The Community Policing Police Service

The Community Policing Police Service Chapter
The
Community
Policing
Police Service
Source: © Peter Power/Toronto Star/Getty Images
6-1 Copyright © 2019 Nelson Education Ltd.

Learning Objectives
• Discuss how community policing has affected
the way police services are organized
• Discuss the role of mission, value, and vision
statements in policing
• Describe the techniques of environmental
scans, benchmarking, best practices, growth
positions, and performance indicators
• Discuss what is meant by the police service
as a learning organization
Learning Objectives
• Describe the Policing for Results Survey
used by the Ontario Provincial Police
• Discuss the role of teams in community
policing
• Describe the role of strategic planning and
business plans in community policing
• Discuss the Ontario Provincial Police’s
customized approach and delivery process

Changing the Organization

Community policing requires both a
philosophical shift in the way that police
departments think about their mission, as
well as a commitment to structural changes
this new form of policing demands.
‒R. Trojanowicz and B. Bucqueroux (1990)

The Community Policing Police Service Chapter 6
Organizational Requirements for
Community Policing
• Community policing requires that police
services re-examine all aspects of the
organization, administration, and delivery of
policing services
• This requires time, vision, commitment,
planning, and an ability to question and
assess outcomes constantly

The Management Challenge

• Police leaders must abandon traditional
command and control practices and
decentralize power
• Creation of a more participatory
organizational environment
• The ideas and requirements of line
officers are incorporated into the decision-
making process

Managing a Police Service vs.

Leading a Police Service
• The manager administers; the leader
innovates
• The manager is a copy; the leader is an
original
• The manager maintains, the leader develops
• The manager focuses on systems and
structures; the leader focuses on people

Managing a Police Service vs.

Leading a Police Service
• The manager relies on control; the leader
inspires trust
• The manager has a short-range view; the
leader has a long-range perspective
• The manager asks how and when; the
leader asks what and why
• The manager has an eye on the bottom line;
the leader has an eye on the horizon
Mission, Value, and Vision Statements

• Set out the general principles for providing
policing services
• Statements generally incorporate the basic
tenets of community policing and reflect the
general orientation of the police service
• For example, the vision of the Edmonton Police
Service is:
To make Edmonton the safest major city in Canada
and for the Edmonton Police Service to be recognized
as a leader in policing.
Chapter
TPS Mission Statement

• We are dedicated to delivering police
services in partnership with our
communities to keep Toronto the best
and safest place to be.
6 - 10 Copyright © 2019 Nelson Education Ltd.

Chapter
Core Values – Service at our Core

• by respecting and upholding the rights
and freedoms of all people in all our
interactions,
• free from bias or stereotype,
• seeking to understand and help others
by making a difference;
• and asking ourselves,“Have I done
all I can do?”
Chapter
Core Values – Do the right thing

• by acting professionally, with integrity,
and without prejudice, even in the
most challenging circumstances, when
no one is watching,
• on and off duty;
• holding others accountable to the same
standards;
• challenging any inappropriate
behavior;
• and asking ourselves,“Have I lived
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up to my word and values?”
Chapter
Core Values–Connect with Compassion

• by treating all people with empathy, respect,
equity and dignity;
• going the extra mile to ensure others feel safe,
supported, included, engaged and valued;
• standing up for those who cannot stand up for
themselves;
• valuing others life experiences;
• and asking ourselves,“Have I treated others
as they would like to be treated?”
Chapter
Core Values – Reflect and Grow

• by recognizing that we do not have all
the answers;
• seeking and acting on input and
feedback from the communities and
our colleagues;
• acknowledging and learning from our
mistakes and successes;
• and asking ourselves,“What else can
I do to improve?”
Mission, Value, and Vision

Statements

Anishinabek Police Service Mission
Statement

Redesigning the Organizational

Structure
• Decentralizing decision making and giving line
officers more authority and autonomy to work
collaboratively with community residents
• Reducing the amount of bureaucracy that often
hinders officer initiatives
• Reducing specialization in the police service and
expanding the role of police constables as
generalists
• “Flattening” the organizational structure by
reducing the levels of management and supervision
Reorienting the Organization: The Police
Service as a Learning Organization
• The creation of learning organizations is key
to the success of a community policing
police service
• At the heart of the learning organization is
continuous learning, which helps an
organization to innovate, to learn from past
experience, and to manage the change
process rather than simply react to it


Chapter

Adopting a Corporate Model:
Strategies and Measures
• The corporate model of policing
complements the requirements of
community policing
• Is designed to improve the efficiency,
effectiveness, and accountability of police
services while responding to increased
public demands for service, despite
budgetary constraints

Strategic Planning
• The business plan, also known as the
strategic plan, sets out the core business
and function of the police service, and
includes how it will provide adequate and
effective police services
– In Ontario, the Adequacy and Effectiveness
of Police Services standards (Section 30(1)
and 30(2)) require all police service boards to
produce a business plan for their police force
at least once every three years.
Audits
• Police services across Canada conduct
regular self-audits
• Ontario’s Adequacy Standards require
Ontario police services to conduct audits of
their administrative and operational activities
as well as specific programs and policing
initiatives

Environmental Scans
• Environmental scans are studies that identify
forces in the community (environment) that
may affect the demands that will be made
upon the police
• A typical environmental scan involves
gathering information from a wide range of
sources

Service Performance Indicators
• “Competency-based” performance measures
more accurately measure activities and
accomplishments of the police service and its
officers
• Competencies refer to observable
knowledge, skills and aptitudes, or abilities
• Performance indicators are specific
numerical measurements for each aspect of
performance (i.e., output or outcome) under
consideration
Best Practices
• Best practices refer to those
organizational, administrative, and
operational strategies that have proven
successful in preventing and responding
to crime and disorder
• First developed in the corporate sector
and have been adapted for use in police
services

Best Practices and Benchmarking
• Best practices include implementing a
policy, strategy, program, process, or
practice that the organization does better
than other agencies and may serve as a
model
• The process of searching for best-practice
organizations is called benchmarking

Community Surveys
• Community surveys generally seek
information in relation to the following
three areas:
– Overall citizen satisfaction with the police
– Policing problems in the community, and
– Questions related to criminal victimization,
including perceptions of safety and the
fear of crime

Community Policing Teams
• Geographic assignment of officers is
referred to as geopolicing
• Community policing teams require officers
to work together to develop partnerships
with the community
– to engage in problem solving
– to respond to incidents that occur within
the zone

Chapter Summary
• For police services to translate the model
of community policing successfully from
an idea or philosophy to the operational
level requires a number of changes,
including modifying how police services
are organized, administered, and
delivered

Chapter Summary
• In addition, the adoption of a corporate
model of police work and the use of a
number of key tools, including:
– mission, value, and vision statements
– strategic planning, benchmarking, and
– environmental scans

Chapter Summary
• Police services need to use these
strategies in order to assess the
effectiveness of their current practices
• Police services need to discard those
approaches that are not effective
• Adopt best/effective practices whenever
possible

Key Terms
• benchmarking
• best practices
• business or strategic plan
• community policing teams
• community surveys
• corporate model of policing
• environmental scans
• forecasting
Key Terms
• geopolicing
• mission, value, and vision statements
• performance indicators
• police pyramid
• police service as a learning organization
• Results-based accountability
• Situation Tables
• victimization surveys

The Community Policing Police Service

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The Community Policing Police Service Chapter

6-1 Copyright © 2019 Nelson Education Ltd.

6-3 Copyright © 2019 Nelson Education Ltd.

Changing the Organization

6-4 Copyright © 2019 Nelson Education Ltd.

6-5 Copyright © 2019 Nelson Education Ltd.

The Management Challenge

6-6 Copyright © 2019 Nelson Education Ltd.

Managing a Police Service vs.

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Managing a Police Service vs.

Mission, Value, and Vision Statements

TPS Mission Statement

6 - 10 Copyright © 2019 Nelson Education Ltd.

Core Values – Service at our Core

Core Values – Do the right thing

Core Values–Connect with Compassion

Core Values – Reflect and Grow

Mission, Value, and Vision

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Redesigning the Organizational

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