1. Chapter 5: Implementing Community Policing © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Change

3. Issues Requiring Departments to Change –Technologic advances –Demographic changes –Fiscal constraints –Shifting values –The need to do more with less –Heightened media coverage of police misconduct –Citizen fear of crime, violence, gangs and terrorism

4. Concerns That Strongly Influenced Community Policing –Preoccupation with internal procedures rather than substantive problems –Resources devoted to reactive rather than proactive policing –The community is a major untapped resource. –Rank-and-file officers are not used effectively. –Policy and organizational structure adjustments necessary to support change © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

5. Categories of Adopters –Innovators –Early adopters –Early majority –Late majority –Late adopters © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

6. Needed Changes © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

7. Changes Required for Community Policing –Management style Change management Transition management –Mission statement –Departmental organization –General approach to fighting crime © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

8. Management Styles © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

9. Participatory Leadership –Management welcomes employees’ ideas and input. –Employees are encouraged to be innovative. –Managers are interested in their subordinates’ problems and welfare. –Management takes into account input from employees in decision making. © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Transition Managers Should prepare for resistance to changes that accompany the transition Be aware of and try to avoid common transitional pitfalls © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

11. Creating a Vision Statement and a Mission Statement © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

12. Essential Elements of Community Policing Philosophy –Problem solving –Empowerment –Forming community partnerships –Being proactive –Making preventing crime as important as enforcing the law © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

13. Vision Statement and Mission Statement –Must be tailored to reflect the department and community it serves –Should be something everyone can feel part of –Involves leaders from within the department and the community –Entire work force should be directly involved © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

14. Assessing Needs © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

15. Analyzing the Department –Needs assessment includes the department and the community. –The bureaucracy is flattened and decentralized. –Leaders and mentors rather than managers and supervisors –Patrol officers are empowered to make decisions. –Permanent shifts and areas are assigned. © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

16. Analyzing the Community –How do you perceive crime in your community? –Has crime affected you personally? –Are you aware of any problems in your neighborhood? –Do you have any concerns about safety while walking in your neighborhood? –Critical mass = smallest number of citizens needed to support community policing –More important to target “critical mass” than to mobilize entire community © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

17. Strategic Planning © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

18. Strategic Planning –Long-term, large-scale, future-oriented planning –Begins with vision and mission statements and needs assessment –Specific goals and objectives, strategy and timeline are developed –Should include community partnerships and problem solving –Long range; must be tied to the department’s budget –“What gets measured gets done” –Most important: Strategies should fit the community’s unique needs © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

19. Developing Strategies © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

20. Common Strategies –Foot, bike and horse patrol –Block watches –Newsletters –Community surveys –Citizen volunteer programs –Storefronts –Special task units –Educational programs –Internet © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

21. Hiring and Promoting © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

22. Characteristic-Based Job Analysis –Social competence and commitment to service/social concern –Teamwork –Adaptability/flexibility –Conscientiousness/dependability –Impulse control/attention to safety –Integrity/ethics –Emotional regulation and stress tolerance –Decision making and judgment –Assertiveness/persuasiveness –Avoidance of substance abuse and other risk taking © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

23. Skills Needed by Officers in Problem- Oriented Policing –Creativity and flexibility –Imagination and intelligence –Ability to function independently –Problem-solving ability –Critical reasoning ability –Conflict mediation ability –Capacity to relate to others –Sensitivity to problems of urban life and community organization –Considers the chief task of the job to be relating to people © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

24. Training © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

25. Most Important Areas of Training –Communication skills –Problem-solving skills –Leadership skills –“Don’t make training the spearhead of change.” (CPC) © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

26. Portland (Oregon) Police Bureau Example of Community Policing Strategic Plan © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

27. Vision Statement and Mission Statement –Mission Reduce crime and fear of crime Work with all citizens to preserve life and maintain human rights Protect property and promote individual responsibility and community commitment –Vision Recognizes a shared connection between police and community Encourages a problem-solving partnership between citizens and police –Values Integrity, compassion, accountability, respect, excellence, service © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

28. Goals –Community Focus efforts on repeat calls for service and chronic offenders. Enhance the community and police relationship. –Organizational Develop and encourage personnel. Continuously improve the work process. © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

29. Initiatives, Plan Elements and Strategies –Enhance community policing efforts –Improve accountability systems –Recruitment and hiring priorities –Research new technology –Collaborate with regional and bureau partners –Design organizational systems and structures –Create a quartermaster unit © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

30. Branch Initiatives –Implement new technology efficiencies. –Build a regional training center. –Improve recruiting and hiring efforts. –Increase training capacity. –Improve internal and external communication. –Build relationships with youth and the community. –Engage district officers in problem-solving efforts. –Develop and encourage personnel. –Target chronic locations and offenders. © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

31. Lessons Learned from Team Policing © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

32. Obstacles to Team Policing –Opposition from middle management –Trial by peers –Problems with dispatching technology © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

33. Core Features of Team Policing –Stability of geographic assignment –Unity of command –Interaction between police and community –Geographic decentralization of police operations –Despecialization of police services –Greater responsiveness to community concerns –Some decentralization of internal decision making –Some shared decision making with the community © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

34. Benefits That Might Be Achieved from Community Policing © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

35. Benefits of Community Policing –Brings police closer to the people –Builds relationships between police and community –Positive interactions form productive partnerships. –Community and officer leadership skills are developed. –Citizens are empowered. –Prevention and detection of crime increase. –Quality of life improves © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

36. Benefits to the Police –Increasing job satisfaction –Developing new skills –Reducing demands on police time –Fostering community support –Improving the public image of the police –Improving morale and motivation –Making the police force more knowledgeable about public concerns –Improving the police force’s crime-fighting capability –Strengthening organizational support –Improving the safety of police officers © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

37. Benefits to the Community –Reducing the psychological distance between the public and the police –Providing reassurance to citizens –Reducing disorder –Reducing fear –Improving quality of life –Promoting community integration and satisfaction –Increasing the security of vulnerable groups © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

38. Resistance to Community Policing © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

39. Resistance to Community Policing –Should be anticipated –Often around 25 percent of the department –Can be reduced by positive communication from the head of the agency –Caused by concerns about community policing –Can be allayed by changes in the communication process of the organization © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

40. Pitfalls to Avoid © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

41. Common Pitfalls –Unrealistic expectations –Focusing on short-term instead of long-term results –Adopting a task force approach –Resisting the move toward community empowerment –Taking advantage of the position –Misrepresenting an inadequate program as legitimate to receive funding © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

42. Common Impediments –Organizational impediments –Union impediments –Community impediments –Transition impediments © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

43. Evaluating Progress © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.

44. Evaluating Progress –Failures are just as important as successes. –A department learns from what does not work. –Evaluations should be built into the strategic plan. Ask which goals and objectives have been met. Might require a second needs assessment Can be done through additional surveys and interviews © 2011 Cengage Learning. All Rights Reserved. May note be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.