U.S. flag

An official website of the United States government, Department of Justice.

NCJRS Virtual Library

The Virtual Library houses over 235,000 criminal justice resources, including all known OJP works.
Click here to search the NCJRS Virtual Library

Consolidation of Police Services - An Opportunity for Innovation

NCJ Number
Journal of Police Science and Administration Volume: 10 Issue: 4 Dated: (December 1982) Pages: 466-472
J P Kenney; G B Adams; G F Vito
Date Published
7 pages
Planning for the consolidation of five California police agencies involved consideration of policing methods, employment issues, legal and fiscal cost issues, and the organizational structure of the proposed department.
The five cities of Bell, Bell Gardens, Commerce, Cudahy, and Vernon are located in the southeast region of the greater Los Angeles area. Workload information was used as a basis for the planning and development of a consolidated police agency that would provide improved services and solve a number of problems that existed under the separate agencies. In proposing policing methods under consolidation, a proactive posture was emphasized, with crime prevention suggested as a priority for the consolidated agency. The consolidated agency will also devote special attention to improved community relations and the blending of peace officer and nonpeace officer personnel. It was also proposed that the consolidated department adopt a contractual system for officers. Such a system uses an initial period of employment under a fixed and renewable contract prior to entry into career employment and the accrual of traditional retirement benefits. Other problems associated with small-agency consolidation are the legal basis for the realignment and the costing plan which determines the amount paid by each city. In this case, the legal basis for the consolidation was the drafting of a joint power agreement by the five cities, an approach permissible under State law. Assuming that the consolidated agency would become operational during fiscal 1980-81, each city would pay 100 percent of the amount appropriated in fiscal 1979 for police services. After the initial year of operation, a policy board would meet to formulate general guidelines for a costing model based upon service benefits received by each city. The proposed top three levels of the consolidated organization in order of ascendancy were the policy board, the executive board, and the office of the chief of police. Responsible to the chief of police are the operations service bureau, the patrol traffic services division, the investigation services division, and the technical services bureau. Tabular data and five references are provided.