Rural Alaska Corrections Plan (A Summary)

Efforts to improve correctional services in the rural, predominantly Native communities of Alaska have been going on since before statehood. Complete implementation of plans developed by the Alaska Criminal Justice Planning Agency during the 1970s have been hampered by a number of factors: (1) the scope of the planning has tended to be confined to correctional facilities; (2) the problems faced by corrections in Alaska are complicated by diversity of communities served; (3) financial requirements have exceeded available resources; (4) the authority and responsibility for achieving the plans' objectives were unclear. This document offers proposals for a rural corrections plan which offers a comprehensive, systemic — rather than purely correctional — approach for improving public safety and corrections in rural Alaska. It describes the existing situation, philosophy, coordination and planning, organizational proposals, financing, and implementation.Alaska Corrections Master Plan CommitteeTentative Recommendations / Introduction / Background / Philosophy / Coordination / Organization: Statewide Operations; Local Community Operations / Financing / Implementation / Ma

Policing the Arctic: The North Slope of Alaska

An abbreviated version of this paper, which excluded the NSBDPS employee survey results, was published as: Trostle, Lawrence C.; & Angell, John E. (1994). "Policing the Arctic: The North Slope of Alaska." Journal of Contemporary Criminal Justice 10(2): 95–108 (May 1994). (http://dx.doi.org/10.1177/104398629401000203). A related report with employee comments from the survey concerning Public Safety Officer (PSO) assignment lengths and rotation policies is available at https://scholarworks.alaska.edu/handle/11122/10007.Geographic size and lack of roads, among other factors, contribute to unique difficulties in providing effective law enforcement and public safety services to residents of the North Slope Borough of Alaska. Despite comprehensive plans laid in the mid-1970s, the North Slope Borough has not been successful in implementing a broad, multicultural community public safety organizational design. The more traditional professional law enforcement agency which has evolved is perceived by some people as having community and employee relations problems. This paper provides a brief history of law enforcement on the North Slope and presents selected data from a 1993 survey of employees of the North Slope Borough Department of Public Safety (NSBDPS). The data support a hypothesis that indigenous personnel with strong roots in a minority community will be more committed to the community police organization than would be employees without such roots.North Slope Borough Department of Public SafetyIntroduction / Traditional Justice Administration / Government / Department of Public Safety / North Slope Department of Public Safety Goals / Research Support for a Multicultural Community Social Control Operation / Conclusion / Reference

Justice

This issue paper, prepared for the Future Frontiers Conference held December 5-8, 1979 in Anchorage to provide guidance to the legislature regarding allocation of North Slope oil revenues, discusses the quality of justice services provided in Alaska and the relative equity in which they are delivered throughout the state and suggests improvements.Introduction / Existing Situation / Improvement Efforts / Directions / Footnotes / Biographica

Alaska Village Police Training: An Assessment and Recommendations

The nature and effectiveness of such traditional social control methods in Alaska Native cultures is difficult to evaluate because of their displacement by methods introduced by fur traders, the Revenue Cutter Service, and U.S. Marshals. Territorial and state police continued the practice of establishing in Native communities the justice models with which they were familiar. The Alaska State Police began to organize formal training programs for Alaska Native people who would serve as police officers in Fairbanks (1964) and Juneau (1965), with more extensive police training programs financed by the Bureau of Indian Affairs in Nome in 1966 and the U.S. Department of Labor in 1968 (conducted by the Alaska State Troopers). Beginning in 1971, the Alaska Department of Public Safety received action grants from the Law Enforcement Assistance Administration (LEAA) for the initiation of a broadly conceived program for developing crminal justice services in Alaska Native villages statewide — the Alaska Village Police Training program. A total of approximately $542,000 of LEAA was ultimately invested in continuing the program over a period of seven years (1971–1978). The present study evaluates the Alaska Village Police Training program over the seven-year period on program purpose and goals, program achievements and impacts, and program costs. A final section contains recommendations for future programs to improve training for Alaska police in rural villages. Of 292 people trained since the program's inception, only 70 were still serving in their villages as of late 1978.Alaska Criminal Justice Planning Agency. Grant No. 76-A-044I. Introduction / II. Project Purposes / III. Program Achievements and Impact / IV. Program Costs / V. Conclusions and Recommendations / APPENDICES / A. Village Police Officers Training Program / B. Bureau of Indian Affairs Village Police Training / C. New Careers Village Police Training / D. Illustrations of Village Policing Situations / E. Village Police Trainees / F. Village Police Training Logs and Report

An Exploratory Study of Changes Accompanying the Implementation of a Community-Based, Participatory Team Police Organizational Model

This exploratory research examines the attitudes of citizens, police clientele, and police in an area where a decentralized, participatory (collegial) team police operation has been implemented, and compares these attitudes with those in a similar neighborhood policed by a classical organizational structure and traditional procedures. The Team Police Model of this study consisted basically of 15 generalist police officers who, with the participation of local citizens, were responsible for defining police goals, priorities and procedures and providing all police services in a precisely defined, low-economic, minority, residential area of Holyoke, Massachusetts for a test period of approximately nine months. The Team used collegial methods for decisionmaking and task forces for performing management functions. The Team followed a "service", rather than "law enforcement" operational philosophy. The control neighborhood was policed by an organization arrangement which was in general consistent with Classical tenets as stated by Max Weber. A traditional "law enforcement" philosophy was used in the Classical neighborhood. The basic assumption underlying this study was police effectiveness in crime prevention and order maintenance is dependent on a supportive public. The primary problem researched was whether public and clientele attitudes toward the police were more supportive in the Team Police than a Classical Police area. Of secondary concern was the impact of the Team Police experiment on police officers attitudes. Perhaps the most important conclusion to be derived from this study is that, contrary to conventional wisdom, the collegial Team Police Model as implemented in this project did not have a negative impact on any variable investigated. The positive impact of the project on most variables supports the value of further research with a community-based, collegial team organizational structure for police services.I. Introduction / II. Review of Literature / III. Design of Study / IV. Implementation and Results / V. Summary, Conclusions, and Recommendations / Bibliography / Appendix. Policy and Procedure Manual, Model Cities Police Team Project (1970), Holyoke, Massachusett

A Study of the North Slope Department of Public Safety: A Technical Assistance Report (Draft)

The North Slope Borough Department of Public Safety (NSBDPS) was created effective July 1, 1976, with the City of Barrow and other villages in North Slope Borough transferring their police authority and jail services to the borough. While making progress toward improving public safety in the North Slope Borough over the succeeding year, NSBDPS in September 1977 sought technical assistance from the Alaska Criminal Justice Planning Agency (CJPA) in the areas of organization and management. This report, prepared under contract with CJPA, presents a background history, findings, and recommendations on goals and objective, organizational structure, and the personnel and career system for NSBDPS.Funded by Alaska Criminal Justice Planning Agency (CJPA)I. INTRODUCTION / II. SETTING AND BACKGROUND: Government; Department of Public Safety; Department of Public Safety Goals; DP Implementation; Conclusion / III. FINDINGS AND RECOMMENDATIONS: Goals and Objectives; Organizational Structure; Personnel and Career System; Miscellaneous / CONCLUSIO

Alaskan Village Justice: An Exploratory Study

Initiated by the Alaska Criminal Justice Planning Agency, this is the first comprehensive study of public safety and the administration of justice in the predominately Alaska Native villages of rural or "bush" Alaska. Researchers visited 56 communities within seven of the twelve Alaska Native corporation regions in the state as part of an exploratory effort to collect crime and justice information for use by the State of Alaska in criminal justice policy development in rural areas of the state. Information was gathered in three ways: (1) review of available documents related to each of the communities; (2) direct observations of the communities and justice operations within them; and (3) structured interviews with community residents to elict both object and subjective information about operation of public safety and social control systems. The 175 interviewees included community officials, village police officers, health aides, and magistrates. The report addresses customs, law, and crime in village Alaska; context on justice services in Native communities; police services; legal and judicial services; prisoner detention and corrections; and recommendations for improving the delivery of justice services to rural communities. The study concluded that bush residents do not receive equal protection regarding public safety and justice services in comparison with their counterparts in larger Alaska communities; that the State of Alaska does not have have adequate data needed to identify and address public safety and justice problems in bush areas; and that bush villages and rural Natives are not homogeneous entities and hence require varied and particularized responses by the state.Alaska Criminal Justice Planning Agency Grant No. 76-A-044I. Introduction / II. Community Profile / III. Custom, Law and Crime / IV. Justice Services to Native Communities in Perspective / V. Police Services / VI. Legal and Judicial Services / VII. Prisoner Detenton and Corrections / VIII. Observations and Possible Actions / Appendice

Paper Session I-A - Canada\u27s International Spaceport

Since the early days of 1990, a small yet tenacious group of people have widened into an extensive and cohesive team, accomplishing many firsts in the world of space business - the development and operation of a privately financed, international, commercial space launch facility. SpacePort Canada - is located at the former Churchill Research Range on the Hudson Bay in northern Manitoba. The SpacePort will re-establish the facilities where over 3500 sounding rockets were launched between 1957 and 1989. The first phase of construction, involving the refurbishment of existing sounding rocket facilities, was started in July 1994 and concluded in November 1994. The remaining phases of the project involve further expansion of existing facilities and the construction of two new launch pads. The pads, capable of supporting rocket launches to place satellites weighing between 1000 - 4000 pounds into low earth orbit are designed to accommodate a variety of international vehicles. In addition to these facilities, buildings to support satellite processing, mission control and administrative support will be constructed. The SpacePort, created by Akjuit Aerospace Incorporated of Winnipeg, Manitoba, and managed by Raytheon Engineers and Constructors of Denver Colorado, will be capable of supporting launches carrying small satellite payloads in mid 1996. These satellites typically provide communications, remote sensing and environmental monitoring services. To date, twenty competing satellite consortia have announced plans to launch more than 1300 satellites to provide these services. SpacePort Canada is designed to fill a void in the current launch market - the world\u27s first commercial spaceport, capable of launching several different international rockets from the same location, utilizing state-of-the-art equipment, buildings and launch facilities, combined with a highly competitive pricing structure

Increasing Police Utility through Organizational Design

Research by social scientists over the past decade provides strong evidence that American policies concerning police organizational designs have served in many instances to restrict the social usefulness, or utility, of local police operations. Substantial changes in police organizational designs are unlikely to occur unless policymakers have relatively comprehensive and complete models. To satisfy policy officials, a model must be (1) easily understood by laypersons, (2) logically related to definitions of problems acceptable to policymakers, (3) sufficiently defined to provide guidelines for systemic, incremental changes, and (4) adequate to facilitate simple, but accurate, assessment of the impact of changes consistent with the model. This paper is in pursuit of such an alternative model for improving police utility.Introduction / Problems: Policing Myopia / Police Role / Bureaucratic Theory / Police Autonomy / Police Role Policy / Police as Human Service System Component / Human Service Police Model / Staff Service Organization / Summary and Conclusions / Footnotes / Bibliograph

Directions for Change in Police Organizations

Three situations serve to hamper police effectiveness under traditional police organizational arrangements First, police operations are based on an assumption that police are primarily in the "criminal apprehension" business. This concept of the police role serves to constrain many police activities that offer potential for satisfying client needs and contributing to crime prevention. Second, police managers rely almost exclusively on the tenets of Bureaucratic Theory, as promulgated by Max Weber (1947), for arranging and managing police organizations. This reliance contributes to problems in the police and community relationship, coordination and direction of police operations, and (3) motivation of police employees. Third, police agencies are basically organized as self-contained operations which are automous from other units of government. This independence reduces the potential for optimum utilization of police services. This paper elaborates on these three situations and their implications, and makes proposals about the directions that the author believes police organizational changes should take.Introduction / Problems Hampering Police Effectiveness: Bureaucratic Theory; Police Autonomy / Implications for Changes: Reclassification of Police; Establishing Police/Human Service Teams; Reorganizing Staff Services / Conclusions / Footnotes / Reference