Police Role in the Community. CJ 3630 Chapter 6 Professor James J. Drylie
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1 Police Role in the Community CJ 3630 Chapter 6 Professor James J. Drylie
2 Planning & Implementation This is where ideas are translated into actions. In order to engage in strategic planning, there must be strategic thinking. Strategic Thinking The purpose Discover novel, imaginative strategies Use these to rewrite the rules Envision potential futures that are significantly different from the present.
3 Strategic Planning Is a leadership tool It is a process Primary purpose is to help the organization do a better job Helps to focus the energy of the organization in the same direction Originated in the military The science involves planning and directing large scale operations.
4 Strategic Planning Is future oriented Five to 10 years out Based on a thorough analysis of foreseen and projected trends Thoroughly analyzes the organization Internally Externally Qualitative Idea driven Ongoing, continuous
5 The Planning Cycle There is a fundamental cycle 1. Identify the planning team 2. Environmental scanning 3. Develop a planning document
6 The Planning Team Department and city leadership Agency personnel The community Interagency partners
7 Environmental Planning Conduct a community needs assessment List existing crime and social disorder problems Provide a view of citizen perceptions about these problems Provide information to the public about the problems Provide baseline data for evaluation
8 Conducting a needs assessment Common sources for conducting a NA would be City planning reports Newspaper articles Police reports Interviews with community leaders Community surveys Demographic information Employment Housing Education & health
9 The Planning Document Strategic planning is a process A part of this process is preparing a document that is a product of the planning team s efforts The PD serves as a guide
10 Format & Content Develop statements of vision, mission, and values ID primary objectives Select strategies Set goals Set objectives Set activities ID a responsible person for each task Set timelines
11 Implementing COPPS Requires a change in the philosophy of the leadership and management throughout the entire organization. Begins with the development of new Vision Values Mission
12 The role of the Chief Essential that they communicate the idea department-wide Communicate to ALL members Provide incentives to engage in COPPS Reduce barriers to COPPS Show personnel how to address problems TRAINING is the key element.
13 Captains Lieutenants Historically Middle managers The locus of the practice and skill base of the occupation. A portal Became the leading edge in the establishment of decentralized control over agencies internal environment and organizational operations. Today Play a crucial role in implementing COPPS
14 First-line Supervisors Sergeants Sergeants and senior Pos seem to generate the greatest resistance to COPPS. Largely due to long-standing working styles associated with traditional police work.
15 Examining the Agency Implementing COPPS does not occur overnight. May take months, even years. One of the first steps is to conduct an analysis of existing policies and procedures. Traditionally, cops have adhered to rules and regulations.
16 Human Resources The largest resource in an police agency Personnel Start in the beginning Recruitment should reflect the principles of COPPS. Integrate it into academy training. Promotion should include aspects associate with community policing.
17 General Obstacles Police leadership The internal/external dichotomy Police organization Traditional crime fighter mentality Political leadership Politicians set the tome Community diversity Must be embraced for progress to occur
18 10 Ways to Undermine COPPS Oversell it Don t be specific Create specialized unit or group Create/foster soft image Create/foster impression only for minority neighborhoods Divorce it from regular police work Obfuscate the means and ends Be one sided in planning Failure to understand a problem Never publicize success
Police Role in the Community. CJ 3630 Professor James J. Drylie
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