Community Policing-It Simply Makes Sense

Transcription

1 Community Policing-It Simply Makes Sense Charles H. Verschaeve Eastern Michigan University Ypsilanti, MI An applied research project submitted to the Department of Interdisciplinary Technology. August 16, 2004

2 2 ABSTRACT As the trust of the police by the community it protects declines and crime rate continues to increase law enforcement must come up with alternative solutions to regain the confidence of our citizens and while attempting to decrease immoral activity. Community policing is a law enforcement strategy imposed to develop a better relationship between the police and the community. This philosophy is a joint effort between law enforcement and its community to identify problems and mutually search for solutions. This form of policing is widespread throughout the law enforcement community and is adaptable by all police agency types and sizes. This paper will discuss many significant elements regarding the importance of law enforcement agencies to come up with alternative ideas for commitment not only by the police but the public and local government in order to be successful in applying a community-policing plan. It will also review other issues such as funding, training, difficulties and benefits produced. Finally, the research presented will show that it is in the best interest of the Chesterfield Township Police Department to begin implementing a community policing approach in order to better serve our citizens needs and expectations. A strategic plan will be developed and presented at the conclusion of this research paper.

3 3 TABLE OF CONTENTS Abstract... Page 2 Table of Contents.... Page 3. Introduction..... Page 4 Background and Significance..... Page 5 Literature Review.... Page 8 The lost mission of policing.... Page 8 What is the definition of community policing?... Page 9 Community partnership... Page 10 Implementation Page 12 Resistance... Page 15 Benefits... Page 17 Training/Rewards Page 18 Community policing errors. Page 21 Our Children... Page 22 Methodology... Page 23 Results Page 24 Conclusion.. Page 26 Recommendations.. Page 27 Strategic plan.. Page 27 References... Page 32

4 4 INTRODUCTION The advancement toward community policing has gained energy over the past years as law enforcement and government leaders explore for a more successful route to advance public safety and improve the quality of life for its citizens and visitors. The philosophy and practical concept of community policing is continually evolving depending on the needs and responses of the community. Even though these changes occur, all communitypolicing programs have certain basic principles and considerations. There are very good reasons why law enforcement leaders believe that the time has come to change the way policing efforts are applied to the community. These reasons are entrenched in the history of law enforcement practices and police research for nearly 35 years. The ways in which policing was practiced in the past is not necessarily effective today. As crises in our communities continues to rise a sense of security, safety and comfort is being lost by our citizens and must be addressed by introducing new and innovative policing tactics. The social structure of this country has changed drastically. Families are not as stable as they used to be. Single working parents find it difficult to spend quality time with their children leaving them with a void in their life. Community and neighborhood leaders are starting to understand that they must accept accountability for the safety of there neighborhoods and that they must come together and take a zero tolerance stand towards disorder. It is the responsibility of the police to assist them with successfully completing task.

5 5 BACKGROUND AND SIGNIFICANCE (Community Policing: An Overview) The Presidents Commission on Criminal Justice in the late 1960 s provided the backbone for many of the changes to be found today in law enforcement. With the increase crime rate during the 1960 s the government decided to investigate the way in which the criminal justice system functioned and unearth ways to improve it in order to reduce crime. It was discovered that because of many social changes and the increase in diversity traditional policing methods became ineffective (p.1). Police executives and visionaries began working together out of concern that the current justice system was failing. (Bucqueroux p. 1). In 1970 the state of New Jersey announced the introduction of the Safe and Clean Neighborhoods Program, intended to enhance the quality of life in twenty-eight cities. The state was provided with money to assist with taking officers out of their cars and placing them on foot patrol. State officials excited about using foot patrols as way of cutting the crime rate, many police chiefs were skeptical. Many officers disliked the idea of being placed on foot patrol because it meant harder work; it kept them outside in bad weather and reduced their chances of making good arrests. Foot patrol was used by some agencies as a form of punishment. After five years a study was conducted that showed foot patrol had not reduced crime but that residents felt more secure than persons in other areas. The residents in the foot patrol areas had a more positive view towards the police. Even though crime was not reduced, officers were able to elevate the level of public order in these neighborhoods, which reduced the fear of residents in these areas (Oliver p. 4). In the mid 1970 s the city of Flint Michigan also introduced foot patrols. They went substantially further with their program than the New Jersey experiment, focusing on service and customer orientation. It was

6 6 decided to first get the predators off the street and then eliminate disorder (Stevens 2001 p. 13). As part of a strategy they directly involved officers in community problem solving. The officers were trained to do far more than being just a visible deterrent to crime. It was apparent that something had been lost in the process of putting officers in patrol cars. These experiments showed the realization that there might be way to update the traditional role of the beat officer to address issues of modern community problems. The Flint program was evaluated by the Michigan State University and generated the label community oriented policing (Trpjanowicz, Kappeler, Gaines & Bucqueroux p. 6). In conclusion, the two experimental programs had much different results. Just by placing officers on foot patrols does not necessarily deter crime, but when the officers were trained to do far more than to be a visible deterrent and become directly involved in the community solving problems crime was reduced. A police department can have true community policing without using foot patrols, and a department can have foot patrols without a true commitment to community policing (Trojanowicz, Kappeler, Ganies & Bucqueroux 1998 p. 6). The broken windows theory was published in 1982 by George L. Kelling and James Q. Wilson, which described urban deterioration as fostering an environment encouraging criminal behavior. An experiment was conducted in which one vehicle was left abandon in tough neighborhood while another was left abandon in a wealthy neighborhood. The vehicle in the tough neighborhood was stripped within a week. The vehicle left abandon in the wealthy neighborhood was untouched. A window was then intentionally broken out and the vehicle was stripped. They concluded that run down neighborhoods attract criminal behavior and fear. This theory was the basis for the adoption of the community oriented policing philosophy. (Thibault, Lynch & McBride p. 174). In 1983, the late professor Robert Trojanowicz founded the National Center for Community Policing. He viewed a goal of the police becoming partners with the community so they could

7 7 share the responsibility and work in order to make their neighborhoods safer. One of the most powerful means of involving the community in exploring inventive ways to enhance public safety is to provide them a Community Policing Officer who acts as a problem solver and liaison to other public and private agencies (Bucqueroux p. 2). Supporters of the community policing philosophy sincerely believe that this new model has the potential to create a dramatic change in the complete criminal justice system. Success stories encourage confidence that the entire criminal justice system could begin to operate as a flawless whole, with all the elements working in conjunction in making their neighborhoods safer places to live (Bucqueroux 2003 p. 1). The Office of Community Oriented Police Services was created in 1994 by the United States Justice Department. This organization was created to assist law enforcement agencies in developing or improving community policing in their jurisdiction. Since its creation they have awarded more than nine billion dollars in grant money throughout the United States (Schneider, Kimerer, Seaman, Sweeney 2003 p. 1). Many factors set the stage for the birth of community policing (Trojanowicz, Kappeler, Ganies & Bucqueroux 1998 p. 53): Officers in patrol cars, separating them from the community. Restricting the police mission to crime fighting. The reliance of high-tech instruments rather than human contact The insulation of the police administration from the community. Concerns regarding human rights violations by the police. The failure of team policing units reaching the community.

8 8 There is no doubt that with the ever-changing times and wants of community policing the need to generate new ideas will continue. The biggest challenges that the police can face today are finding ways to enroll the cooperation and assistance of the average citizen in order to make their lives more pleasurable and safer (Trojanowicz, Kappeler, Ganies & Bucqueroux 1998 p. 56). LITERATURE REVIEW Over the past 35 years research conducted on community policing has shown that when properly applied many positive changes can be received. The review of literature on community policing focuses on many different aspects of the policing philosophy. Listed are the main topics explored. 1. The lost mission of policing. 2. What is the definition of community policing? 3. Community Partnership. 4. Implementation. 5. Resistance. 6. Benefits. 7. Training and rewards. 8. Community-policing errors. 9. Our children. The Lost Mission of Policing If we lose sight of our Goal, we may take a wrong turn and wander aimlessly. The 1992 civil disturbance of Los Angeles revealed a department that appeared to be the model of professionalism instead was recast as an unsound organization that lost contact with its people. It

9 9 demonstrates the importance of the police and community agreeing on a common mission of policing. This incident demonstrates how susceptible a law enforcement agency can become when viewed as unreceptive to public concerns (Woods & Ziembo-Vogl 1997 p. 1). We have long questioned the key function of a police force and over the last 30 years we have come to a point where everyone has accepted that the role of police officers is more than catching bad guys. In fact most of the calls that officers respond to are non-criminal complaints. The arrival of community policing has resulted in a wider evolving police mission. Today the police see crime, the fear of crime, disorder and the overall quality of life as being main elements of the police mission. Community policing views the fear of crime to be as much of a problem as crime itself (Trojanowicz, Kappeler, Ganies & Bucqueroux 1998 p. 11 & 12). What is Community Policing? Although it is very difficult to define community policing, it is generally described as an operational and management philosophy that is distinctively identifiable. (Swanson, Territo, & Taylor 2001 p. 18). Community Policing is revolutionary in the sense that it offers new resolutions to longstanding troubles. The elements that make up community policing have existed for a long time. In small towns officers and citizens new each other well and often work together to solve issues. It is important that police return to small town policing, acting as peacekeepers no matter how large the city is (Trojanowicz & Bucqueroux 1998 p. 17). Community policing is a worldwide trend and is growing constantly. Many community policing Chiefs now are consultants all over the world (Trojanowicz & Bucqueroux 1998 p. 17).

10 10 It is far more than a plan, a practice or a method. It instead involves a new thought process about how the police operate and think in the community. It is important that they focus on long-term health and a commitment to partnership with the community (Trojanowicz & Bucqueroux 1998 p. 17). In order to understand what community policing is we must understand what it is not. Community policing is not a program, public relations, community harassment, anti-technology, soft on crime, flamboyant, paternalistic, cosmetic, top-down approach, another name for social work, just about results, discriminatory, aimed at any one social class, safe, a quick-fix, just another name for business as usual. (Trojanowicz & Bucqueroux 1998 p. 10, 11 & 12). Stevens (2002) states the full concept of community policing must hold a common definition. Residents will define community policing by whatever preconceived notions they have. It will be extremely difficult for the police and the community to move forward with this philosophy without a common definition and a common understanding of what that definition means. Without a strong effort on the behalf of the police to educate the community about what community policing is, the community will fall back on what they think community policing is (p. 39). Community Partnerships Many people may think the conception of community oriented policing is new but in fact it is not. Before police cars were introduced officers were assigned to foot patrols, which allowed them to get to know the residents and business owners. This personal contact allowed the relationship between the officer and the public to become intimate with their troubles and worries.

11 11 Merely increasing the number of police officers is not the answer to rising crime. The police and the community must create a partnership in policing and develop positive relationships. Many believe that the police are the first line of defense against dangerous street crime, but they are wrong. The citizens are. People control crime the officer is only the catalyst. Police departments can no longer protect the public alone from criminals they must coordinate with the community. Community policing consists of three-core components community partnership, organizational transformation and problem solving. Community Partnership-Police must develop positive relationships with the community and must involve the community in a pursuit to prevent and reduce crime. They must collectively address the communities most urgent concerns. Organizational Transformation-Law enforcement must abandon the traditional law enforcement philosophy, which includes changes in leadership, patterns, structure and benefit system. Programs must be designed to involve the public s participation in policing efforts. Problem solving is the identification and the resolution to a problem. Though this is a broad term it is based on two assumptions. Criminal activity can be reduced in small geographic areas by studying the uniqueness of the problems and understanding that criminals make choices based on opportunities. By changing these causes people are less prone to act offensively. (Whisenand & Ferguson 2002 p ).

12 12 Communication Trust Community Contact Community Partnership Process Figure 1 Implementation Developing a common strategic vision in community policing with key people is critical for the success of the program. Police personnel need to learn how to present their ideas in front of fellow officers and participate in community and neighborhood meetings. The lack of communication can result in misunderstandings and resistance (Schneider, Kimerer, Seaman, Sweeney 2003 p. 8). There are no specific models of community policing. It should be designed to fit specific needs and resources of each community (Trojanowicz & Bucqueroux 1998 p. 18). Calculated planning to execute and establish community policing is a continual process of combating with important and complicated issues. As the rough draft begins to form, the challenge is to forward good ideas and good intentions into a series of small steps that are assigned to specific persons and groups with specific deadlines. It is easier to take large ideas and make them smaller and more manageable. (Trojanowicz & Bucqueroux 1998 p. 32). To view the implementation of community policing as a special program will ensure failure. It must be a department wide philosophy that is maintained at all times (Trojanowicz & Bucqueroux 1998 p. 32 & 33).

13 13 Community policing programs must include the following seven criteria to be considered a true community-policing program. If any one of the following is missing then it is considered a public relations program. (Thibault, Lynch & McBride 2004 p. 177). 1. Formal ways of discovering what citizen s desire and the involvement of citizen s organizations. 2. Middle management must be trained and directly involved in the implementation. 3. Officers must be allowed the time to interact with citizens and organizations in order to development problem solving plans. 4. Community policing must be established as a permanent plan and the philosophies included in the department s standard operating procedures. A lasting reward system must be put into place by the line officers. 5. Community problem solving groups must be established. 6. The policy must establish that the intent of the program is to stop crime before it happens. 7. Officers must do all they can do to improve the quality of life for the community. One of most obvious changes that normally come with community policing is the assignment of territorial responsibilities. Officers are assigned an area and are told that this is their professional territory and are now responsible for what happens in this area. They now have an opportunity and obligation to have an impact of difficult problems (Oliver 2000 p. 180). Constant supervision is a must for effective community policing. Close contact between patrol officers and their supervisors is critical to the success of a community-policing program. Supervisors should take on the role of mentors, motivators and facilitators and not be perceived as though the patrol officer needs guidance at every turn. By acting as a liaison, the supervisor can assist the officers with a wide range of service demands. Supervisors can assist officers and

14 14 community members in developing and managing problem solving systems and address the progress made in the accomplishments of dealing with crime and disorder (Oliver 2000 p. 144). Ten principles are needed in implementing a community policing program (Trojanowicz & Bucqueroux 1998 p. 8, 9 & 10). 1. Change Organizational and individual behavior to enhance the way police services are delivered. 2. Leadership Continually reinforcing community policing vision, values and mission at all organizational levels. 3. Vision How we want to improve public safety and the quality of life. 4. Partnership Develop principles of equal partnerships among all groups within the community. 5. Problem Solving A comprehensive process for recognizing, pinpointing and developing problem-solving solutions. 6. Equity Citizens will receive valuable and respectful police service regardless of age, race, gender, ethnicity, religious belief, sexual preference or any other differences. 7. Trust The police must demonstrate integrity and follow through with promises. 8. Empowerment To give greater authority to first line personnel and the community. 9. Service Commitment to provide personal service directed to the needs of the community. 10. Accountability Both the police and the community holds each other accountable for their actions. The big six refers to six groups that must work together in order for community policing to be a success (Trojanowicz & Bucqueroux 1998 p. 7,8).

15 15 1. The Police Department - Includes all sworn and civilian personnel. 2. The Community Includes everyone from formal and informal backgrounds. 3. Elected Officials Local, County, Sate and Federal Officials. 4. The Business Community Local and Major Corporations. 5. Other Agencies Social services, Public health department and non-profit organizations. 6. The Media Both electronic and print. Resistance The unusual strength of police cultures has a great resistance to change. Altering an organizational philosophy is bound to take considerable time and effort. It will require leadership, strength and determination (Oliver 2000 p ). A police department should expect resistance to this organizational change from those who do not understand the importance of the human touch but tend to believe that they are the police and not social workers (Trojanowicz & Bucqueroux 1991 p. 12). Police officers have long been accustomed to doing their job by the book. Detailed manuals have been designed to provide action for every possible event. They feel that they are not required to exercise judgment, which leaves them with little creativity and problem solving skills. Most of their day is filled with just trying not to make mistakes (Oliver 2000 p. 177). The Detective Bureau may view themselves as the single most important function of the police department. They perceive the introduction of community policing as a matter for the patrol officers while their job remains to solve crimes. It is important to stress that their job will remain the same but that they will share territories with the patrol staff. It will be important that they are encouraged to work closely with the officers assigned to their district (Oliver, 2000 p.181).

16 16 Different people have different reasons for resistance to change. Some may feel betrayed that the job they were hired to do has changed while others may feel simply that change means more work. Still others may argue that this distracts from a focus of arresting criminals and is a waste of time. There is a strong feeling among law enforcement that community policing somehow removes the macho image and is trying to change them into social workers. (Trojanowicz & Bucqueroux 1998 p.30). Different strategies must be deployed to deal with different types of resistance if a positive outcome is to be reached. The most challenging individuals are those who reject community policing for a combination of reasons. It may even be impossible to convert all of them but even the most hardened anti-supporters have been known to become an advocate of this philosophy (Trojanowicz & Bucqueroux 1998 p. 31). To be fair, instances may occur that failure to change has been a result of the police managers themselves who fail to navigate through the barriers that come with implementing change (Trojanowicz & Bucqueroux 1998 p. 8, 9 & 10). Community policing has as much to do with proficiency as is does with passion. The gathering of information firsthand and learning about the dynamics of the community allows the police to do a better job overall (Trojanowicz & Bucqueroux 1991 p. 13). Operational leadership at all levels means that any person should use all of the skill and commitment that he or she possess to make change happen, survive and thrive. Leadership styles will vary depending on a number of reasons, but all must possess the desire to change. The Chief The Chief serves as the most observable figure for the commitment to continual change. His biggest challenge is to maintain leadership inside and outside the

17 17 department and to constantly reinforce this message. He must be committed to explaining why the change is necessary and how it will ultimately help everyone. Top Command At this level, leadership, replicates most of the responsibilities of the chief. The chief paints wide strokes and top command puts them into action plans. Top command must continually review the need to amend practices and procedures, policies and plans. It is the responsibility of top command to advise the chief on what needs to be addressed. This balance requires standing strong in the commitment to community policing while altering the structure to make it work. First Line Supervisors This is the level that feels pressure from both subordinates and peers. They must work in partnership with those above and below them to find ways to conquer obstruction. Line-Level Officers This is where the group must become eager about new opportunities in displaying leadership within the department and the community. They are empowered and can initiate in problem solving ideas within the community where they will be heard (Trojanowicz & Bucqueroux 1998 p. 37, 38 & 39). Benefits Whisenand and Ferguson (2002) maintain that the police and the public both benefit from community policing. The public receives a commitment to crime prevention and because they are directly involved they will gain knowledge on how police operations are conducted. Officers will not only be held accountable to their supervisor but also the public. The public receives customized services and is allowed to evaluate problems. The police obtain greater citizens support and share the responsibility. They receive greater job satisfaction and have better internal relationships (p. 207).

18 18 Training and rewards Stevens (2002) the first critical step in preparing to implement a community policing philosophy is to raise the public s awareness. But simply getting the residents to recognize that community policing exists and to understand its basic concept is not enough. It is the responsibility of the police to initiate programs that provide the residents with the skills they need to practice community policing in their neighborhood (p.40). According to Whisenand and Ferguson (2002) neighborhood involvement in recognizing and setting precedence will add to effective problem solving efforts by the community and police (p. 209). Stevens (2002) police departments throughout the United States have been involved in community training for many years. These programs involve citizen s academies and other similar courses, which provide residents with valuable information on police structures, policies and procedures and on what individual officers do in serving the community. Traditional citizens academies, even when updated for community policing, have not adequately equipped the community with the information and skills it needs to be fully active and engage partners in problem solving (p. 40). Stevens (2002) police departments must consider non-traditional community policing training programs for the residents. This involves educational sessions being held in church basements, community centers and even community leaders homes. This truly community-based approach not only ensures greater resident access to the training; it also sends a powerful message that the police consider training so critical that they will come to the community to provide it (p. 40). For a total community approach the community needs to be educated and trained on how to become full and equal partners. Without education and training the residents risk being influenced and unnoticed. The partnership should be considered a marriage where partners make a commitment to each other even when the going gets rough. The goal is to reach a point where

19 19 the community can deal with many of the problems on their own without the assistance of government (Trojanowicz & Bucqueroux 1998 p. 79). Training should focus as much on the community as the police (Trojanowicz & Bucqueroux 1998 p. 78). How do we recruit the best personnel for a community-policing department? Those who posses the same qualities as a teacher, social worker or a nurse are some examples of what to look for in new recruits. A police department must represent a cross section of the community in order to maintain credibility and respect. Those who posses a broader range of different experiences can enhance the views and outlook ability of a department. Money does not necessarily lure qualified personnel to a department. Many young people want to work in an organization where they can make a difference and help make the world a better place to live. Officer training can have a major influence on all aspects of police service. New and innovative approaches towards training are required. Considerations for the type of training are as follows (Borgquist, Johnson & Walsh p. 3): Cultural Awareness Improvement of communication skills. Dispute resolution abilities. Contact skills, the ability to develop community relationships and partnerships. A department that is considering transforming itself into a community policing philosophy must establish a comprehensive training program. This program must reach all of the department employees not only the sworn officers. It must supply tools and skills for everyone (Trojanowicz & Bucqueroux 1998 p. 68).

20 20 How a police officer will act during the early years his career will be based on his field training experience. Field training may be the single most important component in changing the traditions within a department that has a pledge toward a community policing style. It is imperative that the field-training officers believe in the practices and principles of community policing. If the FTO s do not believe in this philosophy how can they be expected to properly train new recruits (Trojanowicz & Bucqueroux 1998 p. 75)? The C.O.P.S. program has assisted greatly with training to those who have received the funding. An enormous impact has been made on the magnitude and quality of community policing training (Trojanowicz & Bucqueroux 1998 p. 78). Special attention must be paid to all new hires in the police organization. It is essential to educate them about community policing and how it relates to their job. All new employees who have direct contact with the public must be trained in customer service and all should be familiarized to the theory of community building and problem solving. Often, civilian employees feel as though they are second-class citizens. Dispatchers for example are the initial and sometimes the only contact between the public and the organization. We all know that first impressions count. If we can sell the community policing philosophy then we can expect them to transfer this attitude to the public (Trojanowicz & Bucqueroux 1998 p. 75). New recruits must possess tolerance, respect and sensitivity towards others. Departments must do their best to attract candidates who are free of bias. The problem with prejudice is that it often comes out under stress (Trojanowicz & Bucqueroux 1998 p. 66, 67 & 68). The most successful community-policing officers tend to be self-initiators who strive for fulfillment from knowing that they are doing their best in order to make a difference. This does not mean that they do not need a pat on the back for doing a good job. Probably the most

21 21 important type of rewards an officer can receive is from fellow officers and community residents. First line supervisors can reward excellence by praising the officer both in private and in front of his/her fellow officer, nominating the officer for awards and by demonstrating trust and support by allowing the officer flexibility. Traditional methods of performance evaluations were based on quantitative measures and in order to measure performance evaluations based on a community-policing program they must be changed to qualitative measures. In order to determine the success of an individual s performance the parameters for success and failure must be established. If risk taking is encouraged then even failures must be considered when performing evaluations. You must judge the effort, expenditures of time and resources and how carefully it was planned (Trojanowicz & Bucqueroux 1998 p. 88 & 89). Community Policing Errors Even though the community-policing concept has received widespread support from police administrators, politicians, administrators, the media and the public many stumbling blocks have been encountered at the operational level nearly everywhere it has been tried. Lack of Planning Programs have been rushed along by the uneven flow of federal funding. Mission Ambiguity Police seem unsure who and how to serve. Many agencies have settled for superficial components of the philosophy. Limited Implementation Jurisdictions often attempt to implement a small portion of the program, which has lead to officer alienation and resentment amongst neighborhoods that receive extra attention. Personnel Evaluation Traditional indicators of evaluation are slow to be redefined which contradict the community-policing standard.

22 22 Lack of Efficiency It is very expensive to implement a community-policing program. It is highly labor intensive and many organizations have had to make personnel cuts because of budgetary constraints. Potential for Corruption History has shown that close and personal contact between beat officers and citizens has sprouted petty corruption. Problem of Evaluation There is a lack of valid research regarding the community policing philosophy. It is advancing because it simply just makes sense (Patterson p. 5 & 6). Our Children Community policing also provides the police an opportunity to work directly with the young before their problems escalate to the point where arrest and incarceration are inevitable. Why wait until a child s criminal behavior escalates before we get involved. Community policing officers can make an immediate improvement and can provide meaningful options for our children. The officer himself provides a positive role model for children who come from broken homes. There is no question that the placement of a community policing philosophy is expensive but when it comes to helping our children nothing can beat the human touch (Trojanowicz & Bucqueroux 1991 p. 12). The community and police leaders have described the present rapport between urban youths and the police as negative. Some common problems that exist are a lack of trust, racial and cultural differences and little or no contact except through police responding to crime related incidents. This current relationship can be dysfunctional and can be directly related to the increased levels of violence towards the police, youths and others. When there is a lack of positive contacts between police and urban youth, particularly minority youth, there are constant problems and friction. The relationship between police and urban youth needs to be a positive one, which

23 23 includes a partnership with police, youths, schools and community leaders. (Borgquist, Johnson & Walsh p. 1 &2). METHODOLOGY Community policing has always been an extremely interesting policing philosophy and only until now did the full impact of this enforcement practice come to light. Many researchers have published information regarding this not so new ideology. In 1983, Professor Robert Trojanowicz s known to many as the founder of community policing established the National Center for Community Policing research. His vision was to connect the police with the community so a shared responsibility could be established in order to make neighborhoods safer. Professor Trojanowicz studies showed that when the police and the community combine problem solving techniques a reduction in crime and the fear of crime results. This may sound simple but in fact it is quite complicated and intense. Law enforcement agencies must incorporate a minimum level of the community policing philosophy in order for it to be considered genuine. The cooperation needed must come from all levels of the community, government officials, police, and community and business leaders. Other authors were researched and all agreed on the basic philosophy set forth by Professor Trojanowicz. The community policing idea is not flawless and in fact can very easily fail if not properly organized and managed. Communities must devote a great deal time to this program. It must become a way of life and when properly installed it can have remarkable results.

24 24 RESULTS The practice of the Community policing philosophy has been in place for the past 35 years with many positive results received. In 1979 the city of Flint introduced foot patrols into the community. The officers were instructed to make a deliberate effort to focus on bringing problems to a solution. Since they patrolled the same area s day after day they were expected to establish close relationships with the residents and business community. The goal was to have officers as catalysts, educators and a crimes specialist in prevention. They were expected to communicate through public speaking and provide the community newsletter with information. The results of this policing practice proved positive. Not only was crime reduced but also the fear of crime. Research has shown that when properly implemented and the cooperation of all the right people are involved along with the appropriate management, community policing works and makes sense. Community policing is not simple to introduce nor is it an alternative policing style when the reduction of funding is an issue. In September of 2003 the U.S. Department of Justice conducted a research of 11 Law Enforcement Agencies who received community-policing grants through the C.O.P.S. funding program. Each department was instructed to create a community-policing program and produce innovative solutions to combat an existing neighborhood problem. The 11 departments studied were from various locations throughout the United States. All were smaller departments, which had a population range from 6,200 to 85,000 residents. The problems combated were as follows: Gang violence in schools, drug dealing issues, increase in crime rate and substance abuse concerns. All of the departments implemented a community policing philosophy and used problem solving techniques to address the issues present. All of the departments were successful in their attempts.

25 25 Throughout the history of community-policing many police departments have failed when attempting to implement this policing practice. With the appropriate determination and assistance from the community and government officials community policing can be a wonderful and fulfilling philosophy. The research conducted on this issue has been extensive and has shown positive results over the past many years. In order to fully understand the impact of community policing, law enforcement agencies must conduct research in order to determine what works and what doesn t. The patrol car in a sense has become a barrier to communication between the officer and the community. Officers become slaves to the car radio and never have an opportunity to speak with pedestrians and business owners. This is not suggesting that community policing cannot be implemented. There is a clear risk in suggesting that police administrators can pick and choose from the elements that make up community policing. Suggesting that the adoption of the things that sound easy to implement and ignore the ones that sound difficult is dangerous. Community policing can take on many different shapes depending of the inner dynamics of the department and the outer circumstances of the community. Ultimately, the commitment to the theory is what matters more that the individual strategies involved. The police must constantly revisit ways to motivate and come up with new ideas to help communities create the ability to deal with their own issues. The community is ultimately responsible for its own safety. With the help of the police, communities can feel safer and receive more satisfaction that the criminal issues within their neighborhoods are being addressed properly.

26 26 CONCLUSIONS The research that was conducted on this topic proved invaluable. The true meaning of community policing has now been brought to the surface and makes complete sense. Law enforcement must first get the support of the community then gain the backing of the local government officials. Implementing a community-policing plan is not cost effective and the community must insist from its government leaders that the monies be made available to put this into practice. Hard work and total commitment is needed to properly run this type of program. Police managers must closely supervise their subordinates but yet give them the freedom to make certain decisions on their own. Supervisors cannot micro-manage a community-policing program. It is important that all involved get the appropriate training needed so everyone knows their place and responsibilities. There is no doubt that with the ever-changing times and wants of community policing the need to generate new ideas will continue. The biggest challenges that the police can face today are finding ways to enroll the cooperation and assistance of the average citizen in order to make their lives more pleasurable and safer. Community policing cannot answer all the fundamental, financial and social problems that poverty stricken neighborhoods face. It cannot shut the income gap between the races and minorities. Officers cannot undo the effects of past childhood cruelty and neglect. They cannot rid the world of drug abuse, domestic violence and poverty, but they may be able to make a positive impact if everyone gets involved.

27 27 RECOMMENDATIONS The following is a presentation of a strategic proposal for the implementation of a community policing strategy for the Chesterfield Police Department. The developing of this plan was a combination of all the materials researched for this project. CHETERFIELD POLICE DEPARTMENT STRATEGIC PLAN FOR IMPLEMENTING A COMMUNITY POLICING PHILOSOPHY MISSION STATEMENT: The Chesterfield Police Department is committed to providing the highest quality of public service and crime prevention while maintaining the public s respect and protecting the rights and dignity of everyone. We are dedicated to work in partnership with our citizens and business owners and will continue to strive for strong community relationships while providing a safe environment to enhance the quality of life for our citizens and visitors. VALUE STATEMENT: P.O.L.I.C.E.. P-Partnership: Developing an everlasting PARTNERSHIP between the Community and Police. O-Oath: Dedicated to the OATH of protecting and serving all people. L-Loyalty: We recognize the importance of all Department members and Citizens, to treat each other with fairness, LOYALTY and respect. I-Integrity: Maintain the highest degree of INTEGRITY; be responsible and accountable for our actions and decisions.

28 28 C-Cooperation/Community: We believe that COOPERATION and teamwork with the COMMUNITY will enable us to achieve all of our set goals. E-Excellence: We are committed to EXCELLENCE in the performance of our duties. OUR VISION: The Chesterfield Police Department shall develop a trusting working relationship with the community, so that each and every citizen, business owner and visitor can enjoy the highest quality of life. Division of Township: This plan divides the township into 5 geographical areas. Goal 1-Leadership and Empowerment: The Chesterfield Police Department will encourage all of its members to become leaders. All members of the police department shall use its power to assist in fulfilling our stated mission. Management must be willing to take risks and allow others to make decisions. Management must be willing to adapt policies, which allow first line officers the ability to make decisions. Performance evaluations must be altered to measure and encourage problem-solving efforts. Administrators must create job descriptions and an analysis for creating an evaluation system, which reflects the employee s commitment to the community and neighborhood problem solving. Develop a rewards system, which are based on the organizations mission. Administrators must display a pledge to community policing and the department s mission.

29 29 Administrators will work together to plan department goals and objectives. Periodic meetings will be held to discuss strategies. The Administrative Lieutenant will be responsible for technological information and financial reports. The Operations Lieutenant will be responsible for the physical and operational aspects of the program. Patrol Sergeants will encourage subordinates to be creative with problem solving techniques. They will be issued a geographical area and responsible for allocating resources and decisionmaking. Patrol Sergeants will be required to identify community leaders. Detectives will be responsible for developing crime analysis within their geographical area and creating action plans to address any crime patterns detected. The information gathered will be reviewed by the Detective Sergeant and disseminated on a weekly basis to department personnel. Officers will be responsible to meet regularly with citizen groups in their neighborhood. A training program must be developed for all department personnel with yearly refresher training. Sergeants and lieutenants will receive advanced training in community policing. Officers will be responsible for training the community in this philosophy. Goal 2-Decentralization The Chesterfield Police Department will move its resources and decision making into the neighborhoods. The police department must be one with the community and must not stand apart. This

30 30 will allow the sergeants in a sense to become commanders in charge of their own small area of the township. Sergeants will be responsible for supplying the Operations Lieutenant with weekly reports. The Operations Lieutenant will oversee the operations of the geographical areas and review action plans created for each. Goal 3- Community/Police Responsibility: It will be the responsibility of the residents and business owners of Chesterfield Township to make a commitment with the Chesterfield Police Department to work together for the betterment of the community. It is imperative that community-policing officers work closely with the youths of this community and become involved in any youth programs. Sergeants will be responsible for selecting community leaders who can assist with the implementation process. The department P.I.O. will collaborate with the local news and papers to create a strategy. The department S.R.O. s will work closely with the area schools. A list of neighborhood associations will be created and information disseminated. All non-profit organization will be identified. Officers will be responsible for identifying the problems, which are occurring in the neighborhoods they represent. Officers will work closely with the township code ordinance enforcement officer in order to address nuisance complaints.

31 31 Sergeants will be responsible for identifying all businesses and owners in their area along with after hour s emergency numbers. Goal 4-Problem Solving: The Chesterfield Police Department recognizes that community problem solving is a collective effort between the police and the public. Problem solving techniques must be provided to the police and the public..

32 32 REFERENCES Borgquist D., Johnson T., Walsh M., (1995). Police and Urban Youth Relations: AN ANTIDOTE TO RACIAL VIOLENCE.United States Department Of Justice,Community Relations Service. Bucqueroux B. Community Criminal Justice: What Community Policing Teaches. Oliver W. (2000). Community Policing: Classical Readings. Patterson J. Community Policing: Learning the Lessons of History. Police Research at UNO (2003).Community Policing: An Overview Schneider A., Kimerer C., Seaman S., Sweeney J., (2003). Community Policing In Action/A Practitioners Eye View Of Organizational Change Stevens D. (2001). Case Studies in Community Policing. Stevens D. (2002). Policing and Community Partnerships. Swanson C., Territo L., Taylor R. (2004) Police Administration: Structures, Process, and Behavior. Thibault E., Lynch L., McBride (2004). Proactive Police Management. Trojanowicz R., Belknap J. (1986). The National Center For Community Policing: Community Policing, Training Issues. Trojanowicz R., Bucqueroux B. (1991). The National Center For Community Policing: Community Policing and the Challenge of Diversity. Trojanowicz R., Bucqueroux B. (1998). Community Policing Second Edition: How to get started.

33 33 Trojanowicz R., Kappeler V., Gaines L., Bucqueroux (1998). Community Policing A Contemporary Persepective, Second Edition. Whisenand P., Ferguson F. (2002). The managing of Police Organizations. Woods D., Ziembo-Vogl (1997). The Mission of Policing: The Lost Imperative.

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