Community and Problem-Oriented Policing

1. Community and Problem-Oriented Policing Seventh Edition Chapter 9 Planning and Implementation: Keys to Success

2. Learning Objectives (1 of 2) 9.1 How individuals engage in strategic planning for major decision making. 9.2The primary elements and importance of strategic thinking and strategic planning. 9.3 How approaches to strategic policing have been affected by the recent recession. 9.4The importance of developing and applying a planning document.

3. Learning Objectives (2 of 2) 9.5 The roles of chief executives, middle managers, first-line supervisors, detectives, patrol officers, and labor unions in planning and implementing community policing and problems solving. 9.6 Several ways in which one can undermine the implementation of this strategy. 9.7How to recognize and cope with resistance to change in the organization using force field analysis. 9.8 Some major considerations involved when one is assigned to engage in a major problem solving project.

4. Introduction • Police personnel of all ranks need to think strategically and plan ahead for outcomes and repercussions • There are rational and formal approaches for police to use in transitioning to community policing and problem solving

5. Alignment of organizational Systems to Support Community Partnerships and Proactive Problem-Solving

6. Personal Perspective: Strategically Planning Your Future • How does an individual engage in strategizing at major junctions in his or her life? • Must see the big picture and its operational implications • Both strategic thinking and strategic planning require a process and formulation • Both are necessary and neither is adequate without the other for effective strategic management

7. Strategic Planning: Basic Elements (1 of 2) • Strategic planning is a leadership tool and a process • Purpose is to help an organization do a better job • To focus its energy, ensure that members of the organization are working toward the same goals, and assess and adjust an organization’s direction in response to a changing environment • Guides what an organization is, what it does, and why it does it, with a focus on the future

8. Strategic Planning: Basic Elements (2 of 2) • Strategic planning began in the military • Can include the following elements: • Oriented toward the future • Based on thorough analysis of foreseen and predicted scenarios • Thoroughly analyzes its internal and external environment • Qualitative, idea-driven process • It is a continuous learning process • When successful, it influences all areas of operations

9. First and Foremost: A forward-Thinking Perspective for Navigating the Future • Futurist perspective will benefit police department in several key areas: • Recruiting and hiring • Budgeting • Technology • Case and statutory law • Transportation

10. The Changing Face of Policing- in a Dire Economy • Great Recession of 2007-2009 altered what was a stable, recession-proof, high security job • Police were laid-off, not hired after completing the academy, police departments merged • Shirking budgets forced agencies to focus on what could be sacrificed from their normal level of service • Had to maintain the same quality, level of protection and emergency responsiveness, but had to develop new and innovative techniques that were cost-effective

11. The Planning Document: A Guide for Implementation (1 of 2) • Strategic planning is both a document and planning process • Document serves as a guide in the implementation process • Planning document should include: • Development statements of vision, mission, and values • Identification the primary objectives that define the critical anticipated outcomes • Selection of strategies from various options

12. The Planning Document: A Guide for Implementation (2 of 2) • Planning document should include (continued): • Setting of goals that are general statements of intent • Setting objectives which are specific, measurable, and time-bound • Setting activities that are detailed steps necessary to carry out each strategy • Identification of a responsible person for every task • Setting of timelines for the completion of tasks • Exhibit 9-1 on Durham, New Hampshire is an example

13. Key Leaders and Components • Most police executives have implemented community policing agency-wide • Some have only implemented it in a small unit or in an experimental district • This is not recommended; it might create a perception of elitism • Four principle components of implantation profoundly affect the way agencies do business: • Leadership and administration, human resources, field operations, and external relations

14. Leadership and Administration: Management Approaches • Minimum requirement that leadership change the philosophy to problem-oriented policing • Begins with a development of a new vision/values/mission statement • Leadership should be promoted at all levels • Management should shift from controller to facilitator

15. Chief Executives • To get the whole agency involved the chief executive must: • Communicate to all department members the vital role of problem solving in serving the public • Provide incentives to engage in this strategy • Reduce the barrios to problem solving • Show officers how to address problems

16. Middle Managers • Middle managers (captains and lieutenants) are crucial in planning and implementing community policing and problem-solving • They need to encourage officers to be innovative, to take risks, and be creative

17. First-Line Supervisors • First-line officers and senior patrol officer seem to generate the greatest resistance to community policing • They usually have long-standing working styles, and may be disenfranchised by the management system • Dealing with these difficulties varies among agencies

18. Human Resources • Human resources constitute the basis of organizational culture • To model problem-oriented practices officers might need mechanisms to motivate, challenge, reward, and employee behavior correction which can come from the human resource department • Recruiting, selection, training, performance evaluations, promotions, honors and awards may also promote problem-solving tenets

19. Labor Relations • Police unions may pose a challenge for leadership in the implementation of problem-solving initiatives • Labor organizations may view certain changes as threats to officer’s lateral mobility, promotional opportunities, career development, changes to shifts and beats • Wise to include labor representatives in the planning and implantation process from beginning to end • Problem-solving efforts are important from both the labor and management perspectives

20. Field OperationsDecentralized Services • Problem solving becomes challenging when managing CFS • Requires comprehensive workload and crime analysis, call prioritization, civilianization of some services, and alternative means for handling calls • Decentralized approach assigns officers to a specific beat or area • Officers then become concerned about what happened to “their beat” when off duty

21. Detectives • Detectives may view problem-oriented policing as strictly for the patrol officers • Detectives need to believe crime prevention is their principle obligation, and not just exclusive to patrol officers • Detectives can attend community meetings, have valuable knowledge for crimes in the community, and have relationships with community members as well as victims of crime

22. Top Priority: Patrol Personnel • Most police officers became police officers because they wanted to help people • Problem-oriented and community-oriented policing allows for this • This makes police work more rewarding

23. External Relations • Collaborative responses are essential to the success of community policing • Communication, relationships, and information sharing are required for success • Police agencies must educate and inform their external partners about police resources and neighborhood problems • Media, social media, surveys, newsletters, community meetings • Elected officials can also provide direction and support

24. Ten Ways to Undermine Community Police and Problem Solving (1 of 2) • Oversell it • Don’t be specific • Create a special unit or group • Create a soft image • Leave the impression that community policing and problem-solving is only for minority neighborhoods

25. Ten Ways to Undermine Community Police and Problem Solving (2 of 2) • Divorce community policing and problem-solving officers from “regular” police work • Obfuscate means and ends • Present community members with problems and plans • Never try to understand why problems occur • Never publicize a success

26. Resistance to Change: Using Force Field Analysis (1 of 2) • Force field analysis is a useful technique for analyzing sources of support and resistance • Developed 1943 by German social psychologist Kurt Lewin • Want to reduce resistance to change by: • Increasing forces in support of change • Decreasing forces against change • Doing both in combination • There is inertia that the change agent must anticipate and overcome

27. Resistance to Change: Using Force Field Analysis (2 of 2) • Three steps in conducting a force field analysis: • Identify driving forces • Analyze the forces • Amenability to change, potency, and consistency • Identify alternative strategies • A strategy might be to list the forces for and against the change

28. You Be the Change Agent: Some Hands-On Activities • Refer students to the two case study activities on pages 181-185 for discussion • Also, Exhibit 9-4 provides a case study in planning and implementing community policing and problem solving in Concord, California