Implementing Community-Oriented PolicingChapter 6.docx
- 1. Implementing Community-Oriented Policing Chapter 6 Implementation Community-Oriented Policing has three integral parts Strategic-Oriented Policing Neighborhood-Oriented Policing Problem-Oriented Policing When used together they form a conceptual and practical framework. To implement this framework all three components must be integrated into a continual process that operated on the theory of mutual dependence. Implementation This style of policing does not work on a consecutive or cyclic manner
- 2. It is a web of interdependence where each component compliments the others All of the components must work together to reduce crime, community fear levels, etc Implementation The most difficult part of COP is transforming policy into action. How does a department transform the COP philosophy into some type of executable program It requires extensive research Implementation becomes the most critical aspect of COP Implementation Police administrators must be aware of the potential obstacles to COP It will affect the line officers, which can add or detract to the implementation process. What is the environment of the department and the attitudes of
- 3. the officers. The climate of the department must be taken seriously Implementation The climate of a department includes a wide variety of variables Two predominant factors Management Organizational structure Implementation Management If supervisors currently have a good working relationship with officers and provide leadership, discipline and control then the potential for successfully implementing COP increases Equally important is the organizational structure; it should have a clear chain of command, strong division of labor, unity of command, and a reasonable span of control Isn’t this counter to previous calls for decentralization and employee empowerment in COP
- 4. Implementation Departments in the west are more likely to implement COP Organizational age is a factor – The older a department the more likely they are to successfully implement COP Population Mobility had a positive influence on implementation because mobile populations are more receptive to such programs Implementation COP funding from the federal government and those agencies that have formal structures of control (policies, directives, etc) Police Chief turnover – the more turnover, the less likely to implement COP The most influential factors is an agencies previous implementation of COP. Prior implementation allows and agency to build on the past
- 5. Implementation What is management’s ability to implement change Any organization will resist change Police departments will resist change even more You have to change the subculture and the bureaucracy two of the most difficult components to change It is a long-term process Who is the customer? COP in Action –Page 131-132 Review Question – Why does law enforcement have a hard time identifying with their customer base? Have we lost sight of who our customer is? Who we are here to serve? Implementation The management technique of instrumentalism is the key to full implementation over the long term because it assists management with institutionalizing COP without being excessively intrusive into operations and to allow for
- 6. experimenting. Five stages for implementation Planning stage Moving through the micro-community-oriented policing stages Transitional Macro-Community-Oriented Policing stages The institutionalization of the original policy Implementation One would assume that the community would initiate the COP programs However, realizing the current state of life in the U.S. the community is often broken, transient or non-existent in the sense that members of the community desire to remain anonymous, are apathetic and do not want to get involved. They just want the government to clean up their neighborhoods and solve their problems. Implementation The primary group who participate in COP and voluntarism are Homeowners Middle-Class Well-Educated
- 7. Married With Children This group will have their own priorities and set of problems Implementation The poor, undereducated, disorganized citizens will likely have a greater need for police and COP services You end up with the situation where those who need the program the most will be the least likely to get it. They will be less likely to implement it, participate in it and less likely to support police efforts How do you overcome this problem? Implementation Who initiates? The police can initiate and the community responds The community can initiate and the police respond The community can initiate and the community responds The police can initiate and the police respond The best response, The police and community initiate and the police and community respond (this is ideal community-oriented policing)
- 8. Who InitiatesIIIIIIIV V Responders Initiators Police Police Community Community Implementation It is likely that the police will be the ones to initiate COP. But they must continually try to involve the public and other agencies and organizations Drawbacks The police can initiate a program with the intent of involving the community. The may find they had success without the
- 9. public and they may find it easier. The police may exclude the community from future attempts The community may realize that the police are having some success without them and resign themselves to a state of learned helplessness. They may become so dependent on the police that the abdicate all authority and responsibility to the police alone Drawbacks As the police attempt to draw the community into the systematic approach the community may become suspicious, reluctant, and possibly even militant towards the police. The police may have to sell the concept to an unwilling public Drawbacks In some instances the community may need to sell the concept to an unwilling police department. This has the benefit of outlining what the public wants because they are usually vocal at this point The police may be so well entrenched in their old methodology that they may resist change
- 10. The public may take matters into their own hands, over step boundaries and even resort to vigilantism Implementation The fifth alternative is ideal with both the police and community initiating and responding to the issues. The ideal initiation would revolve around three components Strategic oriented policing Neighborhood oriented policing Problem oriented policing Neighborhood Development The issue of who initiates deals with the willingness of the police and community to adopt COP To be truly “community oriented the main focus should be on the conditions of each neighborhood. Not all communities are equal and not every group should receive the same response.
- 11. Neighborhood Development There are four types of neighborhoods Strong Vulnerable Anomic Responsive The two key variables are The level of crime and disorder Level of dependence for dealing with crime and disorder Neighborhood Development Strong Neighborhood One where crime is low and the neighborhood members are either interacting interdependently on issues of community disorder or they are organizing themselves to do so Vulnerable Neighborhoods Have low levels of crime and disorder but they are also low in terms of community development
- 12. Neighborhood Development Anomic Neighborhood High in crime and disorder and low in neighborhood development Responsive Neighborhood High in crime and disorder, but are working together with the police to resolve them The type of neighborhood determines the policing style So what is the real world application? Examples Neighborhood Development Strong Neighborhood Policing style Supporting and recognizing Need little assistance from the police Should be recognized for the achievements to maintain low levels of crime Vulnerable Policing Style Substituting and Selling While they do not have a crime problem they can use assistance in helping them to organize to deal with problems The police should work to build strong communities by substituting quality of life issues
- 13. Neighborhood Development The third style “securing then organizing” This is for neighborhoods that have serious crime problems that need to be secured prior to organizing the community to deal with problems Similar to “weed and seed” programs Problems can be so complex it may take be to much for one agency Utilize schools, churches, social services, etc The Three Components The first step in implementation should be strategic –oriented policing Directed patrols, aggressive patrols and saturated patrols The initial goals is to drive the crime out or to at least drive it underground or behind doors The police can not stay in one place forever. This is where neighborhood-policing comes into play
- 14. The Three Components This give a community respite from the problem and it reduces fear levels It allows time to implement COP without the concerns the problem element created It provides time for the program to take hold, allowing it to grow stronger The Three Components The type of neighborhood policing should result from community/police cooperation All types of programs should be considered; Community patrols Community crime prevention Foot patrols Bike patrols Neighborhood watch Clean up days Block parties Citizen patrols Citizen academies
- 15. The Three Components Problem-Oriented Policing plays a major role in COP and it is a continuous process Problem-Oriented Policing should commence at the same time as strategic policing and should never stop POP may assist in the identification of the problem May help determine the root problem POP may be conducted entirely separate from the other two and later integrated Neither program operates independently, nor are they mutually exclusive The Three Components When officers and citizens are acquainted citizens felt this allowed them more leeway. Familiarity breeds contempt The belief that minority officers work better in minority neighborhoods is false. Citizens of races different from those of police officers where more compliant. The interrelationship of the three components becomes key to COP. All three must be present.
- 16. Ideally all three should be diffused into the community and they should begin to occur simultaneously Incrementalism The incremental method of change is slow moving that allows a manager to implement change on an acceptable level The task is brought down to smaller size and is more manageable. Personnel adapt more easily You do not have to make big changes that require predictions beyond their knowledge You can test each step before moving on You can fix a potential error before it becomes too big Incrementalism Logical incrementalism – 5 stages General concern: a vague felt awareness of an issue or opportunity
- 17. Broadcasting of the general idea without details. The idea is floated for reactions and for refinements Formal development of a change plan Use of a crisis or opportunity to stimulate implementation of the change plan Adaptation of the plan as the implementation progresses Incrementalism Incrementalism is especially important when trying to move a traditional department towards COP 11 leadership actions Use multiple information sources Build organizational awareness of change Legitimize new viewpoints Use tactical shifts and partial solutions to refine ideas Establish political support and overcome opposition Maintain flexibility Use trial balloons and systematic waiting Create pockets of commitment Crystallize organizational focus Formalize commitments to adopt the change
- 18. Stages Stage Est. TimetableIPlanning 6 Months to 2 YearsIIMicro-Community oriented policing1 ½ to 4 Years IIITransition2 ½ to 7 yearsIVMacro Community oriented policing4 ½ to 10 Years VCommunity-Oriented Policing6 ½ to 14 years The Four Stages The first stage is planning The department and the community should establish their long- term goals The formation stage which ends with the community and the police commence incremental change Identify the police and community participants The must be strong collaboration and both parties must commit to COP A formal policy is developed, new mission statement Select targets The Four Stages
- 19. Stage Two – Micro- Community Oriented Policing The department begins to test some of the concepts and programs, synthesis the three components of COP, Does not make major changes to the department Develop a test site May for a small team or special unit A target is selected from stage one and you commence with strategic oriented policing Once you begin to see results you move to step three The Four Stages Potential problems By isolating a specialized team they may be subject to department ridicule Everyone not on the team may feel exempt from COP If the unit develops information about community concerns it is difficult to get the rest of the dept. to listen The organization may not continue to look for ways to improve community relations
- 20. The Four Stages Stage Three – Transition The department begins to apply the systemic approach to COP COP should commence to all officers on the dept. The department begins implementation starting at the time of an employees hiring and recruitment The Four Stages Stage Four Macro-Community Oriented Policing Begins at the point the entire department has seen some implementation and ends with full implementation In should no longer apply to only target areas in the community, the entire community is involved. Complete decentralization of the department should be apparent All three components operating consistently
- 21. The Four Stages Stage Five – Community Oriented Policing The entire department has been decentralized, all three components fully implemented, power has shifted to the community Most departments are in the micro COP stage, very few in the Macro COP Stage It will take commitment and dedication Problem-Oriented Policing Chapter 5 Problem-Oriented Policing A problem well stated is a problem half solved. Charles Kettering The Problem-Oriented Policing component is a concerted effort on the part of the police and community to resolve the causes of criminal activity and order maintenance issues rather than the symptoms Problem-Oriented Policing addresses a particular problem,
- 22. analyzes the problem, determines a course of action, implements the program, the evaluates the response. If the problem is resolved then the police and community only have to keep the problem in check. If it is not resolved, alternative solutions are generated and implemented Problem-Oriented Policing The goal of problem-oriented policing is for the police and community to work together in solving problems that cannot be solved by traditional police work or that needs special attention in the form of developing a tailor-made response for a particular problem and/or situation Problem-Oriented Policing The concept of problem-oriented policing was not created within the parameters of COP, but separately and at relatively the same time. Goldstein studied the police response to various types of crime and developed an alternative to improve the police response Goldstein’s concept attempted to create a more efficient response to repetitive problems
- 23. Problem-Oriented Policing At about the same time James Q. Wilson and George L. Kelling developed the Broken Windows Theory which would be the catalyst for community-oriented policing POP is part of community-oriented policing. They are two different philosophies Problem-oriented policing relies on and supports community- oriented policing but it is not syn0nymous with COP Problem-Oriented Policing Problem-oriented policing may not be synonymous with community-oriented policing , but community policing is synonymous with problem-oriented policing. Problem-oriented policing was designed on its own and can operate and function on its own without the implementation of COP However, COP cannot be implemented without the assistance of the problem-oriented policing approach. Therefore, COP is synonymous with POP. See Table 5-1 Page 104 for a comparison
- 24. Problem-Oriented Policing Goldstein’s study was conducted as a result of the ineffectiveness of policing styles in the 1960’s and the demands for a change in the way the police conducted their business. Goldstein’s article successfully showed that the police focus on how to deal with the means of a situation rather than the ends. By dealing with the ends, the police would have a better rate of success in the multitude of problems they face. Problem-Oriented Policing Many of the same problems with POP became apparent in COP They were only partially implemented and/or implemented in name only. They were being broadly defined which created the risk that the theories would be drained of much of their legitimate meaning. Problem-Oriented Policing Goldstein tried to clarify POP. He cited 5 concerns as strongly influencing its creation
- 25. The police field is preoccupied with management, internal procedures, and efficiency to the exclusion of appropriate concern for effectiveness in dealing with problems. With look at the short term, not the long term The police devote most of their resources to responding to calls from citizens, reserving too small a percentage of their time and energy for acting on their own initative to prevent or reduce crime and disorder problems (we like to keep the criminal in charge of how we spend our time) Problem-Oriented Policing The community is a major resource with an enormous potential, largely untapped, for reducing the number and magnitude of problems that otherwise become the business of the police. (Because of our own ineffectiveness we may not have time to be proactive) Within their agencies, police have readily available to them another huge resource their rank and file officers, whose time and talents have not been used effectively. Efforts to improve policing have often failed because they have not been adequately related to the overall dynamics and complexity of the police organization. Adjustments in policing and organizational structure are required to accommodate and support change Problem-Oriented Policing
- 26. COPS IN ACTION Underage Drinking Page 106 Problem-Oriented Policing National Institute of Justice Problem-Oriented Policing Study (Newport News, Virginia) Five areas of police research contributed to the formulation and implementation of problem-oriented policing Effectiveness Community Problem studies and how police handle the problem Discretion Management Problem-Oriented Policing More recent research has found that problem-oriented policing can be extremely beneficial when linked with researchers Researchers have the capability to bring their skills into the evacuation process of POP in order to assess the effectiveness of a response. What could a partnership with UVU and specifically a partnership with the Criminal Justice program bring to local communities and students
- 27. Problem-Oriented Policing The Federal Government COPS and COPS Grants Center for Problem-Oriented Policing www.popcenter.org Offers guides to specific problems Funding cut in 2014 (still online) Problem-Oriented Policing COPS Grants Requirements - Points and whether you get the money are determined by COP and POP
- 28. Problem-Oriented Policing COPS Grants Problem-Oriented Policing COPS Grants Problem-Oriented Policing COPS Grants Problem-Oriented Policing
- 29. Problem-Oriented Policing Implementation of POP Goldstein provides the framework and outlines the progression of steps from identifying the problem to evaluating the problem in logical and a concise order. The process is critical to understanding problem-oriented policing and how it integrates with community-oriented policing Implementation of POP Goldstein begins his method with the identification of the problem. He identifies a problem as consisting of three components A cluster of similar, related or recurring events rather than a single incident A substantive community concern A unit of police business
- 30. Implementation of POP Goldstein specifically states that in identifying the problem it is important to select those clustered, reoccurring problems and identify the sole problem solved A police officer will respond to a variety of calls at a particular location although each call may be uniquely different, the calls can be grouped together as a problem focusing on that particular location, as opposed to one situational problem Implementation of POP A central theme to community-oriented policing is who identifies the problem The community should be concerned with identifying those things the community members perceived as the problem because under his definition of problem it must be a “substantive community concern” and this can only be recognized by the community. The police, including rank and file officers should also be involved.
- 31. Implementation of POP You cannot address every problem they must be prioritized Considerations The impact of the problem on the community The presence of life threatening conditions Community interest and degree of support The potential threat to constitutional rights The degree to which the problem effects the relationship between the police and public The interest of rank and file officers The concreteness of the problem (is it overly vague) The potential that the exploration will lead to solving the problem Implementation of POP The list must be fluid, subject to change and reranking It should be a living and list of items of greatest concern to the public Goldstein indicates that the substantive problem must be addressed, rather than those ancillary to the issue. The root of the problem. The actual illness, not the symptom
- 32. Implementation of POP The inquiry must be an in-depth probe, gathering as much information as possible, to acquire the knowledge necessary to address the real source of the problem Sources may include; police files, rank and file officers, victims, the larger community, those causing the problem, other agencies, nearby communities No stone should be left unturned. This is time consuming and takes abundant resources. Implementation of POP COPS IN ACTION Page 112-115 Implementation of POP A simple crime may have compounding effects on a community as a result of its presence. Heroin use in a community may also bring vehicle, residential and business burglaries, loud parties, assaults and robberies,
- 33. excessive weeds and run down properties, etc. Goldstein indicates that the community should identify and address each of these multiple concerns Implementation of POP The police and the community should work together to create a solution to the problem that is acceptable to both parties. The solutions should be a tailor-made response and not a blanket response as is so often the case in police work Several alternative solutions should be developed. The police and community must have free rein to brainstorm solutions that have no limiting criteria placed on them Implementation of POP Any single tailor made response is likely to consist of a blend of alternatives. The integration of various aspects from various alternatives is acceptable
- 34. Implementation of POP Considerations according to Goldstein The potential that the response has to reduce the problem The specific impact that the response will have on the most serious aspect of the problem The extent to which the problem is preventative, reduces reoccurrences, or more acute consequences The degree to which the response intrudes upon the lives of individuals, potential legal sanctions, and potential use of force The attitudes of the community The financial costs The availability of police authority and resources The legality and civility of the response and how it will effect the police/citizen relationship The ease with witch the response can be implemented Implementation of POP Once a choice has been made it is important to implement the solution in a timely manner and too not make excessive alterations just because some people think it may not work A tailor-made response will require a tailor-made method of evaluation Pre/post analysis A survey
- 35. Police data analysis Others The evaluation must be done in a fair and unbias manner to assess the viability of the program. Don’t alter the data to make yourself look good. The Problem-Solving Process SARA – A method for locating and solving problems SCANNING ANALYSIS RESPONSE ASSESSMENT The Problem-Solving Process COPS IN ACTION – Page 118-119 The Problem-Solving Process
- 36. The scanning stage of SARA involves reviewing the various calls and complaints in a neighborhood and attempting to identify a problem. It should involve every member of the department Seek information from the community, schools, neighborhood watch groups. The Problem-Solving Process The second stage of SARA, the analysis stage has two objectives. To obtain as much information as possible on the problem and to develop a full understanding of the problem. The officer may use a checklist to gather information in a methodical manner by addressing three categories of problem characteristics (Actors, Incidents, Responses) Once this is completed the seconds part of the analysis stage, developing the response begins. A variety of responses should be considered. The Problem-Solving Process Sample Checklist Actors Victims
- 37. Lifestyles Security measures taken Victimization history Offenders Identity and physical description Lifestyle, education, employment history Criminal History Third Parties Personal data Connection to victimization The Problem-Solving Process Incidents Sequence of events Events preceding the event The event itself Events following the event Physical Contact Time Location Access control and surveillance Social Context Likelihood and probably actions of witnesses Apparent attitude of residents towards the neighborhood
- 38. The Problem-Solving Process Responses Community Neighborhood affected by the problem City as a whole People outside the city Institutional Criminal Justice agencies Other public agencies Mass Media Business Sector The Problem-Solving Process The third stage of SARA is the response stage. There are two objectives Select a solution Implement it The necessity of developing multiple responses becomes clear in this stage. Without a variety of stages the officer would be forced to implement only one or two courses of action which may not be enough to solve the problem. Goldstein, “once a response is selected it must be implemented without reservation and allowed to reach the final stage
- 39. The Problem-Solving Process The response is broken down into one of five categories to help show what it is attempting to accomplish (provide the goal of the response) Solution s designed to totally eliminate the problem