of more investigators!

Ditto! My overtime rates are up 33% from this time last year, and there's no end in sight. Chief, I have extended all the "less" to where I can do no more.

Right, and here's the statistical report from last year: Unsolved cases are up 21%, vehicle stops are down 18%, traffic citations are down 26%, building checks are down 37%, and police officer turnover is up 12%. These stats are probably worse this year because everyone is behind in their paperwork. Chief G, we already know the bad news. Isn't there anything good to tell us?

Well, yes, I'm going to present you with a strategy known as an "integrated patrol." The results I will show you are from a police department with very similar issues to ours. The primary goals of this experiment to to increase officer productivity, expand organizational responsibility beyond writing incidental reports for the police officers, decrease reliance on specialized units for case follow-up, and establish flexibility as an operational norm. I'd like to implement these goals into our strategic plan. Any questions?

It sounds like there's going to be more work for my division!

Chief, I'd like to know what you mean by "decreasing special units." Are there going to be other divisions performing investigations?

My initial reaction was the same, but the project was so successful, it's well worth consideration. The experiment was conducted on the midnight shift for 14 months, and as management shifted to this new philosophy, the patrol activities increased in the following areas: vehicle stops, field interrogations, and building stops.

Pardon me, Chief G, but why was there an increase in patrol activities? I'm concerned because of the overtime issue we broached earlier. Is this strategy feasible?

Hear me out. I'll explain how the program increased productivity and its benefits. The program is called "employing creative closure strategies" and it allowed the officers to move throughout the patrol area as they observe crime patterns developing. This factor became an operational hallmark because it instilled a case-to-fruition mentality among patrol officers. This process allowed the sergeants and lieutenants to continually review crime data and provided them with the opportunity to further work with the patrol officers and come up with the best solutions to each problem. The basic process goes like this: Cases requiring follow-up are returned to the responding patrol officers before being sent to investigations; individual officers are held responsible for investigating and resolving crimes that occur within their patrol areas; and when an officer is assigned to a particular area, identified as one requiring a stakeout or search warrant, supervisors pair the officer with another patrol officer so they can assist each other. Even early in the experiment, each officer demonstrated expertise in different areas, such as criminal investigations, traffic enforcement, drug suppression, routine patrol, execution of search warrants, stakeouts, and computer support. Soon productivity and case-closure rates began to rise, so supervisors became convinced of the patrol forces' capability to assume more responsibility.

The experiment was then further refined and included, assigning the most productive investigators to following up cases that could be resolved at their level, and having patrol investigators working on cold cases. Additionally, each night a different officer would be assigned to patrol commercial areas in an unmarked vehicle and check buildings for burglaries. Although this assignment was not popular with officers, by assigning preventive patrols, there was a rise in netted arrests within days of its implementation. So after 14 months, the number of cases solved included 139 destruction of property cases, 21 breaking-and-entering cases, 23 armed robberies, 27 vehicle thefts, 34 non-vehicle thefts, 20 simple assaults, a carjacking, an abduction, and two rapes.

The following stats are equally impressive: The squads issued 3,657 traffic citations compared to the 2,010 traffic citations issued the year before. They also apprehended 265 drunk drivers compared to 200 DWIs apprehended the year before. The increase in productivity and case clearance rates were so successful that the program was expanded to other shifts beyond the night shift. As you can see, in addition to the increase in productivity and case clearance rates, it allowed the investigators to concentrate on major crimes and made the streets safer, but it did not cost any more to run – making the program a win-win situation. However, in order to implement this program, I need your support and commitment to it.

You have my support!

Count me in – we'll try this strategy out!

You've got it, Chief!