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Transforming the Law Enforcement Organization to Community Policing, Final Monograph The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report: Document Title: Transforming the Law Enforcement Organization to Community Policing, Final Monograph Author(s): Edward Connors ; Barbara Webster Document No.: 200610 Date Received: 06/24/2003 Award Number: 95-IJ-CX-0091 This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally- funded grant final report available electronically in addition to traditional paper copies. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. I Institute for Law and Justice 1018 Duke Street Alexandria, Virginia I Phone: 703-684-5300 '9 Fax: 703-739-5533 I E-Mail: [email protected] I I I I I Transforming the Law Enforcement I Organization to Community Policing Final Monograph I January 2001 I I I BY Edward Connors I Barbara Webster I Prepared for I National Institute of Justice I I This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. I I I Acknowledgements I We are extremely gratefbl for the National Institute of Justice (NU) staff who I provided valuable oversight on this project, especially Robert Langworthy, Steven Edwards, Phyllis McDonald, and Jeffrey Ian Ross, who was the project monitor during I the early stages of the project. We also owe a debt of gratitude to the Institute for Law and Justice (ILJ) staff I members who devoted their time and effort to this study: Dr. Tom McEwen, Director of Research, assisted in developing and analyzing the national survey, as well as helping I plan and review major interim products; Deborah Haley and Tom Lundregan assisted in conducting case studies, developing and analyzing the national survey, and contributing I to early drafts of this monograph; and Joan Peterschmidt provided invaluable administrative and editorial support. In addition, Annette Sturdevant and the staff at I Organizational Development Systems, Inc., assisted in developing the national survey I and conducting special data collection and analysis on strategic planning. I I I I I This report was prepared by the Institute for Law and Justice under grant number 95-IJ-CX-0091 for the National Institute of Justice, Office of Justice Programs, U.S. Department of Justice. The I points of view or opinions stated in this report are those of the authors. They do not necessarily I represent the official position or policies of the U.S. Department of Justice. I This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. I I Table of Contents Chapter 1 . Introduction................................................................................................... 1 I Organization of the Monograph .......................................................................................... 3 Chapter 2. Background on Organizational Transformation and Community I Policing: Models and Frameworks ............................................................. 7 Community Policing and Total Quality Management ........................................................ 7 Process of Organizational Transformation ......................................................................... 8 I Organizational Transformation Models .............................................................................. 9 Organizational Transformation to Community Policing .................................................. 10 Community Policing Frameworks .................................................................................... 11 I ILJ Organizational Transformation Framework ...............................................................13 Chapter 3 . Research Approach and Methodology...................................................... 17 I Case Studies ...................................................................................................................... 17 Case Study Methodology ......................................................................................... 18 Case Study Protocol ........................................................................................... 20 I Focus Groups ..................................................................................................... 20 Observation ........................................................................................................ 20 Analysis of Case Study Data.............................................................................. 20 I Overview of Case Study Sites............................................................................ 21 National Survey ................................................................................................................ 22 I Chapter 4. Overview of Organizational Transformation at the Study Sites ............ 25 Portland, Or~on............................................................................................................... 25 St. Petersburg, Florida ....................................................................................................... 26 I San Diego, California........................................................................................................ 27 Tempe, Arizona ................................................................................................................. 29 I Comments on Organizational Transformation at the Sites ............................................... 30 Chapter 5. Step A. Creating a Vision of Community Policing: Creating a Sense of Urgency ........................................................................................ 33 I A Sense ofurgency to Change ......................................................................................... 34 Exploring.. the Need to Change ................................................................................. 35 I Opporhmties for Change......................................................................................... 39 Public Appeal ............................................................................................................. 40 Funding to Test Community Pollclng ...................................................................... 41 Department Leadership: Creating and Communicating the Vision ........................ 42 I Developing the Vision or Mission Statement ................................................................... 43 Comments on Urgency. Opportunity. and Vision ............................................................ 45 I Chapter 6. Step B . Communicating and Building Support for the Vision .............. 47 Department Leadership in Communicating the Vision .................................................... 47 City Government Leadership ............................................................................................ 51 I Techniques for Communicating the Vision ...................................................................... 53 I Promoting Community Policing to the Public ......................................................... 54 I Tableof Contents 0 i This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. I Communicating the Vision Inside the Organization ......................................................... 55 I Comments on Building Support for the Vision ................................................................ 56 Chapter 7. Step C. Developing Strategies to Achieve the Vision .............................. 57 I Strategic Planning at the Study Sites ................................................................................ 59 Comments on Strategic Planning ...................................................................................... 62 I Chapter 8. Step D. Forming a Powerful Guiding Coalition: Building Consensus Toward the Vision ................................................................... 65 Identifying Community Needs .......................................................................................... 66 I Importance of Organized Neighborhoods and Interest Groups ........................................ 66 Comments on Community Participation........................................................................... 69 I Chapter 9 . Step E . Empowering Others to Act on the Vision: Overcoming Resistance to Change ................................................................................. 73 Empowering the Workforce.............................................................................................. 73 I Overcoming Resistance to Change ................................................................................... 75 Comments on Empowering Others ................................................................................... 78 I Chapter
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