TY  - BOOK
AU  - Rostker,Bernard
AU  - Hix,William M.
AU  - Wilson,Jeremy M.
TI  - Recruitment and retention: lessons for the New Orleans Police Department 
T2  - Rand Corporation monograph series
SN  - 9780833042682
AV  - HV8148.N42 R67 2007eb
U1  - 363.2/2 22
PY  - 2007///
CY  - Santa Monica, CA
PB  - Rand Gulf States Policy Institute
KW  - New Orleans (La.)
KW  - Police Department
KW  - fast
KW  - Police
KW  - Recruiting
KW  - Louisiana
KW  - New Orleans
KW  - Employee retention
KW  - Police administration
KW  - Policiers
KW  - Recrutement
KW  - Louisiane
KW  - La Nouvelle-Orléans
KW  - Personnel
KW  - Rétention
KW  - BUSINESS & ECONOMICS
KW  - Human Resources & Personnel Management
KW  - bisacsh
KW  - POLITICAL SCIENCE
KW  - Political Freedom & Security
KW  - Terrorism
KW  - Workplace Culture
KW  - Electronic books
N1  - "MG-585-RC"--Page 4 of cover; Includes bibliographical references (pages 33-35); Cover; Preface; Contents; Tables; Acknowledgments; Chapter One -- Introduction: The Problem; A Personal and Professional Disaster for the New OrleansPolice Department and Other First Responders; Recruiting and Retention Since Katrina; Chapter Two -- Lessons That Might Help the New Orleans Police Department; Compensation; Career Progression and Promotion; Recruiting; Civilian/Officer Mix; Morale; Chapter Three -- Conclusion; Bibliography; Ch. 1. Introduction -- ch. 2. Lessons that might help the New Orleans Police Department -- ch. 3. Conclusion
N2  - Since Hurricane Katrina, resignations from the New Orleans Police Department (NOPD) have increased, and the department went more than a year without recruiting enough candidates to justify a police academy training course. The authors present practical recommendations for change that could help the NOPD improve recruiting and retention. Issues addressed include the lack of affordable post-Katrina housing, the fact that the families of many police officers no longer live in the New Orleans area, the destroyed departmental infrastructure, and a budget that does not provide enough resources to meet basic needs. They focus on compensation, including housing; the promotion process and the career management system; recruiting; the mix of officers and civilians; and ways to improve the morale of the NOPD. The recommendations, which are specifically tailored to the unique circumstances of the NOPD, include (1) using civilian employees, where appropriate, for jobs currently being performed by uniformed officers; (2) developing a proactive recruiting program; (3) offering some of the city's housing stock in-kind to police officers or selling the property and using the proceeds to improve compensation; (4) increasing the frequency of promotion examinations; (5) eliminating the backlog of promotions to higher levels in the department; (6) restructuring compensation to attract recruits and retain serving officers; (7) establishing a first-responders charter school; and (8) rebuilding the police infrastructure to improve morale
UR  - https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=213928
ER  -