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Community policing is a philosophy that substantially,

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broadens the role of police in society

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Community policing officers (CPOs) must recognize that their primary function is to

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serve the public, not to provide law enforcement

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The military or bureaucratic model of police administration has its roots in the

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London Metropolitan Police Force in London.

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The German sociologist Max Weber, the founder of modern sociology, was the first to outline the principles of organization. Weber studied:

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1. the church 2. and army

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Weber delineated six principles that have become the foundation of classical organizational theory and are used in many police departments today: (6)

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1. The organization follows the principle of hierarchy. 2. Specialization or division of labor exists. 3. Official policies and procedures guide the activities of the organization. 4. Administrative acts, decisions, and rules are recorded in writing. 5. Authority within the organization is associated with one's position. 6. Candidates are appointed on the basis of their qualifications, and training is a necessary part of the selection process.

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A negative side effect of specialization is that

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units often fail to coordinate their activities or work together when tackling complex problems.

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Negative side effects from rulification include a failure to use

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innovative solutions to problems and to concentrate on procedures as opposed to solving problems

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A negative side effect of recorded decisions is that too much emphasis is placed on ensuring that documents are properly completed and recorded while actual police work may be neglected. It also

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slows down decision making and the communication of decisions

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A negative side effect of positional authority is that it often:

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does not recognize the ability or expertise of lower-level subordinates who may be able to contribute to the solution of problems

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A problem with police training is that it often focuses on:

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A. policies and procedures and fails to enhance officers' decision-making and problem-solving skills, especially as they relate to dealing with people

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Police managers see this, as the primary means of reducing potential problems

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conformity

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These types of organizations are more open, and delegate higher levels of responsibility to subordinates at the operational levels of the organization.

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Organic organizations

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Organic organizations delegate decision making to the lowest level in the organization. Unit commanders, rather than top administrators, should be making decisions about priorities and which problems have a higher priority. This is best accomplished through:

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vertical staff meetings where officers of all ranks meet to discuss problems

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This model is totally inappropriate for community policing.

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the military or traditional

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Community policing entails allowing officers a great deal of discretion in handling calls for service and problems—discretion is more important than conformity.Three ways a police department's organization can be altered to meet these needs:

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1. Police leadership must be changed. Police administrators must be committed to community policing. 2. Community policing consists of two very important elements: community partnerships and problem solving. These two elements must permeate the department from top to bottom. 3. The department must change its culture. It must move from a traditional police culture to one that is open and committed to community policing. This means that a department must examine its policies and procedures to ensure they facilitate and encourage community policing.

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It is important to understand that partnerships within the context of community policing should serve the two interrelated goals of:

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increasing trust and enhancing collaborative problem-solving efforts.

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The first step of any problem-solving effort should be to:

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prioritize crime and disorder problems

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The second primary purpose of partnerships is to:

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conduct collaborative problem-solving efforts

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Partnerships also work best when there are

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clear agendas and expectations among partners

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The philosophical facet of community policing focuses on defining police work broadly using community needs to create partnerships in identifying and solving problems. This process begins with:

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strategic planning

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simply, this is the identification of goals and objectives, and a determination of how they will be achieved

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Strategic planning

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Strategic planning in the traditional police department generally has two components:

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1. First, the department tends to respond to crime and calls for police services as it has traditionally. 2. Second, the department reacts when a significant problem arises. Media coverage often precedes the department's recognition of the problem.

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In addition to obtaining information from the elected officials, police administrators should solicit information from all sorts of people within the community including: (5)

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1. civic organizations, 2. business leaders, 3. community leaders, 4. neighborhood groups, 5. and individuals.

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This, will, over time, reduce or remove many of the barriers to a cooperative, working relationship, especially if the participants sense a genuine interest on the part of the police to be guided by their needs

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Open dialog

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A genuine interest is best demonstrated by using people's:

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input and such actions engender trust and further participation

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Police officers must understand that they should be concerned with the overall:

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health of the community

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There are several mechanisms available to the police administrator that can be used to facilitate communications with the community. They include the following: (3)

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1. Neighborhood counsels . 2. Chiefs advisory committee. 3. Special committees.

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These, provide feedback on what are the most pertinent problems in a neighborhood and neighborhood expectations of the police.

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Neighborhood counsels

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These counsels often are comprised of leaders such as: a. religious leaders, b. businesspeople, c. community activists, d. and ordinary people

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Neighborhood counsels

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members of this committee should represent large diverse constituencies. Such a committee can provide broad-based opinions and ideas about community problems and police initiatives

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Chiefs advisory committee

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These committees can be appointed to study individual problems that are occurring in the community or in a neighborhood. These committees are generally devoted to a particular problem or area.

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Special committees

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Police administrators should attempt to improve communications within the department. As such, there are several vehicles that can be used, including: (3)

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1. Command or administrative staff meetings. 2. Quality circles . 3. Unit meetings .

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At a minimum, they should occur weekly. They should include program updates and progress reports as a part of the agenda. This increases the probability that new or unresolved problems will be identified.

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Command or administrative staff meetings

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These are formed to deal with significant problems in the department such as use of force, increase in auto thefts, or changes in policies. Various ranks, especially lower ranks, should be represented in the meetings, and depending on the problem, officers from several different units should be involved in the meetings.

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Quality circles

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They are virtually vertical staff meetings. often can provide valuable input to decision makers about problems. generally focus on a particular problem or issue.

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Quality circles

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These meetings should be afforded the time periodically where all officers assigned to the unit or at least a representative sample of officers can meet and discuss problems and unit objectives.

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Unit meetings

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These meetings can increase commitment to programs on the part of officers, and they can provide new and innovative strategies for dealing with problems

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Unit meetings

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There are several departments that can be helpful to the police including: (7)

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1. code enforcement, 2. public housing, 3. alcoholic beverage control, 4. fire, 5. recreation, 6. parks and recreation, 7. and sanitation.

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The most way of collating the information is by effective:

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geography

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This was pioneered in New York City by William Bratton and Jack Maples and is an acronym for computer statistics in some locations, while others refer to it as compare statistics.

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COMPSTAT

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This is a managerial process that uses crime analysis information. It consists of periodic meetings, usually weekly or monthly, where unit commanders and management staff are assembled to discuss crime problems. The foundation of the meetings is crime maps showing the crimes and crime trends in the various patrol areas.

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COMPSTAT

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COMPSTAT also adds accountability to the mix since it provides a:

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constant level of feedback relative to the success of operations

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Henry (2002) examined COMPSTAT in New York and found that it consisted of three distinct, weekly reports.

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1. The COMPSTAT Report. 2. The Commander Profile Report . 3. The Crime Mapping Report .

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This compstat report allows commanders to discover trends over time or in specific locations. The maps assist the commanders in developing better tactics for dealing with the problems in their areas.

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The Crime Mapping Report

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This This compstat report allows administrators to examine individual commanders over time and compare each with the other commanders. Such a comparison can identify problem commands.

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The Commander Profile Report

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This compstat report contains information on population and demographics for each command area, number of assigned personnel, complaints filed against officers in the command, vehicle crashes involving departmental vehicles, response time to calls for service, number of on-duty injuries to officers, and amount of overtime expenditures.

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2. The Commander Profile Report

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. This compstat report allows management to make a determination about each precinct's problems and the efforts exerted to solve the problems.

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The COMPSTAT Report

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This comstat report can also provide information on officer productivity to determine those officers who are making more and fewer arrests and issuing citations. This information would be helpful in identifying officers in need of additional supervision and training

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The COMPSTAT Report

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A deficiency in many of the current COMPSTAT programs is that the analysis and discussions center exclusively on crime statistics and often do not include:

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input or information from members of the community

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The current Compstat system presents three problems:

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1. It deems people and community input as being irrelevant. 2. Problems identified through community member input may be more important or critical, at least to the people who are affected by the problems, but such problems are ignored. 3. Merging community member input with crime analysis and COMPSTAT data may result in a more comprehensive understanding of crime problems and the identification of more effective solutions

question

Weisburd and his colleagues (2004) found that the concentration of crime in hot spots is fairly stable over time. Also, there are different types of hot spots, such as: (4)

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1. street drug markets 2. gun violence 3. violent crime 4. crime and disorder

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This can be useful in identifying and diagnosing hot spots.

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COMPSTAT

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Coverage of community policing topics such as problem solving, community relations, and community building are secondary and often receive inadequate attention or emphasis. Many police officers, especially these , are resistant to this training.

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probationary officers

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Cheurprakobkit (2002) examined community policing attitudes in a medium sized department and found that concepts relating to community policing tactics were accepted by officers, but these two issues, were not understood and officers resisted them.

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philosophical and organization issues

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Haarr (2001) found that community policing training positively increased officers' attitudes toward community policing and problem solving, but these positive attitudes dissipated over time after:

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officers were assigned to field training officers

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There are several critical elements of tactical planning including (3) :

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1. supervision, 2. geographical focus, 3. reoriented police operations and problem solving.

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This is the key to the successful implementation of community policing, and administrators must ensure that middle managers and supervisors understand and embrace it.

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Supervision

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Supervision This is the key to the successful implementation of community policing, and administrators must ensure that middle managers and supervisors understand and embrace it. This is best achieved though: (3)

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1. training, 2. policies, 3. direction

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Engel identified four distinct types or styles of police supervisors:

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1. The traditional supervisor . 2. Innovative supervisors . 3. Supportive supervisors . 4. Active supervisors.

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This type of supervisor, expects aggressive policing from subordinates. They are task oriented and are interested in "bean counting" where numbers of arrests, citations, response time, and paperwork are most important. They may give lip service to community policing, but they tend to emphasize traditional measures of policing.

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The traditional supervisor

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These supervisors, embrace community policing. de-emphasize "bean counting" activities. They understand and value problem solving and community relations.

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Innovative supervisors

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These supervisors are relationship oriented. They attempt to provide a buffer between officers and management policies. They want to remain "friends" with subordinates.

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Supportive supervisors

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These supervisors are very active in the field, often making arrests and writing citations, as well as supervising officers. They essentially are street officers who have not come to understand or accept the responsibilities of supervision.

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Active supervisors

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Police departments that are committed to community policing should attempt to select and train supervisors in the:

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innovative style

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The innovative supervisors tended to concentrate on the administrative duties associated with community policing rather than community policing itself. It appears that departments have not successfully implemented all facets into their management model. This is best attained through: (4)

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1. better training, 2. direction, 3. elaboration of goals, 4. and systems of accountability such as COMPSTAT.

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This is where officers come to know and associate with the area and people they patrol or police. When officers come to associate with the people and their beats, they tend to take more pride in their work and tend to exert more effort in preventing crime in their beat areas.

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Territorial imperative

question

To accomplish territorial imperative, police executives must ensure that the beat layout provides officers the opportunity to develop relations with people. This is accomplished by:

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examining officers' workload

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Officers should have this percent of their patrol time uncommitted to engage the community.

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30 to 40 percent

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Parks and his colleagues (1999), however, found that when officers met or engaged people, they spent a majority of their time with:

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people they knew or people that had no problems

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One must also remember, that under community policing, beats are not just constructed from a police perspective or work; they must take into account numerous human interactions that give shape to a location's:

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"natural" geography

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Typically, officers respond to calls for service and provide one of the following responses: (5)

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1. make an arrest. 2. issue a citation, 3. advise the complainant to obtain a warrant or restraining order, 4. provide some type of service, 5. or provide information.

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These types of meetings can be used as a technology transfer and organizational development tool. It can also be used to focus police operations on problems and to evaluate the effectiveness of tactics once they have been deployed.

answer

COMPSTAT

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One aspect of community policing that has received insufficient attention is:

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implementation

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Perhaps the best way to understand implementation is to examine:

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the literature on change

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Police departments have approached implementation from two directions:

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1. Department-wide. A problem with this strategy is that it tends to diffuse efforts. 2. Implementation via a specialized unit. Results in many officers not being involved in community policing or buying into the concept.

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Regardless of the strategy used, police administrators must plan for implementation of community policing. There are eight steps in the change process that should occur or be approximated when implementing or bolstering a department's community policing efforts, they are: (8)

answer

Step 1—Performance Cap Step 2—Recognizing a Need for Change Step 3—Creating a Proper Climate for Change Step 4—Diagnosing the Problem Step 5—Identifying Alternative Strategies Step 6—Selecting the Strategy Step 7—Determining and Operationalizing Implementation Strategy Step 8—Evaluating and Modifying the Strategy

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This refers to a situation where the department's performance does not match the chiefs organizational expectations, or where performance and expectations do not match community members' expectations.

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A performance gap

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When these are specified, they provide more detail about where the department is and what its community policing program should look like.

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performance gaps

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This relates to actions whereby administrators prepare and sell the change to departmental constituents and to people affected by the new program.

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Creating the proper climate

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Skogan (2004) notes, community policing often fails because of resistance from the following four (4):

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1. line officers, 2. resistance by police managers, 3. resistance by police unions, 4. resistance by specialized units

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Changing values is not definitive; there must be an announced change in departmental goals, reward-punishment systems, management, supervision, personnel practices, and leadership. Sparrow (1988) summarizes the extent to which change must be implemented: (8)

answer

1. movement of the most talented and promising personnel into the newly defined jobs; 2. making it clear that the route to promotion lies within such jobs; 3. disbanding those squads that embody and add weight to the traditional values; 4. re-categorizing the crime statistics according to their effect on the community; 5. redesigning the staff evaluation system to take account of contributions to the nature and quality of community life; 6. providing in-service training in problem-solving skills for veteran officers and managers; altering the nature of the training given to new recruits to include problem-solving skills; 7. establishing new communication channels with other public services; 8. and contracting for annual community surveys for a period of years.

question

When implementing Community Policing it requires a total commitment from the police chief and his or her staff. It also requires that they develop an implementation strategy that addresses:

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every part of the department

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Brown (1989:5) provides some guidance on how to proceed when implementing community policing. Actions that should prepare a department for community policing include: (4)

answer

1. Breaking down barriers to change; 2. Educating its leaders and rank-and-file members for community policing; 3. Reassuring the rank-and-file members that the community policing concepts being adopted were not imported from outside the department but instead were an outgrowth of programs already in place; 4. Reducing the likelihood that members of the department would reject the concepts of community policing as "foreign" or not appropriate for the department and the community.

question

Basically there are two strategies for implementing community policing: piecemeal and comprehensive strategies: This model attempts to introduce community policing concepts and techniques throughout the department.

answer

Comprehensive model

question

Basically there are two strategies for implementing community policing: piecemeal and comprehensive strategies: This model approach introduces them to a specialized unit charged with community policing throughout the community or a geographical area where they supplant traditional policing. The piecemeal approach is commonly used in large departments while the comprehensive approach is used in smaller agencies:

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Piecemeal approach

question

Toch and Grant (2004) used the term, " to describe units that were out of the mainstream. In their worst form, such units become ridiculed, criticized, and undermined by other units and personnel

answer

"innovative ghettos"

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This is one of the major advantages of community policing as a strategy. They can contribute to problem identification and solutions. They also can be on the forefront of developing community partnerships.

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Involvement of line police officers

question

Walsh (1995) found four (4) major stumbling blocks for officers involved in community policing:

answer

1. a lack of support and understanding from patrol supervisors and officers; 2. minimal managerial support; 3. no job descriptions for community policing supervisors and CPOs; 4. no policy or directives regarding a community policing program.

question

One of the major errors that police administrators traditionally have made is to assume that their programs were properly and correctly implemented and that:

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the programs were producing desired or anticipated results

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These two, have the responsibility of monitoring and evaluating community policing once it is in place. They must identify any irregularities or problems and ensure that operational corrections are made.

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Middle and upper management

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Once community policing is implemented, administration must take measures to ensure that it becomes institutionalized. They must develop, this type of structure,that continuously encourages officers to use community policing.

answer

a reward and reinforcement structure

question

This is the process of directing and influencing people or groups of people to achieve goals.

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Leadership

question

The most appropriate style of leadership when implementing and sustaining community policing is:

answer

transformational leadership

question

Schermerhorn (2008) has identified six (6) the elements of transformational leadership:

answer

1. It requires that the leader have a vision. The vision must consist of a sense of direction; this direction must be communicated to the organization. 2. The leader must have charisma, or the ability to motivate and inspire others toward accomplishing objectives. 3. Symbolism is important. Whether it is the creation of new units or commendations, the organization must have visible vestiges of the new direction—community policing. 4. Subordinates must be empowered to become involved in the new strategy, including subordinate self-motivation as well as direction from top administrators. 5. There should be intellectual stimulation. 6. The leader must have integrity. This means the leader must be open and honest about changes.

question

The first step in successfully implementing community policing is to:

answer

evaluate the department's organizational structure and make changes

question

The second step in successfully implementing community policing is to:

answer

the department's values must be changed

question

The third step in successfully implementing community policing is to:

answer

, internal processes in the department must be modified to reinforce community policing

question

The fourth step in successfully implementing community policing is to:

answer

the police must recognize that they cannot do it alone

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