This ideological article focuses on the small-town urban-level police unit, as a unique model within the framework of the United States policing. As an illustration of the achievement of a low-level, community-friendly, open systems structure, the small-town police division stands in complete distinction of its urban equivalent. Because of its affinity towards simplification rather than specialty, the small-municipal department has bigger crime clearance rates and is managerially friendly to the needs and obligations of community-based policing. The small-town police division’s lack of professionalism and militarism is important to its community connection, the basis of its efficiency (Falcone, Wells, & Weisheit, 2002).
This article studies how impressions of police impact attitudes of security in the community. Using several community studies from small towns, this article explores forecasters of strategies to improve small town policing. Outcomes from the article point that positive changes in small-town town policing can be influenced largely by feelings that crime has reduced in the society or by having a constructive interaction with police. The article implies that good small-town policing practices can be improved through constructive encounters between police and society residents (Falcone et al., 2002). Consequently, over and above efficiently implementing the law, attempts to build beneficial community relations are significant for police in smaller town surroundings.
Small town police encounter a range of developments that are making it more and more complicated to offer police services in the conventional way, through an internal, public police division. Statistics implies that occurrences of offenses are rising in small town areas, and the existing ways of offering services are becoming unsuccessful. It is evident from the article that the rising crimes trends are making small town law enforcement officers consider shifting the model of service provision (Nofziger & Williams, 2005). The article recommends that small-town policing should undertake alternative strategies to curb the rising trend of crime in small towns. Some of these alternative strategies that can be adopted by small-town police departments include, contracting for police officers, merging of small police divisions in close nearness to each other, and contracting directly with specialized police officials.
Although a comparatively small number of small-town departments have enforced such options, there will be a growing necessity to do so in the future. Directives, inadequate resources, and financial delays show a lack of practicability in managing conventional internal police departments, and police officers will need to generate innovative solutions for sustaining satisfactory service levels at a realistic cost. This form of transformation is constantly challenging for any small-town department, particularly for policing services. Execution of options to conventional police service frameworks is an extremely political responsibility which impacts the identities of the societies involved. Largely, the police department is finding that such choices can assist with efficient services and protect the security of the town (Nofziger & Williams, 2005). Administrators in small towns all through the country will need to be innovative and inventive to adjust to cope with the shifting wants of their individual societies.
Small town police officers encounter different trends that are making it more and more complicated to offer policing services in the conventional way, through an internal, public police division (Falcone et al., 2002). Demographic alterations, monetary constraints, rise in small-town crime, heightened mobility of police officials, and poor-funded intergovernmental directives are among the setbacks encountered by small-town police departments. More study is required on the level of alternative policing policies in small towns. More policing information is as well required for administration practices assumed by small town police departments to guarantee the accomplishment of alternative strategies.
Falcone, D. N., Wells, L. E., & Weisheit, R. A. (2002). The small-town police department. Policing: An International Journal of Police Strategies & Management, 25(2), 371-384.
Nofziger, S., & Williams, L. S. (2005). Perceptions of police and safety in a small town. Police Quarterly, 8(2), 248-270.