Philosophy and principles of community-based policing
South Eastern and Eastern Europe Clearinghousefor the Control of Small Arms and Light Weapons
SEESAC
South Eastern and Eastern Europe Clearinghousefor the Control of Small Arms and Light Weapons
SEESAC Internacionalnih Brigada 56, 11 000 Belgrade, SerbiaTel. (+381) (11) 344 6353 / Fax. (+381) (11) 344 6356
URL: www.seesac.org / Email: [email protected]
ISBN 86-7728-037-5
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The South Eastern and Eastern Europe Clearinghouse for the Control of Small Arms and Light Weapons (SEESAC) has a mandate from the United Nations Development Programme (UNDP) and the Stability Pact for South Eastern Europe (SCSP) to further support all international and national stakeholders by strengthening national and regional capacity to control and reduce the proliferation and misuse of small arms and light weapons, and thus contribute to enhanced stability, security and development in South Eastern and Eastern Europe.
For further information contact:
Head, SEESAC
Internacionalnih Brigada 56
11000 Belgrade
Serbia
Tel: (+381) (11) 344 6353
Fax: (+381) (11) 344 6356
www.seesac.org
Philosophy and principles of community-based policing, SEESAC, 2006
Acknowledgements
This project was initially researched and written by Graham Mathias, David Kendrick, Gordon Peake and Hesta Groenewald of Saferworld
during the Summer of 2003. The project team is grateful for the input received in the development of this 2nd Edition from Simon Rynn of
Saferworld, OSCE Mission to Serbia, the UNDP Country Offi ce in Albania and the Albanian Police. It was copy-edited and project managed
for SEESAC by Adrian Wilkinson and Anya Hart Dyke. Design and layout was done by Ivan Benusi. Cover photographs are courtesy of UNDP
Albania.
© SEESAC 2006 – All rights reserved
ISBN: 86-7728-037-5
The views expressed in this report are those of the authors and do not necessarily represent those of the European Union, the United Nations
Development Programme, the Stability Pact for South Eastern Europe or Saferworld. The designations employed and the presentation of
material in this publication do not imply the expression of the European Union, the United Nations Development Programme, the Stability
Pact for South Eastern Europe or Saferworld concerning the legal status of any country, territory or area, or of its authorities or armed groups,
or concerning the delineation of its frontiers or boundaries.
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Foreword
SEESAC has a responsibility within its mandate to advise on safe, effective and effi cient SALW interventions and to provide support to projects relating to the control of Small Arms and Light Weapons (SALW) within the South Eastern and Eastern Europe region. The initial Community Based Policing (CBP) Principles and Philosophy study was conducted in the Summer of 2003 as part of a three-phase project in support of the work of the UNDP Albania Support to Security Sector Reform (SSSR) project. The second phase saw the development, by Saferworld (UK) in early 2004, of an operational framework document for the Albanian Police and on the basis of the 1st Edition UNDP Albania’s SSSR project began its work on community-based policing.
Over the last several years the SALW intervention activities of UNDP have led to the development of new operational theories to support appropriate armed violence reduction and SALW control interventions. The Albania project was the fi rst time that community-based policing in direct support of armed violence reduction and SALW control activities had been examined; this 2nd Edition refl ects lessons identifi ed from that work.
Community-based policing is increasingly being recognised as the most appropriate philosophical foundation for democratic policing. It is also recognised as an approach to policing that meets many of the post-confl ict safety and security challenges. It is, however, important to bear in mind that community-based policing is not a one-off effort, but a long-term strategic approach, and as such it needs to be implemented in a sustainable and systematic way. This approach is based on respect for human rights, accountability, and the need for effective police operations to be conducted in partnership with the recipient communities.
Saferworld police consultants, who have had signifi cant experience of community-based policing projects, conducted the research for the study; additional support was provided to SEESAC by the OSCE Mission to Serbia. The research drew on consultations with various agencies within Albania, FYR Macedonia and Serbia, together with the experiences of other international organisations. The result is this updated study, which recommends the principles and philosophy of community-based policing in support of SALW interventions.
Adrian Wilkinson Head SEESAC
Belgrade, 30 September 2006
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Contents
Foreword ..............................................................................................................................................................................................i
Contents ............................................................................................................................................................................................iii
Philosophy and principles of community-based policing ..................................................................................................... 1
1 Introduction. ................................................................................................................................................................................ 1
2 Principles and characteristics of community-based policing. ............................................................................................... 3
2.1 Introduction. ........................................................................................................................................................................ 3
2.2 What is community-based policing?. ..................................................................................................................................... 3
2.2.1 ........................................................................................................... What is meant by ‘community-based policing’?. 4
2.2.2 ............................................................................ Characteristics of community-based policing/democratic policing. 4
2.2.3 ...........................................................................................................Community-based policing is not soft on crime!. 4
2.2.4 ......................................................................................................................Commitment to community participation. 5
2.2.5 ............................................................................................................................SALW and community-based policing. 6
3 Implementing community-based policing - strategic management. .................................................................................... 8
3.1 A vision. ................................................................................................................................................................................ 8
3.2 A mission statement. .............................................................................................................................................................. 8
3.3 Identifi cation of core business. .............................................................................................................................................. 8
3.4 Corporate strategy by which vision/mission/core business is to be realised. ................................................................... 9
3.5 Strategic development plan. .................................................................................................................................................. 9
3.6 Business/service implementation plan. ............................................................................................................................... 9
4 ‘Model’ of community-based policing. ....................................................................................................................................10
4.1 The ‘philosophy’. ...................................................................................................................................................................10
4.2 The organisational structure. ...............................................................................................................................................10
4.3 The management policy. ......................................................................................................................................................10
4.4 The operational strategy for its implementation. ...............................................................................................................11
4.5 The community-based policing process..............................................................................................................................11
5 Key issues for undertaking community-based policing. .......................................................................................................12
5.1 Principles and strategies for implementing community-based policing. ..........................................................................13
6 Examples of community-based policing initiatives. ..............................................................................................................24
6.1 FYR Macedonia. ................................................................................................................................................................24
6.1.1........................................................................................................................Regional context: South Eastern Europe. 24
6.1.2 ...........................................................................................................Introducing the police back into the community. 24
6.1.3 .................................................................................................................................................................Lessons learnt. 24
6.2 Serbia. ................................................................................................................................................................................24
6.2.1 ................................................................................................................................ Piloting community-based policing. 24
6.2.2 .................................................................................................................................................................Lessons learnt. 25
6.3 Entity of Kosovo. ................................................................................................................................................................25
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6.3.1 ...................................................................Community safety initiatives as a support to community-based policing. 25
6.3.2 ................................................................................................................................................................Lessons Learnt. 25
6.4 South Africa. ......................................................................................................................................................................26
6.4.1 .....................................................................................Police offi cer and police person of the month award scheme. 26
....................................................................................................................................................................................... 6.4.1.1 Lessons learnt. 26
6.4.2 ................................................................................................................ Best community-based police station award. 26
....................................................................................................................................................................................... 6.4.2.1 Lessons learnt. 27
6.4.3 ....................................................................................................................................................... Exchange study visit. 27
....................................................................................................................................................................................... 6.4.3.1 Lessons learnt .27
6.5 Malawi................................................................................................................................................................................27
6.5.1 ...........................................................................................................Establishing community consultative structures .27
....................................................................................................................................................................................... 6.5.1.1 Lessons learnt. 27
6.5.2 ...............................................................................................Developing a model community-based policing station. 28
....................................................................................................................................................................................... 6.5.2.1 Lessons learnt. 28
6.6 Kenya. ................................................................................................................................................................................28
6.6.1 .......................................................................................... NGOs building bridges between the police and the public. 28
6.6.2 .................................................................................................................................................................Lessons learnt. 28
6.7 Northern Ireland. ..................................................................................................................................................................29
6.7.1 ...............................................................................................................The ‘Markets’ neighbourhood policing project. 29
6.8 Jamaica. .............................................................................................................................................................................29
6.8.1 .......................................................................................................................................................... Mediation process. 29
....................................................................................................................................................................................... 6.8.1.1 Lessons learnt. 29
6.8.2 ..................................................................................................................................... Youth crime reduction initiative. 30
....................................................................................................................................................................................... 6.8.2.1 Lessons learnt. 30
6.9 Pakistan. ............................................................................................................................................................................30
6.9.1 .....................................................................................................Public-private partnership to deliver crime analysis. 30
6.9.2 ................................................................................................................................................................Lessons Learnt. 30
6.10 Conclusion . .......................................................................................................................................................................31
Annex A(Informative)Terms and Defi nitions ................................................................................................................................33
Annex B(Informative)The UN Code of Conduct for Law Enforcement Offi cials ......................................................................35
Annex C(Informative)Bibliography ................................................................................................................................................37
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Philosophy and principles of community-based policing
1 Introduction
This policy document forms the fi rst part of a process of work that focused on community-based policing (CBP) and how it could be implemented in conjunction with armed violence reduction and small arms and light weapons (SALW) initiatives. The document has served, and continues to serve as a framework for the South Eastern and Eastern Europe Clearinghouse for the Control of Small Arms and Light Weapons (SEESAC) to guide the development and implementation of CBP in the region. It may also form part of a set of tools that the UNDP Bureau for Crisis Prevention and Recovery (BCPR) is producing. The second phase of this work has provided an operational framework for the UNDP Country Offi ce in Albania for implementing CBP in Albania.
The regional context of security and policing in South Eastern Europe still poses many challenges. Under the governments of the former Yugoslavia and Albania’s Enver Hoxha, police forces across the region were maintained as highly centralised and often repressive components of the socialist state apparatus. The turmoil of the 1990s saw the secession of the Yugoslav republics, in some cases through violent confl ict, and the collapse of the Hoxha regime. The ongoing political and economic instability and the challenges of state formation have further aggravated conditions in already under-resourced state institutions. These events have shaped and affected the police as well. Cross-border co-operation between police forces has particularly suffered, as political animosity (in some cases open confl ict) has often precluded any such co-operation, despite the increased need for control due to the rise in traffi cking to supply the confl icts and black markets that developed across the region. Human rights abuses, corruption, politicisation, little or no accountability to the public, the assumption of military-style roles and exclusion of certain ethnic groups in the police are all characteristics that police forces across the region have exhibited at various points during recent years. There are however, various initiatives underway to address these problems (with international support), providing an ideal opportunity for introducing a community-based style of policing. One good example is the European Community sponsored PAMECA1 initiative in Albania.
This policy document aims to set out the principles and key issues of undertaking successful CBP. It is divided into fi ve sections. The fi rst section explains what CBP is and outlines some characteristics of this style of policing. The second section explores the importance of a strategic management process in undertaking CBP. Based on the above, a ‘model’ of CBP is suggested in the third section. The fourth section is in a table format and is intended as a guide to some of the key issues that need to be addressed when undertaking CBP. The table outlines a total of twelve issues, and for each of them it suggests why they are important, what challenges can be expected when trying to implement them and which strategies and experiences can be drawn on to overcome these challenges. The suggested strategies in the table are based on real, practical experience of implementing CBP in many different regions, including Africa, the Caribbean, South Asia, South Eastern Europe and Western Europe. The fi nal section presents a selection of CBP examples.
Throughout the document, the linkages between CBP and the problem of armed violence and SALW proliferation are highlighted, as the illicit fl ow and possession of SALW is a major exacerbating factor in safety and security problems in many communities around the world. In turn, attempts to tackle armed violence, SALW proliferation and to remove illicit weapons from society are unlikely to be successful until communities have confi dence in the police and other security agencies.
CBP is closely related to democratic governance and a police service that is accountable to the law, not the Government. One writer aptly stated that ‘democratic government is more important for police reform than police reform is for democratic government’. The protection and promotion of human rights are fundamental to CBP and should form an integral part of police training. Additionally, commitment and competent leadership by the senior executive is vital to securing real change.
1 Police Assistance Mission of the European Community to Albania.
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There are some circumstances in which it would be diffi cult if not impossible to undertake CBP and this has to be carefully assessed before external support is given to such an initiative. Experience has shown that in some countries where crime is perceived to be escalating or out of control, police reform is likely to be restricted or opposed. The means to unlocking this stance is to show the benefi ts of a CBP model and that it will not be introduced at the expense of public order and crime control.
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2 Principles and characteristics of community-based policing2.1 Introduction
In countries that are emerging from confl ict or in transition to democracy, the police often have a history of being a tool for repression and there may be a temptation for any incumbent regime to continue using the police in this way. In these contexts especially, the historic legacy of the police force therefore necessitates the adoption of a different philosophy of policing, removed from regime support and party politics and with a clear distinction of duties from that of the military. This philosophy is one of focusing on communities – the public – and their needs and providing policing as a service to them in an accountable manner and through respect for human rights.
The notion of policing with the public is a very old concept that has become known as ‘community’ or ‘community-based’ policing and is also often referred to as ‘partnership policing’ and ‘democratic policing’.
In helping to maintain peace, order and security in communities, police offi cers exercise the professional side of the partnership with the community by being responsible – but not exclusively – for the prevention and reduction of crime and the promotion of public order and individual safety. The role of the police is therefore fundamentally that of ‘peace offi cers’ rather than merely ‘law enforcement offi cers’. This is best captured by Sir Robert Peel, the founder of the Metropolitan Police in London, who saw the role of the new police in 1829:
‘to maintain at all times a relationship with the public that gives reality to the historic tradition that the police are the public and that the public are the police. The police being only members of the public that are paid to give full time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.’
2.2 What is community-based policing?2
CBP is both a philosophy (a way of thinking) and an organisational strategy (a way to carry out the philosophy) that allows the police and the community to work together in new ways to solve problems of crime, disorder and safety issues to improve the quality of life for everyone in that community. The philosophy is built on the belief that people deserve and have a right to have a say in policing in exchange for their participation and support. It also rests on the view that the solutions to community problems demand allowing the police and the public to examine innovative ways to address community concerns beyond a narrow focus on individual crimes or incidents. It also cuts across work undertaken on specialised issue areas such as drugs, arms and human traffi cking, and organised crime.
The philosophy of CBP in a number of countries has developed towards a professional police service and a responsible community in an open and accountable partnership. The role of the community is therefore that of informed and proactive individuals and representatives who voice their opinions, offer their expertise and resources and take responsibility for their actions. This philosophy enables a constraint to be placed on the state, and in particular the police, taking on too prescriptive and managerial a role.
The following quote from the Report of the Independent Commission on Policing for Northern Ireland3 aptly summarises the crux of CBP (emphasis added):
‘The term [community policing] has many defi nitions and has become somewhat devalued by frequent and indiscriminate use. We have called this […] “Policing with the Community” because we believe this encapsulates better what most people want to see – the police participating in the community and responding to the needs of that community, and the community participating
2 Many different defi nitions exist for community-based policing. The defi nition we propose here draws on the project team’s experience of implementing community-based policing.
3 Police reform was a major element of the 1998 peace agreement in Northern Ireland and an independent commission, led by Chris Patten, produced a report that has been implemented.
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in its own policing and supporting the police. What we emphatically do not mean by “community policing” is vigilante groups policing neighbourhoods with baseball bats, or, at the other extreme, what the Philadelphia [(USA)] police chief, John Timoney, has described as “sitting around the trees, holding hands and singing Kumbaya”.
What we do mean is: the police working in partnership with the community; the community thereby participating in its own policing; and the two working together, mobilising resources to solve problems affecting public safety over the longer term rather than the police, alone, reacting short term to incidents as they occur.’
2.2.1 What is meant by ‘community-based policing’?
The following can be considered as the fundamental principles of CBP. The police need to:practice policing by consent not coercion;
practice policing by consent not coercion;be part of the community not apart from it;fi nd out (together with the community) what the community’s needs are;work in partnership with other agencies and the public;tailor the ‘business’ of policing to meet the community’s needs;be accountable for its ‘business service’; andprovide a quality service.
2.2.2 Characteristics of community-based policing/democratic policing
The above principles can be translated into a set of characteristics of the police in a CBP/democratic policing paradigm. The police need to be:
a service not a force;accountable to the law and the public;open and identifi able;professional;people-centred – including, for instance, sensitivities around gender, age, and group identities;delivering a quality service – effi cient and effective;visible and accessible;consultative and participative;proactive; andpreventative.
2.2.3 Community-based policing is not soft on crime!
Countries in transition or emerging from confl ict experience signifi cant social change, often coupled with a rise in criminality. Especially in these contexts, CBP is sometimes accused of being soft on crime. However, this is not the case:
CBP is tougher because, by practicing it, the public will demand and expect more from their Police Service;the police need to be in the business of reducing fear amongst community members and making criminals fearful;community-based policing is smart policing because:
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It mobilises the majority of law-abiding citizens to work with the police to reduce crime and arrest criminals – it recognises society’s right to be protected against criminal activity;It means that by working with others in partnership, resources, ideas, responsibilities and solutions can be shared;It seeks to address the causes of crime and confl ict in partnership projects with affected communities and other service providers (see later examples);It is intelligence-led, so that active and persistent criminals are targeted and good evidence is obtained that secures their conviction.
2.2.4 Commitment to community participation
CBP requires continuous, sustained contact with all sections of the local community so that together, the police and the community they work in (and belong to) can identify local solutions to local problems. The role is much more than being reactive; it requires a pro-active approach in which partnership policing will predominate. It also requires co-ordination with, and ongoing mutual support between the police and other criminal justice institutions.
In referring to ‘partnership’ policing it needs to be understood that CBP implies a new contract between the police and the public they are there to serve. It seeks to reverse resentment, apathy and opposition to the police whilst restraining the impulse for the public to take the law into their own hands. This new relationship based on mutual trust and respect also suggests that the police can serve as a catalyst challenging people to accept their share of responsibility for the overall quality of life in their neighbourhood. Both sides of the partnership therefore have to know their responsibilities.
a) From the side of the police
CBP requires an organisational strategy that ensures that everyone in the police organisation translates the philosophy into practice. The fundamental principles are that ‘all policing is community-based policing’ and that ‘all police personnel are community-based policing offi cers’. This requires major changes in a police organisation, particularly the kind of organisation that is traditional and hierarchical and where power is vested in rank and position. CBP requires a signifi cant change within police organisation to allow operational ‘front line’ offi cers greater autonomy to make decisions that implies enhanced respect for their judgement as police professionals.CBP requires a commitment on the part of the police organisation to mobilise and concentrate its resources to the ‘point of service delivery’.It also requires that everyone in the police organisation accepts the need to focus on solving community problems in ways that are not only innovative but enlighten the public in the process of policing itself.CBP invests trust in those who are engaged in ‘front line’ policing – both police personnel and local people – by using their experience, expertise and knowledge to seek and fi nd local solutions to local problems.CBP attempts to meet the needs of all groups in society, particularly the poor, disadvantaged and vulnerable, while taking into account the particular needs of women, children and the elderly. If high levels of crime can be reduced, social and economic development will improve, thus benefi ting the economy and improving quality of life for all sections of the community.
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Picture1: Training at the Kosovo Police Service School,
2004 (copyright UNDP Albania)
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b) From the side of the community
The public, as citizens, must not only share in the rights, but also the responsibilities implicit in identifying and setting priorities and solving problems in a ‘partnership’ approach. CBP requires continuous, sustained contact with all sections of the local community so that together they can identify local solutions to local problems. It requires a proactive approach in which partnership policing will predominate.CBP promotes the judicious use of technology but it also strongly promotes the belief that nothing surpasses what dedicated individuals can achieve through talking and working together. Positive initiatives such as Victim Support, Neighbourhood and Business Watch, Schools Involvement Programmes and indigenous crime prevention/community safety structures all play their part in problem-solving and improving the overall quality of life for all citizens.Within different communities there will be different structures (organisations, associations, groups, both statutory and voluntary) that are already well established and that can be used (tapped into) to harness community safety and partnership. For example, public and private housing associations; resident associations; the business community (Chambers of Commerce); trade unions; voluntary organisations working with the poor, elderly, youth, vulnerable and disadvantaged; charitable organisations; international organisations such as Rotary; public utilities – water, gas and electricity – and particularly local public administration (local government/authority) etc. In some cases these will be informal structures, e.g. heads of clans or families. In time representatives from these various organisations/bodies can be used to set up a Police-Community Consultative Group/Committee that has a real infl uence on the development of CBP and on holding the police accountable for the service they provide.Mobilising and harnessing the knowledge, expertise and considerable resources of these organisations/structures to consider and focus on community safety issues and to solve problems and work in partnership with the police can be a very challenging and diffi cult task. This is particularly so when there is a history of distrust towards, or even fear of the police.
2.2.5 SALW and community-based policing
Living in poverty can mean far more than living without shelter or sustenance. It often also means living in fear without adequate means of protection or redress. Access to justice, safety and the right to live without fear is important to all. In particular, the fear of violent crime is a key threat to community safety and a challenge for both the community and the police to address.
CBP seeks to transform the culture of the police, increase their capacity and improve police-community co-operation in order to prevent crime, increase community safety and enhance sustainable development. In this effort, controlling the availability and circulation of SALW is a vital issue. The easy availability of SALW can turn domestic or property disputes into violent incidents and make crime much more violent. An increase in violence in turn seriously undermines prospects for social and economic development.
Reducing the number of fi rearms in circulation will improve public safety and security – the key aim of CBP. A number of measures can be taken to more effectively combat the spread of SALW, for example:
tighten controls on civilian fi rearm possession;enhance the security of police stockpiles, keep accurate inventories of weapons and introduce a prohibition on offi cers taking arms home with them when off duty; and
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Picture 2: Community Problem-Solving Group in Vlora,
2004 (copyright UNDP Albania)
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introduce a new policy that police surplus weapons and arms seized from criminals should be destroyed to prevent them from leaking back into the illicit market.
In addition, SALW initiatives can directly strengthen CBP, for example:
capacity-building activities for the police on e.g. investigating SALW traffi cking routes and techniques will increase the ability of the police to address SALW and other traffi cking issues more effectively, thus improving the overall quality of policing;a successful SALW collection process can be a good starting point for the police to build a more trusting relationship with the public because they will be seen to act to address problems of safety and security; and successful awareness raising on the dangers of SALW can also provide an entry point for CBP in terms of initiating consultations between the police and communities.
Ultimately though, citizens will only be willing to give up fi rearms in their possession if they perceive an improvement in public safety and security and if they have a certain degree of trust in the police and other security agencies. This is where CBP can play an important role in strengthening SALW interventions. Similarly, if there is a good working relationship between the police and the community, it will be easier for the police to obtain information about arms caches or transit routes for arms traffi cking. CBP can therefore support SALW interventions, for instance:
through police-community consultations, continuous dialogue and a trusting relationship can be established so that people may be more willing to part with their fi rearms and seek alternative (non-violent) solutions to addressing the root causes of crime and insecurity; andpartnerships established between the police and other institutions in society for CBP purposes could serve as useful platforms for addressing specifi c issues, such as SALW control and proliferation.
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3 Implementing community-based policing - strategic management
The philosophy, principles and characteristics of CBP (as set out above) need to become part of the police organisation in order to ensure successful implementation. Quite simply: ‘if you fail to plan, you plan to fail’. The police organisation therefore needs to ensure that it:
understands its ‘customers’, the people it serves;understands the local and regional context in which it operates;responds to the electorate;sets and pursues clear and consistent objectives;sets common objectives for all parties in the criminal justice system;assigns clear management responsibilities;trains and motivates people;communicates effectively;publishes information about its performance;monitors results; andadapts quickly/initiates change.
By undertaking a strategic management process as a fi rst step, the police can ensure that they are clear about their priorities and the way in which they will undertake CBP. A useful starting point in this regard is to conduct a survey of the state of policing and public perceptions of the police.
The suggested components of a strategic management process are set out below. For a police organisation that already has these components in place, it may be merely a matter of adapting them or ensuring that they incorporate CBP principles. For other police services (especially ones that are newly established), this may be a completely new process.
3.1 A vision
An example of this could be ‘To create a secure and safe environment for everybody’ or ‘To build safer communities, free of fear, through partnership’.
3.2 A mission statement
This should normally be a succinct statement of what the organisation is seeking to achieve, for instance ‘A professional Constabulary Force delivering an accountable, quality and responsive service through community-based policing, especially in poor and vulnerable communities.’4
3.3 Identifi cation of core business
It is critical that the police identify what their core business is, namely what their focus areas or primary functions are. These focus areas have to link closely to the principles of CBP, adapted to the priorities of the local context. The following provides examples of what the core business could comprise:
community safety and partnership;provision of a 24-hour proactive response service;management of crime reduction and crime investigation; andprovision of high visibility uniform police patrolling so as to reassure the public.
4 Taken from the Jamaica Constabulary Force mission statement.
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3.4 Corporate strategy by which vision/mission/core business is to be realised
The corporate strategy needs to show that the police organisation is unifi ed about what it wants to achieve and needs to set out in clear terms what the police’s organisational priorities and objectives are in the longer term.
3.5 Strategic development plan
The strategic development plan needs to set out in broad terms how the priorities and objectives will be achieved within a given timeframe (usually 3-5 years) and identify mechanisms for monitoring and evaluation.
3.6 Business/service implementation plan
The business/service implementation plan is the most detailed part of the strategic management process and needs to convert the intent and aims expressed in the previous stages of the process into meaningful and measurable activities. Key elements of this implementation plan should include:
‘where are we and where are we going? Where do we want to be?’ – A statement of key objectives and priorities; ‘how do we get there?’ – An action plan detailing ways in which services will be provided to achieve stated objectives, identifying any factors which may infl uence their achievement; ‘what resources do we need?’ – An explanation of how available resources are to be used to put the plan into effect; and ‘how do we know if we have been successful?’ - Setting criteria by which performance is to be measured and agreeing key performance indicators.
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4 ‘Model’ of community-based policing
The preceding sections provide the constituent elements of what comprises CBP in terms of its principles and philosophy, as well as the strategic organisational process required for implementation. Based on this information, a suggested ‘model’ of CBP can be identifi ed. The model is divided into four components, each containing what are considered to be key ingredients. Clearly these are not exhaustive, but aim to represent the core requirements for successful CBP. The four components of this CBP model are:
the ‘philosophy’;the required organisational structure;the management policy; andthe operational strategy for its implementation.
4.1 The ‘philosophy’
focusing on continuous geographical responsibility – sector (neighbourhood) policing – as opposed to time-based responsibility (i.e. for an 8 hour shift);core service provision by patrol offi cers;long-term peace, safety and security are given priority over short-term crime control measures;the creation of public consultation mechanisms with the objective of focusing on crime reduction, prevention and community safety issues;new relations of multi-agency partnerships predominate;a requirement to address social problems; andthe police and public engaged in joint working relationships of mutual responsibility.
4.2 The organisational structure
emphasis is on role not rank;devolution of authority is a key element in the declared commitment to ‘local policing meeting local needs’;local police ‘commanders’ will require more autonomy, including budgetary control, whilst being more accountable for service delivery;adoption of a fl atter rank structure with fewer management grades and more ‘operational’ (frontline) staff; andless functional specialisation because ‘operational’ offi cers – patrol offi cers and fi rst line supervisors – would be expected to cope with a range of new demands.
4.3 The management policy
internal and external communication – more emphasis on a ‘bottom-up’ approach and less reliance on formality and rank-based deference;managerial authority would not come so much from rank but rather knowledge, responsibility and communication;promotion would be performance-based;personnel management policy shifts from being punishment-centred to being reward- and motivation-centred;commitment to ‘quality management’;proactive and participative management; anddecentralisation of resources and authority to the point of service delivery.
a)b)c)d)
a)
b)c)d)
e)f)g)
a)b)
c)
d)
e)
a)
b)
c)d)
e)f)g)
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4.4 The operational strategy for its implementation
understanding the current state of policing and the relationship with the public;producing a national policy framework and guidelines on CBP;implementing CBP policing through pilot sites and pilot initiatives;emphasising a problem-solving approach;establishing an emergency rapid response facility;undertaking intelligence-led policing;building capacity on CBP and developing a targeted training programme;adopting a team perspective/approach;emphasising a visible, accessible, approachable and accountable patrol, and territorial responsibility;enhancing the role of the public – crime control through the consent and co-operation of the community; andforming working partnerships.
The above narrative identifi es the philosophy and principles of CBP, seeks to show how this must be driven (implemented) through a strategic management process and suggests a systematic approach by way of a model. The diagram below presents a summary of this.
4.5 The community-based policing process
a)b)c)d)e)f)g)h)i)j)
k)
Community-based policing is about local policing
meeting local needs
The police undertake certain internal and external processes for implementing community-based policing.
The police undertake a strategic management process, which centres on formulating a mission and a vision; identifying their core business; and formulating a corporate strategy, strategic development plan and business plan.
Outcomes
Improved quality of police service
Professional & accountable police service
Access to justice
Improved police-community relations
Sustainable solutions
Sound strategic partnerships (e.g.)
Safe schools/roads projects
Youth crime reduction programmes
Neighbourhood watches
Internally
Organisational restructuring
Leadership
Identifying priorities and objectives
Re-allocation of resources
Creation of a service ethos
Tackling corruption
Emphasis on devolution of responsibility, authority and accountability
Co-ordination, coherence & consultation
Externally
Understanding local/ regional context
Community involvement & ownership
Co-ordination, coherence & consultation
Networking
Formation of strategic partnerships
Community contact and liaison
Needs-oriented service delivery
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5 Key issues for undertaking community-based policing
The table that follows sets out in more detail some key issues that need to be addressed in the process of undertaking CBP. The table does not aim to provide an exhaustive list of all the issues and principles involved in CBP, but presents those issues that have repeatedly emerged, through practice, as crucial to the success of CBP.
The key issues have been grouped in two categories: those that need to be considered when planning and preparing to undertake CBP; and those that are particularly important to the implementation of CBP. However, the distinction is not absolute, as there are some issues that remain relevant throughout the entire process, such as developing and demonstrating effective leadership.
Although all the key issues focus mostly on what the police should do, the detailed information in the rest of the table also refl ects challenges and activities that relate to the roles of the community and the Government (as appropriate) in undertaking CBP. The strategies that are suggested in the third column have been taken from actual CBP experiences in a variety of countries around the world and are therefore based on lessons learned in practice. These strategies suggest examples and ways forward in order to ensure that the key issues are appropriately addressed. In addition, examples of specifi c CBP activities in a variety of countries are contained in Section 6 below.
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5.1
P
rinc
iple
s an
d st
rate
gies
for
impl
emen
ting
com
mun
ity-b
ased
pol
icin
g
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Pre
limin
ary
issu
es fo
r co
nsid
erat
ion
befo
re im
plem
enti
ng c
omm
unit
y-ba
sed
polic
ing
Dem
onst
rati
ng e
ffec
tive
lead
ersh
ip(A
lso
rele
vant
to Is
sues
for
Con
side
rati
on la
ter i
n th
e ta
ble)
Lead
ing
by e
xam
ple
and
a co
mm
itmen
t at
th
e to
p is
nee
ded
to d
rive
refo
rm p
roce
sses
an
d su
cces
sful
ly im
plem
ent C
BP.
Lead
ersh
ip i
s re
quire
d at
all
leve
ls w
ithin
di
ffer
ent
inst
itutio
ns:
e.g.
on
a
natio
nal/
regi
onal
/dis
tric
t an
d m
unic
ipal
lev
el w
ithin
th
e po
lice
and
gove
rnm
ent
stru
ctur
es;
and
with
in t
he c
omm
uniti
es w
here
CB
P is
bei
ng
impl
emen
ted.
▪ ▪
Lack
of p
oliti
cal w
ill a
t the
top.
Insu
ffi ci
ent
unde
rsta
ndin
g at
th
e va
rious
le
vels
of
lead
ersh
ip o
f w
hat
CBP
mea
ns a
nd
its b
enefi
ts.
In t
he e
xtre
me,
lac
k of
lea
ders
hip
can
even
st
ifl e
effo
rts
that
are
driv
en fr
om b
elow
.
Ther
e m
ay b
e a
clas
h of
age
ndas
/int
eres
ts
betw
een
the
lead
ers
and
pro-
refo
rm
elem
ents
, w
hich
may
ham
per/
stop
ref
orm
ef
fort
s.
Lead
ers
at
diff
eren
t le
vels
th
at
obst
ruct
re
form
.
Lead
ers
who
can
driv
e ch
ange
(ch
ampi
ons
for
chan
ge)
may
be
ig
nore
d be
caus
e of
pr
ejud
ice
and
ster
eoty
ping
, e.
g. a
vie
w t
hat
olde
r peo
ple
resi
st/o
ppos
e ch
ange
.
▪ ▪ ▪ ▪ ▪ ▪
Lead
ers
can
use
thei
r au
thor
ity t
o ‘d
rive’
the
im
plem
enta
tion
of C
BP
from
the
to
p an
d le
ad b
y ex
ampl
e. E
.g.
the
depu
ty p
olic
e co
mm
issi
oner
in
a co
untr
y im
plem
entin
g CB
P vi
site
d th
e pi
lot
site
s an
d co
nsul
ted
the
seni
or p
olic
e offi c
ers
ther
e ab
out
wha
t th
ey h
ave
impl
emen
ted,
whe
ther
it w
as s
ucce
ssfu
l, w
hat
they
ha
ve fa
iled
to im
plem
ent
etc.
Thi
s m
eant
tha
t th
e co
mm
issi
oner
hel
d th
e se
nior
offi c
ers
acco
unta
ble
for
thei
r w
ork
and
also
gav
e th
em t
he o
ppor
tuni
ty t
o ra
ise
any
prob
lem
s or
issu
es th
ey a
re e
xper
ienc
ing
in d
oing
this
. By
usin
g hi
s infl u
entia
l po
sitio
n in
thi
s w
ay, t
he c
omm
issi
oner
indi
cate
d th
e im
port
ance
of
CBP
thro
ugh
his
activ
e in
volv
emen
t and
requ
irem
ent f
or a
ctio
n.
Iden
tify
lead
ers
who
can
driv
e ch
ange
(ch
ampi
ons)
with
in le
ader
ship
str
uctu
res
and
ensu
re th
ey a
re fu
lly s
uppo
rted
.
Iden
tify
lead
ers
early
(bot
h offi c
ial a
nd u
noffi
cial
) who
obs
truc
t ref
orm
and
dev
ise
way
s to
dea
l with
them
and
the
obst
ruct
ion
they
cau
se.
Ensu
re
a cl
ear
corp
orat
e vi
sion
an
d m
issi
on
stat
emen
t th
at
all
lead
ers
unde
rsta
nd.
Kee
p it
sim
ple
– i
t ha
s to
fi lt
er t
hrou
gh a
ll le
vels
of
the
polic
e or
gani
satio
n or
po
lice
serv
ice.
If th
ere
is a
his
tory
of S
ALW
col
lect
ion
wor
k, th
e le
ader
s of
that
wor
k m
ay w
ell b
e ch
ampi
ons
for
expa
ndin
g th
e w
ork
on S
ALW
into
CB
P - t
hus
cont
inui
ng e
ffor
ts a
t im
prov
ing
com
mun
ity s
afet
y an
d se
curit
y.
▪ ▪ ▪ ▪ ▪ ▪
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2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Und
erst
andi
ng t
he lo
cal c
onte
xt
‘Loc
al
polic
ing
mee
ting
loca
l ne
eds’
–
kn
owin
g lo
cal p
eopl
e an
d th
eir p
robl
ems.
Kno
win
g lo
cal
inst
itutio
ns a
nd b
uild
ing
on
them
.
Ensu
ring
that
th
e im
plem
enta
tion
of
CBP
fost
ers
co-o
pera
tion
and
harm
ony
in
the
com
mun
ity
by
brin
ging
pe
ople
to
geth
er
from
diff
eren
t gr
oups
to
addr
ess
com
mon
pr
oble
ms.
▪ ▪ ▪
Take
ca
re
not
to
prom
ote
the
nega
tive
aspe
cts
of e
xist
ing
or t
radi
tiona
l m
etho
ds
and
inst
itutio
ns.
Be
awar
e of
the
dan
gers
of
impo
sing
an
exte
rnal
mod
el t
hat
may
be
inap
prop
riate
. Th
e gr
eat
stre
ngth
of
CB
P is
th
at
it is
su
ffi ci
ently
fl e
xibl
e to
be
adop
ted
to m
eet
loca
l nee
ds a
nd c
ondi
tions
.
Ther
e m
ay
exis
t so
me
tens
ions
be
twee
n di
ffer
ent
grou
ps (
lingu
istic
, et
hnic
, po
litic
al,
relig
ious
) in
a co
mm
unity
and
thes
e te
nsio
ns
need
to
be
re
cogn
ised
an
d se
nsiti
vely
ad
dres
sed
whe
n im
plem
entin
g CB
P. T
his
is
one
of th
e re
ason
s w
hy a
pilo
t pha
se in
suc
h a
com
mun
ity m
ay p
rove
to b
e ve
ry b
enefi
cia
l.
▪ ▪ ▪
Cond
uct
an
inde
pend
ent
surv
ey/a
sses
smen
t of
st
ruct
ure,
fu
nctio
n an
d pe
rcep
tions
of t
he p
olic
e as
a s
tart
ing
poin
t for
refo
rms.
Iden
tify
exis
ting
stru
ctur
es w
ithin
a c
omm
unity
, e.
g. f
amili
es,
clan
s et
c an
d pe
ople
of i
nfl u
ence
with
in th
em, t
heir
degr
ee o
f leg
itim
acy
in th
at c
omm
unity
and
th
eir
posi
tive/
nega
tive
impa
ct o
n th
e ef
fect
ive
impl
emen
tatio
n of
CB
P. T
ake
into
ac
coun
t th
at in
divi
dual
pol
ice
offi c
ers
are
ofte
n pa
rt o
f th
is c
omm
unity
and
may
th
eref
ore
stre
ngth
en o
r wea
ken
CBP
impl
emen
tatio
n.
Mod
el p
olic
e st
atio
ns/o
ffi ce
s ca
n be
use
d in
volv
ing
trad
ition
al l
eade
rs a
nd
inst
itutio
ns in
ord
er t
o de
mon
stra
te e
ffec
tive
and
succ
essf
ul im
plem
enta
tion
of
CBP
as a
pos
itive
exa
mpl
e to
oth
ers.
The
prim
acy
of lo
cal p
olic
ing
requ
ires
auth
ority
and
resp
onsi
bilit
y to
be
dele
gate
d to
th
e lo
cal
polic
e co
mm
ande
r. Th
is
dece
ntra
lisat
ion
of
cont
rol
requ
ires
fund
amen
tal c
hang
es in
the
role
of s
enio
r offi
cers
at f
orce
/reg
iona
l hea
dqua
rter
s fr
om a
n ov
er-re
lianc
e on
aut
horit
y an
d di
rect
ion
to a
mor
e co
nsul
tativ
e an
d pa
rtic
ipat
ory
styl
e of
lead
ersh
ip.
The
prim
acy
of lo
cal p
olic
ing
requ
ires
the
re-d
istr
ibut
ion
of re
sour
ces
on th
e ba
sis
of n
eeds
iden
tifi e
d be
twee
n th
e lo
cal p
olic
e co
mm
ande
r and
thei
r pub
lic a
nd n
ot
on in
tern
al h
iera
rchi
cal p
olic
e st
ruct
ures
bas
ed o
n ra
nk a
nd s
tatu
s.
Trad
ition
al/e
xist
ing
stru
ctur
es
may
al
so
prov
ide
entr
y po
ints
fo
r id
entif
ying
ap
prop
riate
‘ke
y pl
ayer
s’ a
nd m
echa
nism
s to
ena
ble
the
effe
ctiv
e in
trod
uctio
n of
CB
P. O
ver
time,
mor
e fo
rmal
str
uctu
res
that
foc
us o
n co
mm
unity
saf
ety
issu
es m
ay d
evel
op, s
uch
as lo
cal c
rime
prev
entio
n pa
nels
, loc
al s
choo
ls, r
oad/
com
mun
ity s
afet
y pr
ogra
mm
es,
loca
l ne
ighb
ourh
ood
and/
or b
usin
ess
wat
ch
sche
mes
, etc
., an
d m
ost i
mpo
rtan
tly, a
Pol
ice-
Com
mun
ity C
onsu
ltativ
e G
roup
.
Focu
s on
a ‘b
est fi t
’ (co
untr
y/co
ntex
t sp
ecifi
c) r
athe
r th
an o
nly
a ‘b
est
prac
tice’
ap
proa
ch to
ens
ure
that
the
styl
e of
CB
P in
trod
uced
is a
pplic
able
and
app
ropr
iate
to
the
loca
l con
text
.
Iden
tify
the
soci
al,
polit
ical
and
eco
nom
ic c
ondi
tions
in
the
com
mun
ity t
hat
may
lead
to
confl
ict
and
try
to e
nsur
e th
at C
BP
does
not
agg
rava
te, b
ut a
ctua
lly
miti
gate
s, th
ese
tens
ions
by
e.g.
ens
urin
g th
at th
e co
mm
unity
-pol
ice
foru
ms
(and
th
e po
lice
forc
e its
elf)
are
fully
repr
esen
tativ
e of
all
grou
ps in
the
com
mun
ity a
nd
that
thei
r con
cern
s ar
e ta
ken
into
acc
ount
and
thei
r rig
hts
prot
ecte
d.
▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
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Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Und
erst
andi
ng t
he r
egio
nal c
onte
xt
Man
y cr
imin
al
and
safe
ty
prob
lem
s ha
ve
cros
s-bo
rder
or
re
gion
al
impl
icat
ions
, e.
g.
traffi c
king
(d
rugs
, hu
man
s,
arm
s)
or
an
unco
ntro
lled fl o
w o
f peo
ple
or re
fuge
es.
▪Th
e ho
st c
ount
ry m
ay n
ot b
e ab
le t
o co
ntro
l de
stab
ilisi
ng f
acto
rs t
hat
com
e fr
om a
cros
s th
eir b
orde
rs, e
.g. a
rmed
confl i
ct o
r org
anis
ed
crim
e op
erat
ions
in n
eigh
bour
ing
coun
trie
s.
Bor
der
polic
e,
cust
oms
and
imm
igra
tion
offi c
ials
may
not
be
able
to c
ontr
ol o
r add
ress
su
ch
prob
lem
s du
e to
la
ck
of
reso
urce
s,
corr
uptio
n or
po
or
co-o
rdin
atio
n am
ongs
t di
ffer
ent g
over
nmen
t age
ncie
s.
▪ ▪
Try
to a
ddre
ss s
ome
of t
he c
ross
-bor
der
or r
egio
nal
prob
lem
s w
ithin
alre
ady
esta
blis
hed
grou
ps/f
ora
such
as
regi
onal
pol
ice/
secu
rity
mul
ti-ag
ency
gro
ups
or
regi
onal
org
anis
atio
ns (
e.g.
OSC
E, S
ARPC
CO,
SECI
Cen
tre
for
Com
batin
g Tr
ans-
bord
er C
rime,
ASE
AN, O
AS e
tc).
Link
CB
P to
oth
er in
itiat
ives
add
ress
ing
spec
ifi c
secu
rity
issu
es s
uch
as S
ALW
pro
lifer
atio
n/tr
affi c
king
.
Dev
ise
stra
tegi
es f
or s
tren
gthe
ning
the
cap
acity
of
bord
er p
olic
e, c
usto
ms
and
imm
igra
tion
offi c
ials
to a
ddre
ss th
ese
prob
lem
s.
Dev
ise
spec
ifi c
stra
tegi
es fo
r tak
ing
into
con
side
ratio
n th
e cr
oss-
bord
er p
robl
ems
that
will
hav
e to
be
addr
esse
d by
CB
P (e
spec
ially
in b
orde
r are
as).
Cond
uct
rese
arch
of
the
regi
onal
con
text
and
the
cro
ss-b
orde
r se
curit
y an
d cr
imin
al p
robl
ems.
▪ ▪ ▪ ▪
Impr
ovin
g qu
alit
y of
ser
vice
CBP
sees
pol
icin
g as
a p
rofe
ssio
nal
serv
ice
to t
he p
ublic
tha
t re
spon
ds t
o co
mm
unity
ne
eds.
Qua
lity
of s
ervi
ce c
onsi
sts
of a
num
ber
of
diff
eren
t is
sues
, e.
g.
capa
city
, re
sour
ces,
tr
aini
ng, f
acili
ties,
equ
ipm
ent
etc.
, but
abo
ve
all
the
attit
ude
on t
he p
art
of t
he s
ervi
ce
prov
ider
that
‘qua
lity
mat
ters
’ and
an
ongo
ing
desi
re to
impr
ove.
▪ ▪
Lack
of
su
ffi ci
ent
trai
ning
or
ap
prop
riate
re
crui
tmen
t.
Lack
of fi n
anci
al o
r te
chni
cal
reso
urce
s an
d eq
uipm
ent.
Poor
ex
istin
g ba
sic
faci
litie
s an
d in
fras
truc
ture
.
Lack
of
ap
prop
riate
co
mm
unic
atio
n m
echa
nism
s be
twee
n th
e po
lice
and
publ
ic
and
inte
rnal
ly w
ithin
the
polic
e.
Auth
orita
tive
and
infl e
xibl
e at
titud
es
by
lead
ers
who
dec
line
to c
hang
e an
d im
prov
e th
e se
rvic
e.
Lack
of
unde
rsta
ndin
g of
wha
t ‘p
rovi
ding
a
publ
ic s
ervi
ce’ r
eally
mea
ns.
No
ince
ntiv
es t
o im
prov
e se
rvic
e –
peo
ple
in p
ower
hav
ing
jobs
for
life
who
see
no
benefi t
s in
cha
nge,
but
onl
y ex
tra
wor
k an
d di
ffi cu
lties
..
▪ ▪ ▪ ▪ ▪ ▪ ▪
To i
mpr
ove
stan
dard
s of
ser
vice
the
pol
ice
need
to
be e
asily
acc
essi
ble
and
resp
onsi
ve to
the
publ
ic. P
olic
e ne
ed to
pub
lish
the
stan
dard
s of
ser
vice
they
are
co
mm
itted
to p
rovi
ding
and
for
whi
ch th
ey a
gree
to b
e he
ld a
ccou
ntab
le. P
rovi
de
faci
litie
s to
elic
it fe
edba
ck f
rom
the
pub
lic a
nd s
how
a w
illin
gnes
s to
pos
itive
ly
resp
ond
to ju
stifi
able
crit
icis
m.
Esta
blis
h po
lice
stat
ions
/pos
ts a
s th
e ‘p
rimar
y un
it’ o
f se
rvic
e de
liver
y an
d de
velo
p ‘c
entr
es o
f exc
elle
nce’
(mod
el p
olic
e st
atio
ns).
Esta
blis
h a
‘Citi
zen’
s Ch
arte
r’ in
ord
er t
hat
all
polic
e offi c
ers
know
wha
t is
ex
pect
ed o
f the
m a
nd to
whi
ch th
ey w
ill b
e he
ld a
ccou
ntab
le (s
ee a
lso
‘Dev
elop
ing
effe
ctiv
e pa
rtne
rshi
ps’ b
elow
).
Intr
oduc
e in
tern
al a
nd e
xter
nal
syst
ems
to m
onito
r co
mpl
aint
s of
poo
r se
rvic
e an
d pr
ovid
e fe
edba
ck t
o th
e pu
blic
on
step
s ta
ken
to a
ddre
ss p
robl
ems
and
mak
e im
prov
emen
ts.
Esta
blis
h in
tern
al
polic
e su
gges
tion
sche
me
to
impr
ove
serv
ice
and
perf
orm
ance
.
▪ ▪ ▪ ▪ ▪
16
Community Policing Study
2nd Edition (2006-09-30)
16
Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Enab
ling
acce
ss t
o ju
stic
e
CBP
is a
n in
tegr
al p
art o
f the
bro
ader
crim
inal
ju
stic
e an
d se
curit
y se
ctor
s of
gov
ernm
ent,
nece
ssita
ting
a co
rpor
ate,
co
here
nt
and
mut
ually
re
info
rcin
g ap
proa
ch
to
all
the
elem
ents
in th
is s
ecto
r.
▪Pr
ogre
ss m
ade
by i
mpl
emen
ting
CBP,
can
be
und
erm
ined
by
an in
com
pete
nt, u
nfai
r or
co
rrup
t ju
dici
ary
in w
hich
the
gen
eral
pub
lic
have
no
confi
den
ce.
An u
nacc
ount
able
sec
urity
sec
tor c
an d
estr
oy
CBP
initi
ativ
es.
Unw
illin
gnes
s by
th
e cr
imin
al
just
ice/
secu
rity
sect
ors
to
have
an
y m
eani
ngfu
l co
mm
unic
atio
n w
ith
the
civi
lian
polic
e or
gani
satio
n.
Inco
here
nt p
olic
ies
acro
ss t
he ju
dici
al, p
enal
an
d po
lice
sect
ors
can
ham
per
CBP
as w
ell
as S
ALW
eff
orts
(e.
g. i
f am
nest
y la
ws
on
SALW
ow
ners
hip
expi
re
and
no
puni
tive
actio
n fo
llow
s).
▪ ▪ ▪ ▪
Crea
te a
n at
mos
pher
e of
confi d
ence
and
tru
st b
etw
een
the
polic
e, t
he c
rimin
al
just
ice
syst
em a
nd t
he r
est
of t
he s
ecur
ity s
ecto
r so
tha
t th
ey c
an o
penl
y co
mm
unic
ate
toge
ther
to a
gree
com
mon
obj
ectiv
es a
nd s
et p
riorit
ies.
Esta
blis
h re
pres
enta
tive
bodi
es t
o ad
vise
on
lega
l re
form
to
mee
t cu
rren
t an
d pr
ojec
ted
need
s.
Crea
te ‘
Cour
t Ad
viso
ry G
roup
s’ t
o pr
ovid
e fe
edba
ck o
n th
e ad
min
istr
atio
n of
ju
stic
e an
d bu
reau
crac
y.
Esta
blis
h a
‘Cou
rt W
itnes
s Se
rvic
e’ w
here
by v
ictim
s an
d w
itnes
ses
are
supp
orte
d at
cou
rt b
y ha
ving
pro
cedu
res
expl
aine
d to
the
m,
ther
eby
redu
cing
the
ir fe
ar,
anxi
ety
and
appr
ehen
sion
in g
ivin
g ev
iden
ce.
All t
he a
bove
initi
ativ
es w
ill s
uppo
rt C
BP
by p
rovi
ding
gre
ater
acc
essi
bilit
y to
the
cr
imin
al ju
stic
e pr
oces
s, m
ore
tran
spar
ency
in h
ow ju
stic
e is
adm
inis
tere
d an
d al
low
the
publ
ic to
hav
e th
eir s
ay in
how
they
are
dea
lt w
ith b
y th
e sy
stem
.
▪ ▪ ▪ ▪ ▪
17
Community Policing Study
2nd Edition (2006-09-30)
17
Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Issu
es fo
r co
nsid
erat
ion
whe
n im
plem
enti
ng c
omm
unit
y-ba
sed
polic
ing
Ensu
ring
owne
rshi
p
Nee
ded
at
all
leve
ls
and
rank
s of
th
e po
lice
orga
nisa
tion
and
at a
ll le
vels
with
in
com
mun
ities
.
Is c
ruci
al i
n or
der
that
the
pol
ice
and
the
com
mun
ity w
ill s
usta
in C
BP
afte
r ex
tern
al
supp
ort
has
ende
d or
whe
re t
here
is
only
lim
ited
exte
rnal
sup
port
.
Auth
oris
es t
he c
omm
unity
and
the
pol
ice
to
have
a d
irect
, po
sitiv
e im
pact
on
all
‘qua
lity
of l
ife’
issu
es i
n th
at c
omm
unity
, th
ereb
y en
surin
g th
at p
eopl
e ar
e an
d fe
el s
afe.
Nee
d to
get
ow
ners
hip
and
buy-
in o
f po
lice
staf
f as
soci
atio
ns
or
unio
ns
(e.g
. Po
lice
Fede
ratio
n in
the
UK
).
▪ ▪ ▪ ▪
Com
petin
g in
tere
sts
betw
een
the
diff
eren
t le
vels
(th
is c
an a
lso
appl
y to
the
iss
ue o
f de
mon
stra
ting
lead
ersh
ip).
Exte
rnal
ly im
pose
d re
form
s m
ay n
ot e
ngen
der
the
requ
ired
loca
l ow
ners
hip.
Ow
ners
hip
may
be
lack
ing
if th
e st
akeh
olde
rs
do n
ot c
lear
ly s
ee th
e be
nefi t
s of
und
erta
king
th
e CB
P re
form
pro
cess
.
Peop
le o
f infl
uen
ce o
bstr
uctin
g re
form
.
Cham
pion
s fo
r ch
ange
may
be
over
look
ed o
r ig
nore
d be
caus
e of
pre
judi
ce o
r ste
reot
ypin
g,
e.g.
a v
iew
tha
t ol
der
peop
le r
esis
t/op
pose
ch
ange
.
▪ ▪ ▪ ▪ ▪
Prai
se a
nd re
cogn
ition
.
Dev
elop
ing
a na
tiona
l pol
icy
on C
BP.
Crea
tion
of c
omm
unity
-pol
ice
cons
ulta
tion
stru
ctur
es.
Flow
ing
from
the
abo
ve,
the
publ
ic w
ill h
ave
the
feel
ing
that
the
y’re
bei
ng
liste
ned
to, c
an infl u
ence
pol
icin
g an
d th
eref
ore
can
see
visi
ble
benefi t
from
thei
r pa
rtic
ipat
ion
in th
e CB
P pr
oces
s.
If SA
LW
inte
rven
tions
(c
olle
ctio
n,
map
ping
s,
awar
enes
s-ra
isin
g)
have
be
en
cond
ucte
d in
a c
onsu
ltativ
e m
anne
r, th
e st
ruct
ures
with
in t
he p
olic
e an
d th
e pu
blic
who
wer
e in
volv
ed in
thes
e ef
fort
s m
ay im
plem
ent C
BP.
Esta
blis
hing
‘de
dica
ted
task
tea
ms’
with
in t
he p
olic
e to
ass
ist
unde
rsta
ndin
g,
deve
lop
owne
rshi
p an
d su
ppor
t/co
-ord
inat
e im
plem
enta
tion
Part
icip
ator
y m
anag
emen
t –
con
sulti
ng p
eopl
e an
d lis
teni
ng t
o th
eir
view
s,
invo
lvin
g th
em in
dec
isio
n m
akin
g an
d ob
tain
ing
thei
r pe
rson
al c
omm
itmen
t to
ac
tion.
A le
ad-in
inc
eptio
n ph
ase
(pilo
t st
age)
can
gre
atly
ass
ist
in d
evel
opin
g th
e ne
cess
ary
com
mitm
ent t
o CB
P. S
uch
a m
ajor
cha
nge
in p
olic
ing
requ
ires
care
ful
intr
oduc
tion
and
man
agem
ent.
A pi
lot
stag
e al
low
s fo
r th
e ea
rly id
entifi
cat
ion
of
diffi
culti
es th
at c
an b
e qu
ickl
y ad
dres
sed
befo
re th
ey b
ecom
e m
ajor
obs
tacl
es.
Iden
tify
cham
pion
s fo
r ch
ange
w
ithin
th
e po
lice
and
the
com
mun
ity
who
su
ppor
t CB
P an
d ca
n ta
ke it
forw
ard.
Dev
ise
prac
tical
way
s in
whi
ch th
ey c
an b
e su
ppor
ted,
e.g
. tar
gete
d us
e of
ava
ilabl
e re
sour
ces
on a
gree
d pr
iorit
ies;
allo
cate
or
if n
eces
sary
div
ert fi
nan
cial
reso
urce
s to
prio
rity
task
s.
▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
18
Community Policing Study
2nd Edition (2006-09-30)
18
Community Policing Study
2nd Edition (2006-09-30)K
EY IS
SUE
CH
ALL
ENG
ESST
RAT
EGIE
S A
ND
EX
PER
IEN
CE
With
in th
e po
lice
orga
nisa
tion:
Rec
ogni
tion,
whe
re a
ppro
pria
te, b
y pr
omot
ion;
enh
ance
d ro
le w
ith in
crea
sed
stat
us (
e.g.
app
oint
men
t as
mem
ber
of a
n ad
viso
ry g
roup
on
CBP
polic
y/pr
oced
ures
); se
lect
ion
for
spec
ialis
ed
trai
ning
/per
sona
l de
velo
pmen
t (in
clud
ing
pres
tigio
us
trai
ning
co
urse
s ab
road
); to
p m
anag
ers/
lead
ers
enco
urag
ing
and
reco
gnis
ing
cont
ribut
ions
offi
cial
ly;
intr
oduc
tion
thro
ugh
spon
sors
hip
of a
‘Co
mm
unity
Pol
ice
Offi
cer
of t
he Y
ear
Awar
d’
- bo
th t
he
polic
e offi c
er a
nd h
is/h
er f
amily
are
rec
ogni
sed
and
rece
ive
an a
war
d, e
.g.
a fa
mily
hol
iday
.
Allo
cate
add
ition
al p
olic
e re
sour
ces
(fi na
nces
, eq
uipm
ent
and
pers
onne
l),
how
ever
lim
ited.
Allo
cate
a g
reat
er p
ropo
rtio
n of
the
ove
rall
polic
e bu
dget
to
the
impl
emen
tatio
n of
CB
P on
agr
eed
crite
ria e
nsur
ing
tran
spar
ency
and
ac
coun
tabi
lity.
Intr
oduc
e a
hum
an
reso
urce
s st
rate
gy
that
en
able
s th
e se
lect
ion
of
appr
opria
te o
ffi ce
rs fo
r ke
y op
erat
iona
l com
man
d po
sitio
ns. T
ry t
o m
aint
ain
cont
inui
ty o
f com
man
d po
sitio
ns.
Conn
ect
with
out
side
pro
fess
iona
l as
soci
atio
ns,
inst
itute
s et
c. t
o su
ppor
t an
d en
hanc
e th
e pr
ofes
sion
alis
m o
f th
e po
lice.
E.g
. a
cert
ain
polic
e fo
rce
wer
e fi n
alis
ts in
a p
rest
igio
us p
eopl
e m
anag
emen
t aw
ard
com
petit
ion
(run
by
the
Char
tere
d In
stitu
te o
f Pe
rson
nel D
evel
opm
ent)
, ob
tain
ing
inte
rnat
iona
l re
cogn
ition
for t
heir
wor
k on
pol
ice
suic
ide
prev
entio
n.
Iden
tify
thos
e ob
stru
ctin
g re
form
ear
ly o
n an
d im
med
iate
ly d
evis
e w
ays
for
deal
ing
with
them
. Ens
ure
ther
e is
a c
lear
und
erst
andi
ng o
f wha
t is
requ
ired
from
le
ader
s/m
anag
ers
in t
he c
hang
e pr
oces
s. A
s pa
rt o
f a
revi
sed
hum
an r
esou
rce
stra
tegy
, per
sona
l app
rais
als
shou
ld in
clud
e ad
vice
, gui
danc
e, o
ngoi
ng p
ract
ical
he
lp (
incl
udin
g m
ento
ring
if ne
cess
ary)
, add
ition
al t
rain
ing
and
enco
urag
emen
t. Cl
osel
y m
onito
r re
spon
ses
and
reco
gnis
e an
d ac
know
ledg
e pr
ogre
ss o
r ad
dres
s th
e si
tuat
ion
if th
ere
is n
o ch
ange
. Ap
peal
to
self-
este
em,
self-
inte
rest
s an
d be
nefi t
s, jo
b sa
tisfa
ctio
n an
d th
e ac
cept
ance
/sup
port
of
the
orga
nisa
tion;
and
ad
vise
on
the
impa
ct o
n ca
reer
pro
spec
ts. S
tres
s th
e im
port
ance
of d
eliv
erin
g a
prof
essi
onal
ser
vice
that
mee
ts th
e ne
eds
of th
e pu
blic
. If a
ll th
is is
uns
ucce
ssfu
l, fi n
ally
co
nsid
er
sanc
tions
, e.
g.
not
cons
ider
ed
for
adva
ncem
ent/
pers
onal
de
velo
pmen
t; si
delin
ed; a
dvis
ed to
ret
ire (w
ith o
r w
ithou
t fi n
anci
al in
duce
men
t);
and/
or t
rans
ferr
ed a
nd p
lace
d in
a p
ositi
on o
f m
inim
al infl u
ence
(th
ereb
y be
ing
neut
ralis
ed).
Impo
rtan
t: M
any
obst
ruct
ing
peop
le w
ill e
vent
ually
res
pond
, but
som
e w
ill n
ever
ch
ange
and
thi
s ha
s to
be
reco
gnis
ed a
nd a
ddre
ssed
. B
e co
nsci
ous
that
one
ca
n sp
end
exce
ssiv
e tim
e on
tho
se w
ho w
ill n
ever
cha
nge,
som
etim
es t
o th
e de
trim
ent o
f cha
mpi
ons
and
supp
orte
rs.
▪
▪ ▪ ▪ ▪
▪ ▪
19
Community Policing Study
2nd Edition (2006-09-30)
19
Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Dev
elop
ing
effe
ctiv
e pa
rtne
rshi
ps
Part
ners
hips
be
twee
n th
e po
lice
and
the
com
mun
ity a
re a
key
com
pone
nt o
f CB
P.▪
Lack
of
trus
t an
d re
spec
t fr
om o
ne o
r bo
th
side
s w
ill
prev
ent
part
ners
hip
and
co-
oper
atio
n on
pro
blem
-sol
ving
.
Som
e infl u
entia
l peo
ple
will
be
very
rel
ucta
nt
to c
hang
e if
they
see
no
pers
onal
ben
efi ts
, pa
rtic
ular
ly in
loca
l gov
ernm
ent m
onop
olie
s.
▪ ▪
Esta
blis
h st
ruct
ures
to
enab
le p
olic
e/pu
blic
con
sulta
tion
and
prob
lem
-sol
ving
, e.
g.
crim
e pr
even
tion
pane
ls,
neig
hbou
rhoo
d w
atch
sc
hem
es,
yout
h sa
fety
pr
ogra
mm
es, v
ictim
sup
port
sch
emes
, bui
ldin
g on
par
tner
ship
str
uctu
res
deal
ing
with
SAL
W is
sues
, etc
.
SALW
col
lect
ion
initi
ativ
es m
ay p
rovi
de p
artn
ersh
ips
for
impl
emen
ting
CBP.
Co
nver
sely
, CB
P pa
rtne
rshi
p st
ruct
ures
may
ser
ve t
o m
ake
SALW
eff
orts
mor
e lo
ng-te
rm a
nd s
usta
inab
le a
s an
inte
grat
ed p
art o
f com
mun
ity s
afet
y.
Giv
ing
both
the
loca
l pol
ice
and
loca
l com
mun
ity th
e au
thor
ity, r
espo
nsib
ility
and
ca
paci
ty fo
r add
ress
ing
crim
e an
d di
sord
er.
Esta
blis
h a
‘Citi
zen’
s Ch
arte
r’ fo
r th
e po
lice
and
publ
ic (
prep
ared
by
them
) fo
r bo
th to
und
erst
and
thei
r res
pons
ibili
ties
and
right
s an
d to
be
held
acc
ount
able
for
thei
r co
nduc
t. Su
gges
ted
cont
ent
can
incl
ude:
sum
mar
y of
the
pol
ice
corp
orat
e st
rate
gy;
polic
e m
issi
on s
tate
men
t; po
lice
code
of
valu
es/e
thic
s; s
tate
men
t of
w
hat
the
publ
ic c
an e
xpec
t fr
om t
he p
olic
e; s
tate
men
t of
wha
t th
e po
lice
can
expe
ct fr
om t
he p
ublic
. Add
ition
ally
, thi
s ca
n in
clud
e de
tails
on
the
Stan
dard
s of
Se
rvic
e th
e po
lice
prom
ise
to d
eliv
er to
the
pub
lic, e
.g. d
ealin
g w
ith r
eque
sts
for
help
(em
erge
ncy
and
non-
emer
genc
y te
leph
one
calls
, in
writ
ten
corr
espo
nden
ce)
and
basi
c hu
man
rig
hts
(que
stio
ning
, ar
rest
, se
arch
, de
tent
ion,
bai
l, pr
ovid
ing
stat
emen
ts to
the
polic
e, p
ublic
dem
onst
ratio
ns e
tc).
Intr
oduc
e pe
rfor
man
ce
indi
cato
rs
that
ar
e re
alis
tic,
can
be
achi
eved
an
d m
easu
red.
Usi
ng th
ese
indi
cato
rs, e
stab
lish
a m
onito
ring
and
eval
uatio
n sy
stem
to
mea
sure
the
eff
ectiv
enes
s of
CB
P im
plem
enta
tion.
Spe
cifi c
iss
ues
can
be
high
light
ed w
ithin
this
eva
luat
ion,
e.g
. SAL
W.
▪ ▪ ▪ ▪ ▪
Ach
ievi
ng s
usta
inab
le s
olut
ions
CBP
need
s to
be
a
long
-term
, la
stin
g pa
rtne
rshi
p th
at
prod
uces
su
stai
nabl
e so
lutio
ns to
com
mun
ity p
robl
ems.
▪If
it ta
kes
a lo
ng
time
for
cond
ition
s to
im
prov
e, s
uppo
rt f
or u
nder
taki
ng C
BP
may
w
ane.
▪En
sure
tha
t so
me
‘qui
ck w
ins’
are
bui
lt in
to t
he p
roce
ss o
f es
tabl
ishi
ng C
BP
so
that
mom
entu
m fo
r ref
orm
is m
aint
aine
d.
Ensu
re t
hat
outp
uts
or o
utco
mes
are
cle
ar, a
s w
ell a
s th
e be
nefi t
thi
s br
ings
in
the
shor
t an
d lo
ng t
erm
, to
the
polic
e an
d th
e co
mm
unity
– in
corp
orat
ing
SALW
in
terv
entio
ns a
s pr
iorit
y is
sues
in th
is p
roce
ss.
▪ ▪
20
Community Policing Study
2nd Edition (2006-09-30)
20
Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Ensu
ring
pol
ice
acco
unta
bilit
y
Polic
e sh
ould
be
ac
coun
tabl
e to
th
e Pa
rliam
ent
and
the
publ
ic
to
ensu
re
prof
essi
onal
ism
, re
spec
t fo
r hu
man
rig
hts
and
miti
gate
the
likel
ihoo
d of
pol
ice
abus
es.
Polic
e se
rvic
es
that
ar
e ac
coun
tabl
e ar
e tr
uste
d an
d ar
e th
eref
ore
mor
e ca
pabl
e of
de
liver
ing
a hi
gh q
ualit
y se
rvic
e to
the
publ
ic.
An a
ccou
ntab
le p
olic
e or
gani
satio
n is
mor
e lik
ely
to
be
rega
rded
as
a
prof
essi
onal
se
rvic
e in
the
eye
s of
the
est
ablis
hmen
t an
d ‘in
telli
gent
sia’
and
as
such
is
mor
e lik
ely
to
rece
ive
grea
ter
supp
ort,
part
icul
arly
in t
erm
s of
reso
urce
s.
▪ ▪ ▪
Wea
k ov
ersi
ght o
f the
pol
ice
may
dim
inis
h its
re
puta
tion
and
acco
unta
bilit
y.
Lack
of
tran
spar
ency
by
the
polic
e in
the
m
anne
r in
whi
ch t
hey
serv
e th
e pu
blic
will
ob
stru
ct t
heir
acco
unta
bilit
y an
d un
derm
ine
the
trus
t of t
he p
ublic
.
▪ ▪
Prom
ote
effe
ctiv
e st
rate
gic
man
agem
ent s
yste
ms
to e
nhan
ce p
olic
e ac
coun
tabi
lity
to t
he P
arlia
men
t an
d th
e pu
blic
. E.g
. req
uire
the
pub
licat
ion
of p
olic
e st
atis
tics
on a
gree
d pe
rfor
man
ce i
ndic
ator
s in
clud
ing
the
num
ber
of c
ompl
aint
s ag
ains
t th
e po
lice
in a
ll ca
tego
ries,
i.e
. al
lege
d br
each
es o
f hu
man
rig
hts,
alle
gatio
ns
of c
orru
ptio
n, a
ssau
lt an
d vi
olen
t be
havi
our,
negl
igen
ce a
nd m
isco
nduc
t et
c.
Put
in p
lace
com
plai
nts
mec
hani
sms
e.g.
om
buds
men
. Req
uire
the
pub
licat
ion
of a
loc
al p
olic
ing
plan
set
ting
out
agre
ed o
bjec
tives
and
prio
ritie
s fo
llow
ing
cons
ulta
tion
with
the
pub
lic.
Cond
uct
regu
lar
polic
e-co
mm
unity
mee
tings
tha
t ar
e op
en t
o th
e pu
blic
and
whe
re m
inut
es a
nd a
ctio
ns a
re r
ecor
ded
as a
n ac
cura
te r
ecor
d of
bus
ines
s. M
ake
it a
requ
irem
ent
by t
he C
hief
of
Polic
e fo
r th
e lo
cal p
olic
e co
mm
ande
r to
att
end
thes
e m
eetin
gs. I
t is
nec
essa
ry t
o defi n
e (in
stitu
tiona
lise)
the
role
and
pow
er o
f the
se a
ssem
blie
s: h
ow p
artic
ipan
ts o
f the
as
sem
blie
s w
ill m
ake
deci
sion
s an
d ho
w th
e de
cisi
ons
will
be
appl
ied
in th
e fi e
ld.
Req
uire
the
pub
licat
ion
of a
n an
nual
pol
icin
g re
port
at
the
natio
nal l
evel
whe
re
the
perf
orm
ance
of
indi
vidu
al p
olic
e ar
eas/
divi
sion
s is
ful
ly d
ocum
ente
d an
d en
sure
that
this
repo
rt is
ava
ilabl
e fo
r scr
utin
y by
the
gene
ral p
ublic
.
Esta
blis
h a
‘Citi
zen’
s Ch
arte
r’ as
an
effe
ctiv
e pr
actic
al t
ool
whe
reby
the
pol
ice
can
be h
eld
acco
unta
ble
(see
als
o ‘D
evel
opin
g ef
fect
ive
part
ners
hips
’ abo
ve).
Crea
te a
fai
r an
d tr
ansp
aren
t po
lice
disc
iplin
ary
polic
y an
d pr
oced
ure
that
bot
h th
e po
lice
and
publ
ic h
ave
confi
den
ce in
.
Crea
te m
echa
nism
s w
here
by t
he lo
cal c
omm
unity
are
con
sulte
d w
hen
tran
sfer
s of
the
ir lo
cal
polic
e offi c
ers
are
bein
g co
nsid
ered
(th
e su
dden
, un
expe
cted
an
d un
plan
ned
tran
sfer
of
key
pers
onne
l ca
uses
con
side
rabl
e re
sent
men
t in
lo
cal
com
mun
ities
and
sho
uld
be a
void
ed w
hene
ver
poss
ible
). En
sure
tha
t co
nsul
tatio
n m
echa
nism
s ar
e in
stitu
tiona
lised
and
fee
dbac
k in
corp
orat
ed i
nto
polic
e pl
anni
ng a
nd a
ctiv
ities
.
Ensu
re t
hat
the
polic
e’s
activ
ities
on
SALW
col
lect
ion
are
tran
spar
ent,
that
w
eapo
ns a
re s
afel
y st
ored
/des
troy
ed a
s en
visa
ged
and
that
leg
isla
tion
(e.g
. am
nest
y la
ws)
is e
nfor
ced
equa
lly a
cros
s th
e bo
ard.
▪ ▪ ▪ ▪ ▪
21
Community Policing Study
2nd Edition (2006-09-30)
21
Community Policing Study
2nd Edition (2006-09-30)
KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Tack
ling
corr
upti
on
Polic
e co
rrup
tion
unde
rmin
es
publ
ic
trus
t an
d co
nfi d
ence
in
the
polic
e, d
e-m
otiv
ates
ch
ampi
ons
for
chan
ge
in
the
polic
e an
d di
vert
s va
luab
le r
esou
rces
fro
m w
here
the
y ar
e m
ost n
eede
d.
Corr
uptio
n un
derm
ines
th
e ba
sic
fabr
ic
of s
ocie
ty,
the
rule
of
law
and
ord
er,
and
ultim
atel
y de
moc
racy
itse
lf.
Corr
uptio
n in
clud
es t
he a
ccep
tanc
e of
gift
s an
d fa
vour
s fo
r ulte
rior m
otiv
es a
nd n
epot
ism
an
d pr
ejud
ice
whe
n en
forc
ing
the
law
.
Pow
er a
nd i
nfl u
ence
with
out
acco
unta
bilit
y ca
n co
rrup
t.
▪ ▪ ▪ ▪
If co
rrup
tion
is e
ndem
ic, i
t m
ay b
e di
ffi cu
lt to
pe
rsua
de p
olic
e offi c
ers
not
to p
artic
ipat
e in
co
rrup
tion.
In c
ondi
tions
whe
re th
e po
lice
are
poor
ly p
aid,
co
rrup
tion
(in t
he f
orm
of
brib
es e
spec
ially
) m
ay b
e th
e on
ly w
ay in
whi
ch t
hey
can
mak
e en
ds m
eet.
Corr
uptio
n m
ay
be
linke
d to
po
litic
al
infl u
ence
s th
at s
pan
diff
eren
t go
vern
men
t in
stitu
tions
.
▪ ▪ ▪
The
polit
ical
will
to d
eal w
ith th
e pr
oble
m o
f cor
rupt
ion
need
s to
be
pres
ent.
Iden
tify
and
try
to a
ddre
ss t
he r
oot
caus
es o
f co
rrup
tion,
e.g
. if
low
wag
es a
re a
si
gnifi
cant
cau
se, t
his
need
s to
be
addr
esse
d in
the
long
er te
rm b
y th
e N
atio
nal
Gov
ernm
ent.
Cond
ition
s of
ser
vice
and
faci
litie
s ca
n al
so b
e a
fact
or a
nd th
is c
an
be a
ddre
ssed
by,
for
exa
mpl
e, t
he p
rovi
sion
of
free
pub
lic t
rans
port
and
fre
e/su
bsid
ised
hou
sing
. Sp
onso
rshi
p, t
hat
is o
ffi ci
ally
aut
horis
ed a
nd t
rans
pare
nt,
can
also
be
enco
urag
ed t
o as
sist
, e.
g. c
omm
erci
al c
ompa
nies
can
spo
nsor
ve
hicl
es, e
quip
men
t an
d th
e de
cora
tion/
refu
rbis
hmen
t of
loca
l pol
ice
stat
ions
/offi c
es.
Intr
oduc
e a
robu
st a
nti-c
orru
ptio
n po
licy
and
ensu
re t
hat
corr
upt
polic
e offi c
ers
are
iden
tifi e
d an
d de
alt w
ith q
uick
ly a
nd fa
irly.
Intr
oduc
e a
disc
iplin
ary
polic
y an
d pr
oced
ure
that
is fa
ir an
d tr
ansp
aren
t.
Iden
tify
seni
or o
ffi ce
rs w
ho h
ave
the
nece
ssar
y ab
ility
and
per
sona
l qua
litie
s to
le
ad a
n an
ti-co
rrup
tion
unit
effe
ctiv
ely.
Ensu
re t
hat
inno
cent
vic
tims
of c
orru
ptio
n kn
ow w
here
and
how
to
com
plai
n ag
ains
t po
lice
and
are
kept
inf
orm
ed o
f th
e pr
ogre
ss a
nd o
utco
me
of t
heir
com
plai
nts.
▪ ▪ ▪ ▪ ▪ ▪
Bui
ldin
g ca
paci
ty
Trai
ning
: Pr
ovid
e ap
prop
riate
tr
aini
ng
for
the
polic
e in
the
phi
loso
phy
and
prac
tical
im
plem
enta
tion
of
CBP.
Th
is
shou
ld
incl
ude
how
th
e CB
P ph
iloso
phy
can
be
com
mun
icat
ed to
the
publ
ic.
Reso
urce
s: E
nsur
e th
at s
uffi c
ient
res
ourc
es
are
allo
cate
d to
CB
P as
a p
olic
ing
prio
rity
and
that
res
ourc
es a
re u
sed
prop
erly
and
to
max
imum
eff
ect.
Mak
e th
e m
ost
of e
xist
ing
reso
urce
s.
▪ ▪
Wea
k le
ader
ship
an
d in
effe
ctiv
e m
anag
emen
t w
ill u
nder
min
e st
eps
tow
ards
bu
ildin
g ca
paci
ty.
Lack
of
re
sour
ces
or
the
inap
prop
riate
us
e of
exi
stin
g re
sour
ces
can
obst
ruct
the
im
plem
enta
tion
of C
BP
and
the
capa
city
of
the
polic
e in
gen
eral
to re
spon
d to
cha
nge.
An
attit
ude
of
‘exi
stin
g re
sour
ces
mea
n no
thin
g’ m
ay m
ean
depe
nden
ce o
n ou
tsid
e su
ppor
t, ig
norin
g th
e po
tent
ial o
f us
ing
loca
l re
sour
ces
wel
l.
▪ ▪ ▪
Impl
emen
t a
trai
ning
str
ateg
y th
at in
clud
es c
apac
ity a
nd te
am-b
uild
ing
skill
s fo
r po
lice
supe
rvis
ors
and
seni
or o
ffi ce
rs. E
nsur
e th
at t
his
stra
tegy
incl
udes
prio
rity
secu
rity
issu
es s
uch
as a
ddre
ssin
g th
e ill
egal
pos
sess
ion
and
circ
ulat
ion
of
SALW
.
Des
ign
and
deliv
er a
tra
inin
g pr
ogra
mm
e on
CB
P to
sel
ecte
d tr
aine
rs i
n or
der
that
they
can
del
iver
trai
ning
as
near
to th
e w
ork
plac
e as
pos
sibl
e.
Des
ign
a pu
blic
edu
catio
n pr
ogra
mm
e to
info
rm t
he p
ublic
of
the
aim
s of
CB
P an
d th
e ne
ed f
or t
heir
invo
lvem
ent
and
high
light
spe
cifi c
sec
urity
thr
eats
to
be
addr
esse
d, e
.g. S
ALW
.
Prep
are
a m
edia
str
ateg
y to
com
mun
icat
e th
e ai
ms/
obje
ctiv
es o
f CB
P to
the
ge
nera
l pub
lic.
Prep
are
a ‘C
BP
forc
e po
licy’
and
a C
BP
man
ual
of g
uida
nce
to a
ssis
t offi c
ers
impl
emen
ting
CBP,
incl
udin
g pr
iorit
y se
curit
y is
sues
suc
h as
SAL
W.
▪ ▪ ▪ ▪ ▪
22
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KEY
ISSU
EC
HA
LLEN
GES
STR
ATEG
IES
AN
D E
XP
ERIE
NC
E
Org
anis
e re
gula
r m
eetin
gs o
f pi
lot
site
com
man
ders
, tr
aine
rs a
nd o
ther
key
le
ader
s to
sha
re e
xper
ienc
es,
iden
tify
good
pra
ctic
e an
d di
ffi cu
lties
and
to
cont
ribut
e to
pol
icy
and
proc
edur
es.
Ensu
re t
hat
the
CBP
trai
ning
pro
gram
me
incl
udes
pol
ice
offi c
ers
atta
ched
to
Hea
dqua
rter
uni
ts a
nd s
peci
alis
t br
anch
es,
espe
cial
ly t
hose
not
ope
ratin
g at
a
loca
l lev
el, s
o th
at th
ey u
nder
stan
d CB
P an
d ar
e aw
are
of it
s im
plem
enta
tion.
▪ ▪
Enha
ncin
g co
-ord
inat
ion
and
cohe
renc
e
Dup
licat
ed
or
cont
radi
ctor
y re
form
ef
fort
s ca
use
conf
usio
n, w
aste
res
ourc
es a
nd c
an
dest
roy
or li
mit
the
will
for u
nder
taki
ng C
BP.
Co-o
rdin
atio
n an
d co
here
nce
are
impo
rtan
t w
ithin
ne
w
initi
ativ
es
(e.g
. a
broa
der
just
ice
and
secu
rity
sect
or r
efor
m o
r SA
LW
inte
rven
tion)
an
d be
twee
n in
stitu
tions
w
orki
ng i
n th
e sa
me
area
(re
gion
, co
untr
y,
dist
rict,
prov
ince
, m
unic
ipal
ity,
pref
ectu
re,
etc)
.
▪ ▪
Com
petin
g ag
enda
s be
twee
n or
with
in t
he
impl
emen
ting
inst
itutio
ns
(e.g
. di
ffer
ent
gove
rnm
ent
depa
rtm
ents
or
with
in t
he s
ame
depa
rtm
ent o
r pol
ice
stru
ctur
es).
Com
petin
g ag
enda
s an
d in
stitu
tiona
l ‘c
ompe
titio
n’
and
‘jeal
ousy
’ be
twee
n ex
tern
al a
ctor
s (e
.g. d
onor
s) s
uppo
rtin
g CB
P pr
oces
ses
or b
etw
een
indi
vidu
als
prof
essi
ng
to s
uppo
rt C
BP.
Und
erta
king
ref
orm
and
CB
P w
ithou
t ta
king
in
to
acco
unt
the
exis
ting
stru
ctur
es
and
initi
ativ
es.
▪ ▪ ▪
Esta
blis
h br
oad
cons
ensu
s w
ith a
ll th
e im
plem
entin
g ag
enci
es o
r in
stitu
tions
on
the
over
all
obje
ctiv
es o
f CB
P an
d ho
w t
his fi t
s w
ith a
ny o
ngoi
ng o
r en
visa
ged
maj
or r
efor
m i
nitia
tives
for
the
pol
ice
and
the
broa
der
crim
inal
jus
tice
and
secu
rity
sect
or, i
nclu
ding
SAL
W in
itiat
ives
.
Esta
blis
h a
com
mun
icat
ion/
cons
ulta
tion
proc
ess
betw
een
exte
rnal
act
ors
(e.g
. do
nors
) in
ord
er t
o en
sure
agr
eem
ent
on t
he m
ain
obje
ctiv
es o
f th
eir
supp
ort
and
the
adde
d va
lue
of e
ach
acto
r’s c
ontr
ibut
ion.
Esta
blis
h a
com
mun
icat
ion/
cons
ulta
tion
proc
ess
betw
een
a w
ide
rang
e of
co
mm
unity
lea
ders
in
orde
r to
obt
ain
thei
r ag
reem
ent
and
supp
ort
for
the
obje
ctiv
es o
f CB
P an
d fo
r the
m to
val
ue a
ll in
divi
dual
con
trib
utio
ns.
Use
ex
istin
g st
ruct
ures
an
d in
itiat
ives
fl e
xibl
y an
d to
th
e be
st
adva
ntag
e w
hen
impl
emen
ting
CBP.
Iden
tify
peop
le in
the
com
mun
ity (n
ot n
eces
saril
y th
ose
in p
ositi
ons
of a
utho
rity)
w
ho a
re p
artic
ular
ly s
kilfu
l in
brin
ging
peo
ple
toge
ther
, obt
aini
ng c
onse
nsus
and
in
stig
atin
g po
sitiv
e ac
tion.
Kee
p pe
ople
in
form
ed
of
deve
lopm
ents
an
d pr
ogre
ss;
corr
ect
inac
cura
te
info
rmat
ion
and
rum
our
quic
kly;
dea
l w
ith c
onfu
sion
and
unc
erta
inty
; an
d de
velo
p an
info
rmat
ion
netw
ork
that
ens
ures
cor
rect
info
rmat
ion/
mes
sage
s ge
t to
the
publ
ic, p
artic
ular
ly th
e infl u
entia
l opi
nion
form
ers.
▪ ▪ ▪ ▪ ▪ ▪
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6 Examples of community-based policing initiatives
The following are case study examples of different types of CBP activities that have been undertaken in selected countries. They demonstrate that CBP goes beyond merely arresting criminals to creating better societies in co-operation with the people who live in them.
6.1 FYR Macedonia
6.1.1 Regional context: South Eastern Europe
Many police forces in the region are tentatively adopting ‘community policing’ principles as part of a strategy to bridge yawning gaps of trust and respect between the police and the community. Often this is a process that has been shepherded and fi nancially supported by international organisations working in the area. To be sure, it is a diffi cult task and remains at an embryonic stage. Nevertheless, its initiation, advocacy and promotion are clear signals of a new approach to policing in the Balkan region.
6.1.2 Introducing the police back into the community
In FYR Macedonia, ‘community policing’ has been a leading strategy adopted by the Government to rebuild weak community faith in state institutions. Broadly speaking, the objective is to integrate (often for the fi rst time) the police as an essential, valued and trusted part of the wider fabric of the community. Achieving this involves changing the police’s perception of their role as a reactive, state-centred agency and, at the same time, embarking on a project to win the hearts and minds of the Albanian communities in the northern areas of the country that were the main site of operations during the 2001 civil war. Not only do patrols now better refl ect (demographically) the community they serve, but a new ‘community centred’ approach has been incorporated throughout their training periods. New structures have also been created to engage the community. Citizen Advisory Groups (CAGs) have been established as fora to discuss matters of mutual interest and concern between designated community representatives and the police.
6.1.3 Lessons learnt
Introducing the police back into society is the fi rst step of a very long process of trust building and has been done incrementally, and with sensitivity, to ensure long-term success.
The ethnic composition of the police patrols was changed to be more representative and this made the police much more acceptable to the local population.
6.2 Serbia
6.2.1 Piloting community-based policing
An internationally funded and supported initiative has assisted the police in Serbia to move forward in the development of the philosophy of ‘community policing’ to transform it from a police ‘force’ to a police ‘service’ which represents the community it serves. The Multi-Ethnic Policing Element (MEPE), created in 2001 to form a police unit that represented ethnic minorities in the south, has now been fully integrated into the mainstream Serbian Police Service. The current pilot projects in South Serbia have resulted in the formation of Citizen Advisory Groups (CAGs), Municipal Safety Councils (MSCs) and the South Serbia Working Group. The creation of similar groups will in the future be implemented throughout Serbia. A series of buildings are under construction
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in South Serbia to be used by the police and the local communities for training and joint initiatives. Essentially, the ability of the police to evolve into a refl ective and responsive policing service that meets the needs of the many varied communities in South Serbia, could be a major contributor to the maintenance of the often fragile political atmosphere of this region. The heightening of community awareness on the part of the police as it pertains to the issues of the citizens who are of the minority community (whether because of ethnicity, sexual orientation, age, religion and belief, gender and/or disability) is viewed as forming part of the foundations of community partnership. The appointment of Community Liaison Offi cers (CLOs) and a training programme for all police offi cers in Diversity and Minority issues is planned to run in conjunction with the formation of Hate Crime Investigation Units. Increased public confi dence in the police has traditionally had a dramatic effect on the reporting of crime/disorder and with measures like these in place the security of the community and the stability of Serbia will signifi cantly be enhanced. Educating the police in those areas in the new approach has resulted in enhanced community participation in community safety throughout the country, representing a marked departure from hierarchical traditions of police-community relations.
6.2.2 Lessons learnt
Capacity building of the police in CBP has proven to be crucial to getting these initiatives off the ground. Frequent and consistent positive interaction between police and community (including, but not limited to, formal and informal leadership within citizen groups, self government and the international community) have proven to be effective in addressing issues at the grass-roots level, thereby often pre-empting situations which could have developed into more problematic and complex situations.
6.3 Entity of Kosovo5
6.3.1 Community safety initiatives as a support to community-based policing
Since the cessation of confl ict in Kosovo in 1999, the newly established Kosovo Police Service has often struggled to exercise its authority and to implement a community-based policing strategy on the ground. From mid 2005 to late 2006, a Kosovar and international NGO have collaborated to increase the involvement of local communities in policing as well as related public safety issues at the local level so as to support broader community policing efforts. In one pilot site in the south east of the territory, the residents of a village affected by a range of safety and security problems worked over the course of a year, establishing links with security providers such as the police, KFOR and Kosovo’s civil emergency force the KPC (Kosovo Protection Corps) to agree specifi c ‘community safety plans’ for each of their problems. By fi rst tackling problems such as reckless driving, wild dogs and river fl ooding, the community was able to gradually build the necessary links to improve the frequency of police patrols in their area, as well as residents’ responsiveness to the police.
6.3.2 Lessons Learnt
By using a ‘participatory approach’ (making the community the entry-point, benefi ciary and owner of the project), real commitment to solve problems was created.
Confi dence-building and careful sequencing was necessary so that policing issues could be raised with the community.
5 Forthcoming evaluation of the project by Saferworld and the Forum For Civic Initiatives, ‘Challenging Insecurity: engaging civil society in decision-making on arms control and community safety’.
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The project, although local in nature, had a long-term perspective. It was accepted that many community problems could only be solved once trust and relationships have been built between residents and institutions and that this takes time.
6.4 South Africa
The following examples from South Africa and Malawi are taken from two large DFID-funded projects both of which have been extensively reviewed and both documented as examples of ‘best practice’ to be adopted in other countries around the world.
The end of apartheid, the advent of a new democratic dispensation and the need to transform the police from being a repressive organ of the state and paramilitary law enforcers to an organisation ‘that was of the people and for the people’ was (and arguably remains) a massive undertaking. To merge 11 different police organisations into one unifi ed national structure comprising about 140,000 police offi cers – one of the largest police forces in the world – against a backdrop of escalating violent crime, was no mean undertaking. The new South African Government agreed that the policing model to achieve this was CBP.
6.4.1 Police offi cer and police person of the month award scheme
In line with the model of CBP appropriate for a ‘new‘ South Africa, a ‘Police offi cer and police person of the month award scheme’ was piloted in the Free State Province as a means of recognising and motivating those members of the police and public who had contributed most to implementing CBP.
This initiative was ‘led’ by the Government, obtained formal sponsorship from the media and business organisations, who all participated through an equal and formal partnership agreement. It captured widespread and positive media publicity, sensitised the public as to the new role of the police ‘to serve’, and led to an Annual Award Scheme that has proven to be motivational and sustainable.
6.4.1.1 Lessons learnt
The need to enter into formal partnership agreements leading to shared responsibility and accountability.
The need to secure adequate funding as an integral part of building sustainable solutions.
The critical importance of ‘political will’.
How an award scheme can improve morale and how the awards can be developed in terms of ‘prizes’ to encourage professional development - for instance offi cers being awarded prizes for study courses and visits.
6.4.2 Best community-based police station award
This initiative was led and sponsored by a number of large commercial organisations who recognised that they needed to demonstrate their commitment and contribution to improving safety and security. An extensive and exhaustive scheme was introduced to judge, out of over 1,000 police stations, what individual station was the ‘Community policing station of the year’. The stations where CBP had been effectively piloted, consequently won this prestigious and highly publicised award in two consecutive years.
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6.4.2.1 Lessons learnt
The critical importance of political will – vital to its success.
The need to develop pilot stations when introducing CBP to consolidate resources and to be fully accountable for performance.
The need for ‘continuous’ improvement.
Important: This initiative, that was started in 1996, has continued to develop, resulting in stations now being given the coveted award of designation as ‘Mandela Stations’. The reputation of that statesman needs to be mirrored by the reputation of those police stations!
Best practice initiatives are transferable to other countries (see the Malawi experience below).
6.4.3 Exchange study visit
Linked with the previous two initiatives, a formal government agreement was reached between the Governments of South Africa and the UK to enable selected police personnel to undertake professional development training through study and work visits, to the UK. This enabled a South African policy of ‘affi rmative action’ to be practically implemented whilst enabling offi cers whatever their colour or creed to participate. It was introduced through the adoption of a Professional Development Programme, which is a key element in successful CBP.
6.4.3.1 Lessons learnt
Reciprocal exchange visits can ensure maximum learning potential.
The need to ensure that knowledge and understanding is tested and translated into the work place by linking academic study with work placements.
Policing is about people serving people and the most valuable resource are the staff – hence the need to emphasise human resource management and development.
6.5 Malawi
6.5.1 Establishing community consultative structures
In order to implement CBP, community consultative structures were developed that were based, either by integration or modifi cation, on existing formal structures. This in turn aimed to build on traditional authorities and used proven systems of administration of justice. The police/public consultative structures that were supposed to address safety and security issues, had to operate from the grass roots level through to a national steering and co-ordinating mechanism.
6.5.1.1 Lessons learnt
Any implementation plan for CBP needs to be country specifi c.
It is critically important to understand culture(s) and to draw on the expertise and credibility of traditional authorities, whether persons or systems.
Creating understanding and acceptance of the notion of ‘volunteerism’ – the giving of your services for ‘free’.
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6.5.2 Developing a model community-based policing station
Based on best practice from South Africa, Malawi introduced its own model CBP station, which became the testing ground and benchmark for the development of CBP and its incremental implementation.
This police station received national and international recognition for its pioneering work.
6.5.2.1 Lessons learnt
The need to develop regional initiatives in order to share and learn from ‘best practice’.
How recognition, particularly from the international community, is a powerful motivator in changing perception, reducing the fear of crime and encouraging donor collaboration and investment.
Linked to the preceding point, the need to formalise donor collaboration to maximise expertise and provision of essential resources.
Confi rmation of the notion that ‘nothing breeds success like success’.
Perhaps the most notable lesson learnt is that a CBP project led to a comprehensive police reform programme and provided the entry point to a wider safety, security and access to justice programme.
6.6 Kenya
6.6.1 NGOs building bridges between the police and the public
Learning from other African countries, in particular South Africa and Malawi, has positively contributed to the development of CBP in Kenya.
In Kenya, an international NGO has entered into formal partnerships with Kenyan NGOs working in the fi eld of safety and security in order to develop mechanisms, on the grass roots level, to enable the police and the public to work together. This has been done in conjunction with other stakeholders from the statutory sector,6 collectively leading to the Offi ce of the President adopting, and then taking the lead on a model of CBP, appropriate to Kenya.
This work was partly born out of SALW control work, which led to the realisation that CBP was the next logical step to ensuring public safety and security.
6.6.2 Lessons learnt
The importance of involving NGOs and other grass roots organisations in any CBP strategy.
Ensuring ownership i.e. ‘buy-in’ by all stakeholders.
Identifying the benefi ts and imperatives for the adoption of a democratic style (CBP) of policing.
6 This work has been undertaken by Saferworld, in partnership with the Kenyan Institute of Administration, the Kenyan Police, the Administration Police and the Security Research and Information Centre (SRIC).
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6.7 Northern Ireland
6.7.1 The ‘Markets’ neighbourhood policing project7
In 1996 a team of eight constables and one sergeant was set up in the predominantly nationalist, republican ‘Markets’ area of Belfast. At that time there was virtually no support for the police, and paramilitary organizations conducted their own “patrols” in the area. Over the years the team has built up support within the community and a climate of mutual trust and respect has developed. The police now operate effectively, which has brought results in terms of both crime reduction and public order policing.
The elements of the team’s success are common to successful community policing projects elsewhere in the world. They include:
a dedicated policing team for a geographical area, with total responsibility for policing that area;offi cers with communication, confl ict resolution and problem-solving skills who remain with the team for several years;respect for people of different backgrounds or political convictions;empowerment of the team to determine policing priorities in partnership with the community;foot patrolling as the predominant patrol method;patient and determined development of community activities, including youth schemes and neighbourhood meetings;recognition by senior police managers that the team’s work is important and should not be disrupted by deployments for duties elsewhere; andskilful use of discretion over minor offences, while maintaining a vigorous enforcement regime against more serious offences.
6.8 Jamaica
6.8.1 Mediation process
The Jamaica Constabulary experienced excessive demands on their services through calls to deal with numerous disputes, including for example, domestic, neighbour and property rights disputes. In an effort to manage these demands, the police adopted a pragmatic approach that would start resolving people’s problems in the long term rather than constantly being called to re-occurring disputes. As part of their understanding of CBP, they therefore introduced a mediation process that focuses on confl ict resolution/reduction. The essential elements of the process are that a trained police offi cer will obtain the agreement of both parties to seek mediation and obtain their signed agreement to comply with the basic ground rules of the process. They meet on neutral ground, usually the police station where both will state their position and through the skilled facilitation of the trained police offi cer, they will try to achieve an agreed resolution of the dispute. In many cases this is proving to be effective with both parties agreeing to peacefully resolve their dispute without further confl ict.
6.8.1.1 Lessons learnt
The above approach came about because the police took a proactive approach to policing, whereby the needs of the community were identifi ed and steps taken proactively to address the problems of recurring disputes, rather than waiting for the complaints to reach the police.
Through its involvement in resolving disputes in the community, a mechanism for sustainable solutions has been established and levels of trust between the police and the community have been boosted.
7 Quoted from the Report of the Independent Commission on Policing for Northern Ireland, p. 42.
a)b)
c)d)e)f)
g)
h)
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6.8.2 Youth crime reduction initiative
A youth crime reduction initiative was initiated in a number of schools in the poor inner city areas of Kingston. This idea came from a local police Deputy Superintendent, who identifi ed a real problem with youth crime and delinquency in one local school and discussed this with the head teacher of the school. The programme concentrated on youth who are particularly at risk and involved selected students attending two separate sessions each week that covered a wide range of personal issues such as personal discipline, self-esteem, drug abuse, the dangers of ‘gun culture’, safe sex, etc. Well trained, experienced and carefully selected police offi cers undertook this task and operated with the full co-operation and support of the teaching staff and in some cases involved the teachers in the actual delivery of these programmes. The programme was quickly expanded to other schools and enjoyed the support of other head teachers, school governing bodies, local politicians and the local Education Department.
6.8.2.1 Lessons learnt
Through the initial action of the Deputy Superintendent, a priority need for crime reduction was identifi ed, namely youth at risk of becoming involved in crime. This signifi ed local knowledge and a proactive approach on the side of the police.
Strategic partnerships and a collaborative approach (involving the police, head teachers, politicians and the Education Department) enabled the youth schools programme to be expanded to several schools and to be mainly self-resourced.
6.9 Pakistan
6.9.1 Public-private partnership to deliver crime analysis8
Karachi, the capital city of Pakistan, has been the site of an innovative public-private sector partnership to assist community policing efforts. On the initiative of the business community, a structure known as the Citizen Police Liaison Committee (CPLC), which is funded primarily by private donations and staffed by volunteers, has been established and now manages crime databases for the police. The Committee also provides an analytical service for the police particularly in relation to serious crimes such as kidnappings. With offi ces in police stations and its headquarters in the Offi ce of the Governor of Sindh Province, the CPLC has become deeply integrated into the apparatus of the Government.
6.9.2 Lessons Learnt
The private sector has an interest in community-level security and the business community in particular may be an under-estimated resource in other communities.
Community security concerns each and every citizen and thus any initiative aimed at supporting police work should be synchronised and embedded within existing government structures and mechanisms.
8 Taken from Mohammed Musad (2002), Co-producing Citizen Security: the Citizen-Police Liaison Committee in Karachi, IDS Working Paper 172. Accessible from, http://www.ids.ac.uk/ids/bookshop/wp/wp172.pdf, accessed on 05 September 2006.
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6.10 Conclusion
The policing focus needs to centre on:
Local policing;
Responsive policing;
Targeted policing;
Partnership policing.
The focus must be on delivering a quality service. The public is looking for a policing service which:
Addresses their needs;
Works to an ethic of openness and consultation;
Sets itself standards of service;
Measures those standards and publishes the results;
Reaches out to the most marginalised – the poor, vulnerable and disadvantaged;
Is much more concerned with relations with the people it serves than with its image alone.
■
■
■
■
■
■
■
■
■
■
Identifying and tackling the root causes of crime, disorder and fear, in conjunction with partners in the community, rather than repeatedly and superfi cially treating the symptoms, is the most effective way of policing. This is community-based policing.
No matter how much written policies talk about community-based policing, if the values, business and systems of the police organisation do not support it – or worse, confl ict with it – then a community-based style of policing is doomed to failure.
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Annex A(Informative)
Terms and Defi nitions
A.1.1CBP(community-based policing)a philosophy (a way of thinking) and an organisational strategy (a way to carry out the philosophy) that allows the police and the community to work together in new ways to solve problems of crime, disorder and safety issues to improve the quality of life for everyone in that community.
Note: CBP involves the police participating in the community and responding to the needs of that community, and the community participating in its own policing and supporting the police.
Note: It can further be explained as: ‘the police working in partnership with the community; the community thereby participating in its own policing; and the two working together, mobilising resources to solve problems affecting public safety over the longer term rather than the police, alone, reacting short term to incidents as they occur.’
A.1.2 SAA(small arms ammunition)
A.1.3SALW(small arms and light weapons)all lethal conventional munitions that can be carried by an individual combatant or a light vehicle, that also do not require a substantial logistic and maintenance capability.1
A.1.4 SEESAC(South Eastern and Eastern Europe Clearinghouse for the Control of SALW)
A.1.5SPSEE(Stability Pact for South Eastern Europe)
1 RMDS/G 02.10 - SALW Standards/ SALW defi nitions http://www.seesac.org/index.php?content=&page=crse§ion=2, accessed on 12 September 2006.
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Annex B(Informative)
The UN Code of Conduct for Law Enforcement Offi cials2
The following is the offi cial United Nations code of conduct for law enforcement offi cials that all police offi cers around the world are supposed to respect in the execution of their duties.
United Nations – Offi ce of the High Commissioner for Human Rights
Code of Conduct for Law Enforcement Offi cials (e.g. Police Offi cers)
(Adopted by General Assembly Resolution 34/169 of 17 December 1979)
There are 8 Articles that make up this Code of Conduct, summarised as follows:
Article 1 – Exercise duties imposed by law – Serve and ProtectPolice Offi cers shall at all times fulfi l the duty imposed upon them by law, by serving the community and by protecting all persons against illegal acts.
Article 2 – Respect Human Dignity & Uphold Human RightsPolice Offi cers in the performance of their duty shall respect and protect human dignity and maintain and uphold the human rights of all persons.
Article 3 – Minimum Use of Force Police Offi cers may use force only when strictly necessary and to the extent required for the performance of their duty.
Article 4 – Maintain Confi dentialityMatters of a confi dential nature in the possession of Police Offi cers shall be kept confi dential, unless the performance of duty or the needs of justice strictly require otherwise.
Article 5 – No TortureNo Police Offi cer may infl ict, instigate or tolerate any act of torture or other cruel, inhuman or degrading treatment or punishment.
Article 6 – Ensure Health of Persons in CustodyPolice Offi cers shall ensure the full protection of the health of persons in their custody and, in particular, shall take immediate action to secure medical attention whenever required.
2 The full text can be read at: http://www.unhchr.ch/html/menu3/b/h_comp42.htm, accessed 10 September 2006.
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Article 7 – No CorruptionPolice Offi cers shall not commit any act of corruption. They shall also rigorously oppose and combat all such acts.
Article 8 – Requirement to Comply with Law / Code of Conduct(i) Police Offi cers shall respect the law and the Code of Conduct. They shall also, to the best of their
capability, prevent and rigorously oppose any violations to them.
(ii) Police Offi cers who have reason to believe that a violation of the Code of Conduct has occurred or is about to occur shall report the matter to their superior authorities and, where necessary, to other appropriate authorities vested with reviewing or remedial power.
Note: Each Article has a ‘Commentary’ that defi nes many of the words and phrases used and provide explanations and a rationale for the Code of Conduct.
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Annex C(Informative)Bibliography
Introduction to Community-Based Policing
Clingendael, International Alert and Saferworld, Towards a Better Practice Framework in Security Sector Reform: Broadening the Debate, Occasional SSR Paper No.1, August 2002.
Community Policing Consortium. ‘Tracing the Roots of Community Policing’ Chapter 2, Understanding Community Policing: A Framework for Action, August 1994.
Community Policing Consortium. ‘Defi ning the Core Components of Community Policing’, Chapter 3, Understanding Community Policing: A Framework for Action, August 1994.
Cordner, G. ‘Community policing – elements and effects’ in Alpert, G. and Piquero, A. (eds) Community policing – contemporary readings. Prospect Heights, Illinois: Waveland Press, 2000.
Dowling, Kevin. Community-Oriented Policing (Online Training Modules). North Carolina Justice Academy, August 2001.
Groenewald, Hesta and Gordon Peake, Police Reform through Community-Based Policing, International Peace Academy and Saferworld, September 2004.
Kenya Police. Community Policing Handbook. 2005.
Ludman, Barbara. How Community Policing works. Offi cial website of City of Johannesburg. http://www.joburg.org.za/help/cpf_overview.stm, accessed on 15 September 2006.
Musad, Mohammed. Co-producing Citizen Security: the Citizen-Police Liaison Committee in Karachi, IDS Working Paper 172. (2002), http://www.ids.ac.uk/ids/bookshop/wp/wp172.pdf, accessed 05 September 2006.
Nairobi Secretariat on Small Arms, Saferworld, SaferAfrica and SRIC. ‘Community-based policing in Kenya.’ Progress Newsletter, November 2003.
Pelser, Eric. The Challenges of Community Policing in South Africa. Institute for Security Studies, September 1999.
Saferworld, Operational document for supporting community-based policing in Albania, 2004.
SEESAC, UNDP Stability Pact and Saferworld. Philosophy and Principles of Community Based Policing, Belgrade, 2003.
Sparrow, Malcolm K., Mark H. Moore, and David M. Kennedy. Beyond 911: A New Era for Policing. New York: Basic Books, 1990.
Trojanowicz, Robert. Community Policing Guidelines for Police Chiefs, 1996.
Trojanowicz, Robert and Bonnie Bucqueroux. Community Policing: A Contemporary Perspective. Cincinnati, Ohio: Anderson Publishing Co., 1990.
Trojanowicz, Robert and Bonnie Bucqueroux, Community Policing: How to Get Started, May 1998.
Trojanowicz, Robert and David Carter. The Philosophy and Role of Community Policing. National Center for Community Policing, School of Criminal Justice, Michigan State University, 1988.
Trojanowicz, Robert, Victor E. Kappelar, Larry K. Gaines, and Bonnie Bucqueroux Community Policing: A Contemporary Perspective, Anderson Books, 1998.
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UK Home Offi ce, Neighbourhood Policing: Your Police; Your Community; Our Commitment, March 2005.
Society and Community
Department of Community Safety, Western Cape Provincial Administration (South Africa). Community Police Forum Toolkit, 2003.
Goldstein, H., Problem-oriented policing, McGraw-Hill, Inc., 1990.
Jones, John H., All together now, publishing details unavailable.
Myhill, Andy. Community engagement in policing: Lessons from the literature, UK Government Home Offi ce, February 2006.
Skogan, Wesley G. Community participation and community policing. University of Montreal and Solicitor General of Canada, November 2004.
UK Home Offi ce, “Tackling fear of crime & disorder in the community”, January 2005, http://crimereduction.gov.uk, accessed 08 September 2006.
Partnership Policing
Attorney General’s Offi ce (California), Crime and Prevention Center. Community Oriented Policing and Problem-Solving.
Bayley, David H., Police for the Future, Oxford: Oxford University Press, 1999.
Bratton, William J., Mallon, R., Orr, J., Pollard, C. and Dennis, N. (eds.), ‘Zero tolerance’. Policing in a free society, The IEA Health and Welfare Unit, 1997.
Bruce, David. Democratic reform of police – any lessons for Kenya from South Africa? Centre for the Study of Violence and Reconciliation, 2003.
Bruce, David and Rachel Nield. The police that we want: A handbook for oversight of police in South Africa. Centre for the Study of Violence and Reconciliation, 2005.
Chan, J.B.L., Changing Police Culture: Policing in a Multicultural Society Cambridge: Cambridge University Press, 1997.
Mani, Rama, ‘The Rule of Law or the Rule of Might? Restoring Legal Justice in the Aftermath of Confl ict’, in Pugh, Michael (ed.) Regeneration of War-Torn Societies, Macmillan, 2000 (b).
Masuku, Themba. Strengthening Democratic Policing in South Africa: Enhancing and Coordinating the Internal and External Accountability Systems of the South Africa Police Service. Centre for the Study of Violence and Reconciliation, 2005.
Mawby, R.I. (ed.), Policing Across the World: Issues for the 21st Century, UCL, 1999.
Mendes, Errol P., Zuckenberg, Joaquin, Lecorre, Susan, Gabriel, Anne and Clark, Jeffrey A., Democratic Policing and Accountability: Global Perspectives, Ashgate, 1999.
Morgan, Rod. “Policing by consent: Legitimating the doctrine.” In Rod Morgan and David Smith (eds.), Coming to Terms with Policing. Routledge, London, 1989.
Newburn, Tim. Understanding and Preventing Police Corruption: Lessons from the Literature. Police Research Series, Paper 110, Policing and Reducing Crime Unit, Home Offi ce (UK), 1999.
Newham, Gareth. Strengthening democratic policing in South Africa through internal systems for offi cer control. Center for the Study of Violence and Reconciliation, South Africa Review of Sociology 2005, 36 (2).
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Nield, Rachel. South Africa: Enhancing Police Accountability, Open Society Justice Initiative, 2004. http://www.justiceinitiative.org/db/resource2/fs/?fi le_id=14247, accessed 05 September 2006.
Peake, Gordon, Policing the Peace: Police Reform Experiences in Kosovo, Southern Serbia and Macedonia, Saferworld, 2003.
Roebuck, J.B. and Barker, T. (1974) ‘A typology of police corruption’ in Social Problems Vol 21, 423-37.
Sampson, Rana and Michael S. Scott. Tackling Crime and Other Safety-Related Problems: Case Studies in Problem-Solving. Washington, D.C.: U.S. Department of Justice, Offi ce of Community Oriented Policing Services, 1999.
Saulsbury, W., Moot, J. and Newburn, T. (eds.), Themes in contemporary policing, Independent Committee of Enquiry into the Role and Responsibilities of the Police, 1996.
Scott, Michael S. Problem-Oriented Policing: Refl ections on the First 20 Years. Washington D.C.: U.S. Department of Justice, Offi ce of Community Oriented Policing Services, 2000.
Crime Prevention and Reduction
Bright, J., ‘Turning the tide’, crime, community and prevention, Demos, 1997.
Home Offi ce (UK). Executive Summary: A practical guide to crime prevention for local partnerships. 1993.
Kelling, George L. and Coles, Catherine M., ‘Fixing broken windows’. Restoring order and reducing crime in our communities, Martin Kessler Books, 1996.
National Crime Prevention Center, Department of Safety and Security (South Africa), Making South Africa Safe: A Manual for Community-Based Crime Prevention, 2000.
World Bank, A Resource Guide for Municipalities: Community-Based Crime and Violence Prevention in Urban Latin America, November 2003.
Legal Framework and Human Rights
Amnesty International. Policing to Protect Human Rights: A Survey of Police Practice in Countries of the Southern African Development Community, 1997-2002. AI Index: AFR 03/004/2002. London, 2002.
Commonwealth Human Rights Initiative, Police Accountability: Too important to neglect, too urgent to delay, November 2005.
Commonwealth Human Rights Initiative. Policing – A Human Rights Perspective. Seminar Proceedings. New Delhi, February 2004.
Commonwealth Human Rights Initiative. Police as a Service Organisation: An Agenda for Change. Roundtable Conference on Police Reform in East Africa – A Report. April 2003.
Offi ce of the United Nations High Commissioner for Human Rights. Human Rights Standards and Practice for the Police: Expanded Pocket Book on Human Rights for the Police. United Nations: New York and Geneva, 2004.
Offi ce of the United Nations High Commissioner for Human Rights. Human Rights and Law Enforcement: A Trainer’s Guide on Human Rights for the Police. United Nations: New York and Geneva, 2002.
United National Department of Peacekeeping Operations, “Gender and the Police”, Peacekeeping Best Practices Unit. Gender Resource Package for Peacekeeping Operations, July 2004.
Security Sector Reform
Bayley, David. Democratising the Police Abroad: What To Do and How To Do It, US Department of Justice, Washington, June 2001.
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GFN-SSR, Compendium of Good Practices on Security Sector Reform. Cranfi eld University, 2005.
Mani, Rama, ‘Contextualising Police Reform: Security, the Rule of Law and Post-Confl ict Peacebuilding’, in Holm, Tor Tanke and Eide, Espen Bath (eds.) Peacebuilding and Police Reform, Frank Cass, 2000 (a).
OECD DAC, Security System Reform and Governance, 2005.
OECD DAC CPDC Network, Implementation Framework for Security System Reform, 2006.
Trivunovic, Marijana. “Police Reform in Serbia” in Transforming Police in Central and Eastern Europe, DCAF, 2004.
Yusufi , Islam. “Macedonia’s Police Reform” in Transforming Police in Central and Eastern Europe, DCAF, 2004.
Useful websites
http://www.gsdrc.org
DFID’s Governance and Social Development Resource Centre (GSDRC). The GSDRC provides access to the thinking, research and training available in governance, confl ict and social development – including CBP and SSR.
http://www.ssronline.org/
This site is operated by Cranfi eld University and seeks to provide current and relevant knowledge for SSR policymakers and practitioners through the provision of education material, training curriculum and institutional ‘tools’ supporting the operational aspects of SSR.
http://www.ssronline.org/ssg_a/index.cfm?id=41&p=41, accessed on 28 September 2006.
This is an online version of Security Sector Governance in Africa: A Handbook, edited by Nicole Ball and Kayode Fayemi.
http://www.crimereduction.gov.uk
A UK Government website which offers information and resources for people seeking to reduce crime in their local area.
Source acknowledgements
Some of the above materials were drawn from the UK Metropolitan Police Service as well as from work completed by the South African Police Service during the development of their own CBP model and strategy, but most were taken from a training pack developed by Saferworld on community-based policing (2006).
Saferworld is an independent non-governmental organisation that works to prevent armed violence and create safer communities in which people can lead peaceful and rewarding lives.
For futher information contact:
SaferworldThe Grayston Centre28 Charles Square
LONDONN1 6HT
United Kingdom
Tel +44(0) 20 7324 4646Fax +44(0) 20 7324 4647
Web: www.saferworld.org.ukEmail: [email protected]
Community Policing Study
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Community Policing Study
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Community Policing Study
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Philosophy and principles of community-based policing
South Eastern and Eastern Europe Clearinghousefor the Control of Small Arms and Light Weapons
SEESAC
South Eastern and Eastern Europe Clearinghousefor the Control of Small Arms and Light Weapons
SEESAC Internacionalnih Brigada 56, 11 000 Belgrade, SerbiaTel. (+381) (11) 344 6353 / Fax. (+381) (11) 344 6356
URL: www.seesac.org / Email: [email protected]
ISBN 86-7728-037-5
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