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<br />- <br /> <br />SECTION 6: LAW ENFORCEMENT & COMMUNITY <br />POLICING STRATEGY <br /> <br />COPS Office grants must be used to reorient the mission and activities of law <br />enforcement agencies toward the community policing philosophy or enhance their <br />involvement in community policing. The following is the COPS Office definition of <br />community policing that emphasizes the primary components of community <br />partnerships, organizational transformation, and problem solving. <br /> <br />Community policing is a philosophy that promotes organizational strategies, which <br />support the ~ystematic use of partnerships and problemsolving techniques, to <br />proactively address the immediate conditions that give rise to public safety issues, such <br />as crime, social disorder, alIdfear of crime. <br /> <br />The COPS Office has completed the development of a comprehensive community <br />policing self-assessment tool for use by law enforcement agencies. Based on this <br />work, we have developed the following list of primary sub-clements of <br />community policing. Please refer to the COPS Office web site <br />(www.cops.usdoj.gov) for further information regarding these sub-elements. <br /> <br />Community Partnerships: <br />Collaborative partnerships betwecn thc law <br />cnforcement agcncy and thc <br />individuals and organizations they serve to <br />both develop solutions to problcms and <br />incrcase trust in police. <br /> <br />Organizational Transformation: <br />Thc alignment of organizational <br />management, structurc, pcrsonnel and <br />information systems to support <br />community partnerships and proactive <br />problem.solving efforts. <br /> <br />Problem Solvin\:: <br />The process of engaging in the <br />proactive and systematic examination <br />of identitied problcms to develop <br />effcctive rcsponses that are rigorously <br />evaluated. <br /> <br />Other Government Agencies <br />Community Membcrs/Groups <br />Non-Profits/Service Providers <br />Private Businesses <br />Media <br /> <br />Agency Management <br />Climate and culture <br />Lcadership <br />Labor rclations <br />Decision-making <br />Strategic planning <br />Policies <br />Organizational evaluations <br />Transparency <br /> <br />Scanning: IdentifYing and <br />prioritizing problems <br />Analysis: Analyzing problems <br />Response: Responding to <br />problems <br />Asscssment: Assessing <br />problem-solving initiatives <br />Using the Crime Trianglc <br />to focus on immediate <br />conditions (Victim/Offendcr/Location) <br /> <br />Organizational Structure <br />Geographic assignment of <br />officcrs <br />Despecialization <br />Rcsources and finances <br />Personnel <br />Recruitment, hiring and selection <br />Pcrsonnel supcrvision/cvaluations <br />Training <br /> <br />Information Systems <br />(Technology) <br />Communication/access to data <br />Quality and accuracy of data <br />