Transcript CH-4 - Sierra College Administration of Justice Department

AJ 58 – Community and
Human Relations
Chapter 5 –
Managing
Community Policing
Police Organization
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Based on model introduced by Sir
Robert Peel in London, 1829
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Military provided best example of managing
large organizations
Modern Departments still based on
bureaucratic or militaristic models
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Designed to meet goals of Department
Bureaucratic Changes
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Community Policing calls for break from
traditional organization
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Designed to meet goals of Community
Improve citizens’ quality of life
Provide services efficiently, effectively, and
equitably
Principles of Classical Organization
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Hierarchy
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Each lower-ranking officer under control of higherranking supervisor
Concept of “Chain-of Command”
Negative side effects
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Orders and commands flow down, but little
information passes upward
Frustration amongst lower ranks when
communication only one way or decision-making
delayed
Principles of Classical Organization
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Division of Labor
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Individuals assigned limited tasks and
responsibilities by specialization
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Patrol, Traffic, Investigations, Training, etc.
Negative side effects
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Lack of cooperation/communication
Possible duplication of effort
Principles of Classical Organization
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Policies and Procedures
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Official department guidelines controlling
what officers can/can’t do
Provide consistent and uniform operations
and discipline
Negative side effects
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Focus on procedures themselves
Lack of innovative problem-solving
techniques
Principles of Classical Organization
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Formal Record Keeping
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Administrative actions, decisions and rules
officially recorded in writing
Permanent record of events
Accountability of employee behavior
Negative side effects
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Time/energy necessary for completion and
management of documents
Principles of Classical Organization
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Positional Authority
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Authority based on rank
Maintains “chain-of-command”
Clarifies who is responsible for what
Negative side effects
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Many lower-level subordinates possess great
skills, knowledge, expertise
Limits problem-solving process
Principles of Classical Organization
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Initial and Ongoing Training
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Officers need to be competent and able to do
their jobs
Extensive screening process for new hires
and training mandates for all
Negative side effects
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Focus on policies, procedures, and mandates
Lack of time for innovative, optional training
Types of Organizations
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Mechanistic
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Traditional set of norms and expectations
Centralized authority and rigidity
Adherence to rules and procedures
Organic
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Delegate more responsibility to subordinates
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Improve lines of internal communication
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Discretionary decision making
Vertical staff meetings
Multi-Unit meetings
Develop cooperative relationship with citizens
Strategic Planning
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Identify goals and objectives and determine how
they will be achieved
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Traditionally…
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What are we trying to accomplish and how are we going to
get it done?
Respond to calls for service, crime/disorder
React to specific problems
Community Policing…
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Police administrators establish goals and objectives after
consulting with community stakeholders
Goals and objectives based on community needs
Strategic-Planning Process
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Facilitated by…
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Building relationships
Sharing power
Trusting others involved in process
Requires open dialog to reduce barriers to
cooperative working relationship
Departments must openly, sincerely obtain
community input
Ways to Facilitate
Communication with Community
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Neighborhood Counsels
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Not the same as Neighborhood Watch
LE representatives
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Community representatives
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Administrators, Executive Staff, Patrol, Specialized
Units, etc.
Business leaders, religious leaders, community activists,
ordinary interested citizens
Provide input regarding specific problems and
expectations
Ways to Facilitate
Communication with Community
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Chief’s Advisory Committee
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Not just a rubber-stamping committee to
approve police programs
Diverse representation of community
Offer broad-based ideas/opinions regarding
community problems and needs
Act as supportive “spokesperson” to the media
on behalf of LE
Ways to Facilitate
Communication with Community
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Special Committees
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Study specialized problems in community or
specific neighborhood
Promotes understanding of police resources and
limitations
Citizens may provide intelligence to help alleviate
problem
Improving Communication
Within the Department
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Command Staff Meetings
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Vertical Staff Meetings
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Weekly meetings to discuss goals & objectives
Communication, Cooperation, Coordination
Address specific problems such as use-of-force, crime
spikes, policy changes
Provide recommendations to Command Staff
Unit Meetings
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Not just top-down information, as in roll-call briefings
Should have high level of participation
Develop strategies for problem solving
Inter-Departmental Cooperation
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Foster open communication with other
government agencies
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City Council, County Board of Supervisors
Code Enforcement, ABC, Parks & Recreation,
Sanitation, Fire, Public Works
Strategic Plan allows agencies to work
together to focus on specific problems with
specific strategies
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Each agency has specific role in overall plan
COMPSTAT
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“Computer Statistics” or “Compare Statistics”
Periodic meetings to look at crime trends
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Various Units contribute information
Decide on priorities and strategic plans
Cooperative effort to address problems
Accountability for plans due to regular meetings and
feedback to monitor progress
Reports generated
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Ranking of geographical areas by crime rate
“Report Card” on progress of strategies/programs
Crime Maps to show visual account of criminal activity
Training of Personnel
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Many officers more interested in enforcement than
CP
If Department implements CP programs without prior
training, officers more uncommitted and resistant
CP “skills” need to be included at entry level as well
as in-service training…
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Problem Solving
Community Building
Community Relations
Tactical Planning and Operations
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Supervision
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Supervisors and middle-managers must understand and commit to
CP programs
Types of Supervisors
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Traditional
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Active
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Provide buffer between officers and management
Innovative
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Make arrests, write cites, street-cops-with-stripes
Supportive
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Focus on enforcement, aggressive tactics
Understand need for problem solving, embrace CP
Training at this level equally important for success of CP
Tactical Planning and Operations
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Geography
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Territorial Imperative
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Consistent assignment to same geographical
area or beat
Officers become familiar with/take pride in
protecting “their” beat
Down-time used for community building,
positive contacts with citizens, etc.
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Especially those less familiar to officer
Implementation of
Community Policing
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Community Policing = CHANGE
Eight-step process of implementing change
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Recognizing a Performance Gap
Recognizing Need for Change
Creating Proper Climate for Change
Diagnosing the Problem
Identifying Alternative Strategies
Selecting the Strategy
Putting Strategy into Operation
Evaluating/Modifying Strategy
Recognizing Performance Gap
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What department is doing does not address
problems or meet needs
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Organizational expectations
Community expectations
Performance gaps provide details and
information about what CP programs might
be needed
Recognizing Need for Change
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Simply seeing Performance Gap may not
lead to efforts to change
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Some administrators prefer traditional, reactive
response to crime/problems
Some situations deteriorate to point of need
for radical change
Departments must have belief that change in
operational philosophy can succeed
Creating Climate for Change
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Department must “sell” idea of change…
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Line officers, middle-managers, citizens
Change from traditional enforcement-only
mentality
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Change in values must meet program needs
Change in values must create change in actions
Diagnosing the Problem
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Questions to ask…
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Potential problems during implementation?
Who will be most resistant to change?
What should new program look like?
Goals of implementation
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Breaking down barriers to change
Educating/training all members of
department
Expanding programs already in place
Reducing likelihood of rejection
Identifying Alternative Strategies
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Piecemeal Strategy
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Often seen in larger departments
Specialized CP Unit
May become isolated from other personnel
Comprehensive Strategy
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Often seen in smaller agencies
Programs implemented throughout entire
department
Selecting the Strategy
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Jurisdiction-wide?
Smaller individual CP Units?
Only implemented in certain areas, beats, or
neighborhoods?
Department must consider pros and cons of
each alternative before selecting best
strategy
Putting Strategy into Operation
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Include line officers in implementation plan
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CP tactics must be applied within structured
framework
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Understand what needs to be done and how
Provide decision-making guidance to officers
Programs must be precise and thorough
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Officers and supervisors able to understand
expectations
Evaluating & Modifying Strategies
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What happened before and after
implementation of Community Policing?
Has Community Policing accomplished its
intended goals and expectations?
What changes need to be made to
implemented strategies?
How can a successful CP program become
institutionalized?