law 2

law 2Order DescriptionYour essay response must be a minimum of 500 words, not counting references listed at the end or repeating of the question, and cited per APA guidelines. You are required to use scholarly resources to support your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
1. Define the concept of a special interest group. Evaluate the methods used by special interest groups to influence criminal justice public policy.
2. Since they have a direct link to the public, the media have some unique powers to impact public policy. Identify and describe three different powers that the media utilize to influence and/or impact criminal justice public policy. Provide specific examples within the field of criminal justice of each power utilized by the media.
3. Intergovernmental relationships are a concern that must be addressed by law enforcement agencies. Briefly describe the history of intergovernmental relationships among law enforcement agencies. Next, evaluate the importance of strong intergovernmental relationships among modern-day law enforcement agencies from different jurisdictions and levels of government.4.Court rulings have the power to validate, alter, or nullify existing public policies. Identify and explain three key decisions made by courts that impacted public policy within criminal justice.5. The executive, legislative, and judicial branches of government each play a role in the public policy making process. Utilizing the Violent Crime Control and Law Enforcement Act of 1994 case study, identify at least one step in the process where each branch of government was involved. Explain the actions taken by that branch of government for each example provided.
6. Evaluate whether the Violent Crime Control and Law Enforcement Act of 1994 was a substantive policy or symbolic policy. Defend your position utilizing information contained in the case study presented in Chapter 14 of the textbook, information presented throughout the entire course, and other scholarly resources.CASE STUDY
John Bolder became the police chief of Largeland City after only fifteen years in the department. The former chief had a practice of assigning new officers to districts that were considered productive and professional to ensure that the new officers would receive a healthy informal socialization. The former chief also transferred his burnout cases and problem officers into districts that were considered unproductive and populated with cynical veterans officers to keep his problem officers away from the new recruits. John Bolder was a criminal justice major; he enjoyed his membership in a math club and was a former club president. During his tenure as a police officer, he consistently received public recognition for his good work. He considered himself a dedicated professional and did not approve of some of his fellow police officers who took a casual approach to their work. He approved of the former chiefs practice of assigning new recruits to productive districts. Shortly before being promoted to chief, he completed a masters degree in criminal justice. The course work has been challenging, and he excelled in statistics and research methods. His masters thesis applied statistical measures to evaluate police productivity. He was especially interested in innovative police programs, such as crime mapping and Compstat. He placed high value on community policing and thought that the application of Compstat could be the tool that would bring radical changes to his department. He reasoned that Compstat would cause the cream to rise to the top. His highly professional officers would easily conform to the Compstat operating principles of seeking accurate and timely intelligence, setting crime reduction goals based on the analysis, and creating the rapid development of programs and tactics to meet the goals they had developed as a result of the analysis. Bolder reasoned that giving officers measurable goals and holding them accountable would force a behavioral change in his unproductive officer. This change, he thought, would be supportive of his productive officers and coerce the unproductive officers to get out and do their jobs or suffer embarrassment for their failure to perform.
Chief Bolder required all district commanders to implement Compstat. The district commanders were responsible for reporting the results of their agency in a public forum of fellow commanders, ,members of the city council, and community leaders. At the meeting, Districts 1, 2, and 3 reported first. These districts were composed of a critical mass of new recruits and highly motivated veterans. The district commander of 1,2, and 3 officers detailed and well-organized presentations that showed they had completed a great deal of analysis, set crisp goals, and developed smart strategies to meet the goals. However, all three districts failed to achieve their goals. The chief was pleased with the excellent presentations but was somewhat disappointed that they did not reach their goals. District 4 composed of officers and a command staff made up of the cynical veterans, was poorly prepared and seemed almost indifferent to the process. The command staff of District 4 tried to answer a barrage of questions by audience about their poor effort. Many of the questions were personal in nature, which led to an intense shouting match between the command staff and the audience. The District 4 command staff become embarrassed ad eventually walked away from the podium.
District 5, which, in the chiefs opinion, was his worst district, gave a shabby presentation, but showed that they had set measurable goals and had reached their goals. District 5 indicated that they had a drug-related criminal problem with young gangs hanging out on street corners in residential communities. After their implementation of a high arrest program in that area, reported crimes went down and residents wrote letters to the district commander praising her for cleaning up their neighborhoods. Chief Bolder was skeptical. The high arrest program was nothing new and had failed to achieve any results in the past. He suspected something was rotten in District 5, as usual.