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Fraud Exprosed Whot you Dont Could Cost your company millions - Joseph W.

Joseph W. Fraud Exprosed Whot you Dont Could Cost your company millions - Wiley Publishing, 2003. - 289 p.
ISBN: 0-471-27475-5
Download (direct link): fraudexposedwhatyoudont2003.pdf
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Community policing is a concept implemented, or attempted, in many police departments, great and small, in a variety of formats, and with varying degrees of success. It is an effort to conceptualize the police as part of the community and not, as one senior NYPD commander once referred to it, “an army of occupation.” Its facets can be few or many and can include, in part:
• Taking officers out of patrol cars and putting them on foot patrol to increase interpersonal interactions
• Opening one and two officer substations in neighborhoods or, even, apartment buildings
• Reaching out to community leaders and groups to help in defining crime problems and structuring solutions
• Spending more time on social service issues of import to individuals and the community
• Learning a foreign language
FRAUD EXPOSED
When such programs are effectively implemented, they can be successful. No one knows the true nature of crime problems in the community better than the residents. They also may well know who the bad guys are and be willing to point them out. Juveniles playing sports in a school, church, or police league are better off than hanging out on the corner looking for ways not to be bored. The abusive husband may be located and counseled before the battered wife becomes another crime to solve. The disaffected daughter may be placed into a special counseling program before she takes to the streets to sell the only thing she has of value. Positive role models and frequent communication as human being to human being may improve minority recruiting. The promising student of little means may not know how to go about applying for a scholarship and gain a chance to change his or her life. The elderly shut-in on Social Security may look forward to the daily chat and the weekly cup of soup, paid for out of the officer’s own pocket. The weed-filled lot strewn with crack vials and cheap liquor bottles may become a playground again.
Such initiatives can also save money. Carson Dunbar, the former Superintendent of the New Jersey State Police Department (NJPD), has observed that that agency, seeking to increase minority recruiting, spent around $1 million on such efforts. He has noted that other departments, such as the NYPD, approached the $10 million mark in their campaigns. When the results of all these efforts were analyzed, the NJPD discovered that the most effective method of attracting minority candidates to their ranks was personal contact with minority officers. The same held true for women officers. The common-sense rationale behind this is that most persons tend to have extensive networks of friends who are like them in terms of age, race, and gender. Thus contact with these people allows more persons to become exposed to law enforcement career opportunities and to learn, first hand, what the job is all about.11
To a degree, Goldstein sees the police operating in a community-policing mode as being the pathologists of the community, probing for social disease, weakness, and dysfunction, then seeking the right treatment.12 This role, while potentially invaluable, is not without its risks and cannot function in a vacuum. As Goldstein notes:
If they’re thoughtful and analytical, they see where the problems are arising and an enlightened city government will look to the police to help identify the most critical issues so that it serves as a really solid basis for directing resources. If that’s done in a thoughtful way, I think it can be very helpful and very productive. If, on the other hand, it’s not thought through, then the police just come to be seen as pests who are demanding a disproportionate amount of time from other agencies, and the other agencies come to resent the fact that there’s an implication that they’re supposed to drop everything they’re doing and respond to an agenda set by the police. That’s just not going to work unless there’s leadership on the part of the municipal executive to
RETHINKING THE ASSUMPTIONS
orchestrate this, and make clear to all agencies what is expected of the police, and how police operations and needs are to be integrated with those of the other agencies.13
Goldstein’s observations are well founded and offer a cautionary note to the adoption of community policing, or any other model, as a panacea that will produce results without costs. This consideration will be pertinent to our examination of the transferability of law enforcement models to the fraud environment later in this book. Even Goldstein, after more than 40 years in the field, is realistic about how much can get done, while remaining an advocate of trying:
The word “reform” in other areas sort of characterizes periods of change, but my experience is that reform is a permanent part of the language of policing. We’re constantly in a state of reform because we’re constantly trying to catch up.... The bottom line is that if you think about the growing task and the fact that police are being looked upon to handle such a heavy load today, as some of our other social networks deteriorate and more and more shifts to the police, the police job, despite all the efforts that we’ve made, despite all the catch-up, seems to be increasingly an almost impossible sort of job. When you add to that fact that the police are dependent so heavily on the criminal justice system, and that system is totally overwhelmed and often unavailable, and add the fact that all of our urban areas are under such enormous financial constraints, and the police are being expected to do more with less, the picture is not a very encouraging one. In fact, it can be a bit overwhelming.
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