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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


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

9 7 8 8 6 7 7 2 8 0 3 7 6

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.

Community Policing Study

2nd Edition (2006-09-30)

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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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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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2nd Edition (2006-09-30)

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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13


2nd Edition (2006-09-30)

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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15


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


2nd Edition (2006-09-30)

16


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


2nd Edition (2006-09-30)

17


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


2nd Edition (2006-09-30)

18


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


2nd Edition (2006-09-30)

19


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


2nd Edition (2006-09-30)

20


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


2nd Edition (2006-09-30)

21


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


2nd Edition (2006-09-30)

22


2nd Edition (2006-09-30)

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.


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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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.


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.


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.


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.


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.


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.


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&section=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.

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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).

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2nd Edition (2006-09-15)

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Crime Prevention and Reduction

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Kelling, George L. and Coles, Catherine M., ‘Fixing broken windows’. Restoring order and reducing crime in our communities, Martin Kessler Books, 1996.

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Legal Framework and Human Rights

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Security Sector Reform

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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).

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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]


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SEESAC Internacionalnih Brigada 56, 11 000 Belgrade, SerbiaTel. (+381) (11) 344 6353 / Fax. (+381) (11) 344 6356

URL: www.seesac.org / Email: [email protected]

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