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Roles, Chief Executives’
The chief executive in law enforcement has many titles. In most municipalities, the title is chief of police and the position is usually appointed by a city manager or mayor with the concurrence of the city council; in counties, it is sheriff and is an elected position; in state organizations such as highway patrols, it may be colonel and appointed by the governor. Other titles such as commissioner or superintendent may be used, mostly in large organizations. Irrespective of which title is used, the chief executive officer is responsible for the total operation of a law enforcement agency. This entry examines the indispensable role of the police chief executive in developing, implementing, and maintaining community policing and problem solving, some impediments police chief executives may encounter in this process, and structural changes in the organization that may have to be put in place in order to accommodate this policing strategy.
The Traditional Role of the Chief Executive
Law enforcement executives are responsible to many factions and their roles change depending on to which faction they are responding. The most obvious faction is the law enforcement agency in which they work. The chief executive is expected to protect the organization and employees from inappropriate influences, develop future leaders for succession, create a career path for employees, maintain ethical standards for all employees at all levels, and provide resources and leadership that allows the agency to meet community expectations and to progress forward so that it may meet the unforeseen challenges of the future.
Chief executives are also responsible to the communities served by their agencies. They are expected to communicate with the community in a timely fashion and to be open and honest regarding all topics. The community expects to work with the police in a partnership and for the police to understand community needs. Chief executives must also mediate differences between what the community expects and what the agency can or should offer in the way of services.
Another faction is the responsibility to the municipal, county, or state government of which the agency is a part. The governing entity expects the chief executive to deliver quality service to the community, be realistic in resource needs, and be responsive to concerns of other department members as well as the political leaders’ requests and inquiries. This is not an easy task, as the government entity usually consists of several elected and appointed public officials with diverse agendas. Chief executives must navigate these political waters yet still function in an ethical and professional manner.
Chief executives are ultimately responsible to the law enforcement profession itself. Executives in law enforcement are expected to provide leadership to the profession as a whole, develop leaders in their organizations, maintain or raise professional standards and training, and add to professional knowledge of the field.
While the traditional role of the chief executive remains essentially the same, it has added responsibilities in a community-oriented policing and problem-solving (COPPS) model.
The Role of Chief Executive in Community Policing
The role of the chief executive in community policing is extremely diverse. It begins with a specific and consistent vision of what community policing and problem solving means to the organization. While the chief executive is responsible for providing a vision, the formulation of the vision will include a broad spectrum of stakeholders from within and without the organization. The vision may not be an exact roadmap, but represents the ultimate goal. It also takes into consideration the extreme changes to the organization as a result of the new philosophy as well as the time required to implement change. Community policing is a complex process that can take years to fully accomplish.
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- Changing Agency Culture
- Agency Mission and Values, Changes in
- Community Policing, Discretionary Authority Under
- Community Policing: Resources, Time, and Finances in Support of
- Customer-Based Policing
- Decentralizing the Organization/Organizational Change
- Implementation of Community Policing
- Involving Local Businesses
- Learning Organization
- Measuring Officer Performance
- Officers’ Job Satisfaction
- Publicity Campaigns
- Recruiting for Quality and Diversity
- Roles, Chief Executives’
- Roles, First-Line Supervisors’
- Roles, Middle Managers’
- Roles, Officers’
- Strategic Planning
- Crime Analysis: Technologies and Techniques
- Evaluation and Assessment
- Foundations: Evolution of Community Policing and Problem Solving
- Broken Windows Theory
- Building Partnerships and Stakeholders
- Citizen Patrols
- Collaboration With Outside Agencies
- Community Cohesion and Empowerment
- Community Justice
- Community Policing and Problem Solving, Definition of
- Community Policing, Evolution of
- Community Policing: What It Is Not
- Community Prosecution
- Community, Definition of
- Crime Prevention Through Environmental Design
- Directed Patrol, Studies of
- Evidence-Based Policing
- Fear of Crime
- Flint, Michigan, Experiment
- Foot Patrols
- Generations (Three) of Community Policing
- Intelligence-Led Policing
- International Community Policing
- Investigations, Community Policing Strategies for
- Kansas City Preventive Patrol Experiment
- Metropolitan Police Act of 1829
- Place-Based Policing
- Police Mission
- Police-Community Relations
- Policing, Three Eras of
- Predictive Policing
- Problem-Oriented Policing, Goldstein’s Development of
- Problem-Oriented Policing: Elements, Processes, Implications
- Problem-Solving Courts
- Problem-Solving Process (SARA)
- Problem, Definition of
- Restorative Justice
- Situational Crime Prevention
- Social Capital
- Team Policing
- Volunteers, Police Use of
- Wickersham Commission
- Future Considerations
- Public Safety Issues
- Supporting Legislation and National Organizations
- Center for Problem-Oriented Policing
- Community Oriented Policing Services, Office of
- Community Policing Consortium
- Executive Sessions on Policing
- Homeland Security
- National Center for Community Policing
- National Crime Prevention Council
- Neighborhood Associations
- Operation Weed and Seed
- Police Foundation
- Regional Community Policing Institutes
- Violent Crime Control and Law Enforcement Act of 1994
- Training and Curriculum
- “What Works”—Selected Strategies and Initiatives
- Colleges and Universities, Community Policing Strategies for
- Domestic Violence, Community Policing Strategies for
- Drug Crimes, Community Policing Strategies for
- Elderly Victimization, Community Policing Strategies for
- Gang Crimes, Community Policing Strategies for
- Immigrant Populations, Community Policing Strategies for
- Immigration: Issues, Law, and Police Training
- Public Housing, Community Policing Strategies for
- Repeat Victimization, Community Policing Strategies for
- Rural Areas, Community Policing in
- School Violence and Safety, Community Policing Strategies for
- State Police/Patrol, Community Policing Strategies for
- Traffic Problems, Community Policing Strategies for
- Youthful Offenders, Community Policing Strategies for
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