1 Book Cover Here Copyright © 2009, Elsevier Inc. All rights Reserved. Chapter 5 Managing and Implementing Community Policing Community Policing A Contemporary Perspective, 5 th Edition

2 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Organizing the Police Community policing is a departure from traditional policing Community policing is people based as opposed to bureaucratic or militaristic Police today focus on number of arrests or traffic tickets

3 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Classical Organization Principles Weber – Principles of organization Studied church & army to understand why complex organizations were effective Six Principles Principle of hierarchy Specialization or division of labor Official policies & procedures Administrative acts, decisions, & rules recorded in writing (Decisions) Authority associated with position Appointment by qualifications & training

4 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Burns & Stalker (1961) Community policing requires organic organization Open Delegate responsibility Discretion

5 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Organization Police departments’ structure has to change for community policing Leadership must be changed Community partnerships Problem solving

6 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Organizing for Community Policing Strategic Planning – identification of goals & objectives, & determination of how they will be achieved Administrators must establish goals after consulting community Sharing of information Building relationships, sharing power, trusting all constituents Establish advisory groups

7 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Facilitating Communication with the Community Neighborhood Counsels – Recognize local issues Chief Advisory Committee – Can provide different opinions Special committees – Study individual problems

8 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Methods to Improve Communication Police administrators should: Command or Administrative Staff Meetings Quality Circles Unit Meetings

9 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. COMPSTAT COMPSTAT is an acronym for - Computer statistics in some locations or compare statistics Use crime analysis information Provides ranking precincts by crime & arrests Command Profile Report – serves as a report card on how managers are dealing with crime and units Crime mapping provides visual account of crime

10 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Personnel Development Police administrators must prepare and train officers to engage in community policing Training can impact attitudes and effective community policing efforts

11 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Problems with Personnel Development Resistance by officers & supervisors Integrating community policing training into academy training

12 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Supervision Supervisor & middle managers must be committee to understanding and implementing community policing Engle (2002) four styles of police supervisors Traditional – Expects aggressive policing Innovative – Embraces community policing Supportive – Relationship oriented work as buffer between officers and management Active – Active in field, make arrests

13 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Geographic Focus Officers and Units must have a geographic focus Officers assigned to an area on a consistent basis Territorial imperative – officers associate and know area and people Must have opportunity & time to develop relationships

14 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Reoriented Police Operations & Problem Solving Taking advantage of down time to build community Multiple Options when problem is identified: Arrest Citation Advise, warrant, restraining order Service Provide information

15 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Implementation Eight steps in the change process: 1) Performance gap – Where is the problem, when, who? 2) Recognizing a need for change 3) Creating a Proper Climate for Change – Prepare and sell change to the department 4) Diagnosing the Problem -

16 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Implementation 5) Identifying Alternative Strategies – For the department Piecemeal or Comprehensive 6) Selecting Strategy – For the community, community wide or piecemeal 7) Determining & Operationalizing Implementation Strategy – Must be orderly so police know what to expect 8) Evaluating & Modifying Strategy – Determine impact of community policing

17 Chapter 5 Copyright © 2009, Elsevier Inc. All rights Reserved. Brown (1989) Preparing a department for community policing Breaking down barriers Educating leaders and rank and file Reassuring the rank and file Reducing the likelihood of rejection