COMMUNITY POLICING

PAKISTAN
PARTNERSHIPS

Community Engagement, Partnerships,

&
Resource Identification
 CORE COMPONENTS

• Organizational Change

• Community Partnerships

• Problem Solving

• Prevention
ORGANIZATIONAL CHANGE
• Clear vision for change
• Supportive organizational infrastructure
• Inclusive
– Local government
– Law enforcement
– The People of the community
• Reflects the principles of community policing
for the community
 PROBLEM SOLVING

• Finding short term solutions

• Finding long term solutions
• Identify “root” causes of problems
• Identifying and concentrating on the
conditions of the problem
 CRIME PREVENTION

• Identify Crime issues and conditions that

enable crime to occur
• Educate and train the community how not
to be victims of crime
• Empower the community to take on a
shared responsibility regarding their safety
and quality of life
 BUILDING EFFECTIVE
PARTNERSHIPS

• Identifying and establishing -“Community”

• Identification and engagement of community

resources

• Building and sustaining community capacity

for long term effectual community based
initiatives and problem solving
 ESTABLISHING
PARTNERSHIPS

• ….a relationship involving cooperation

between the police and the community with
joint responsibilities and rights
• In community policing both work to
address causes of crime, fear, and
community issues
WHO’S YOUR PARTNER
 PARADIGMS

• Paradigms are widely agreed upon

assumptions that form the basis of our
actions and decisions.
• Paradigms are the “lens” from which we
view, filter, and evaluate our world.
WHAT DOES THIS MEAN TO
THE COMMUNITY?
• Opportunities
• Community designed problem solving
• Development of community resources
• “Community specific” problem solving
• Shared responsibility between the community
and law enforcement
• Improved community capacity & community
health
 Benefits of Building
Partnerships
• Impact crime, fear, and quality of life
• Coordinate & marshal resources
• Increases trust & understanding strategies
• Strengthens organizational support
• Network for: assistance-guidance-and technical
support for problem solving
 Community Engagement
Principles
• Contact must be meaningful

• Communication must be sincere & specific

• Trust will develop when sincerity is

demonstrated

• Meaningful information exchange

 COMMUNITY
IDENTIFICATION

I’ll take Community Identification

for $100.00, Alex.
COMMON DENOMINATORS
OF “COMMUNITY”
 COMMUNITY
IDENTIFICATION MODEL
C o m m u n ity

G o v e rn m e n t A c a d e m ic C o m m u n itie s o f F a ith C o rp o ra te
In s titu tio n s

Local P h ila n th ro p y C o o p e ra tiv e s C u ltu ra l C o m m u n itie s

B u s in e s s

N o n -P ro fits S o c ia l S e rv ic e s C h a m b e r o f C o m m e rc e S e n io r G ro u p s

C o m m u n ity V o lu n te e rs Y o u th G ro u p s M e d ia Q u a s i-P u b lic

A g e n c ie s
 ACADEMIC INSTITUTION
BREAKDOWN
School

Support School
Students Faculty Parents Staff Admin.
Board

Student
Athletics Bands Service Clubs
Government

N.T.
Drama
Students
 DEMOGRAPHIC
ASSESSMENT
Conduct a demographic assessment of the “identified”
community utilizing readily available resources.
• Race • Major employers
• Gender • Services available
• Median Age • Educational levels
• % under 18
• Female head of
household w/children
• Population Density
• Median family incomes
GEOGRAPHIC ASSESSMENT

• Geo-political
Boundaries
• Political
Subdivisions
• Service Areas
• Self Identified
Communities
Exercise

EXTERNAL RESOURCES

• What are they?????

Exercise

INTERNAL RESOURCES

• What are they??????

Community Wheel of Resources
Media Quasi-
Public
Social Corporate
Services

Schools Local
Business

Communities
Government of Faith

Neighborhood Cultural
Associations Communities

B &C Non-Profit
Cooperatives

Philanthropy
Seniors Community
Youth Interest
Groups
 A PROCESS & FORMULA

Resource
Resource Development
Analysis &
Community Engagement
Resource
Identification
Community
Identification

Community
Identification
Model
 SHARED RESPONSIBILITY
Purpose & Mission
Communication
Leadership

Climate
of
Vision
Trust
Community Credibility
Education
Resource
Organizational Decision Making Development
Structure
Exercise

THE MARKET
• There is a food market toward the outside boundaries of the
community
• It is the gathering place for kids before and after school, nights
and weekends, not many other places to hang out with the
exception of the boonies
• There has been an increase in graffiti, assaults, drinking, dope,
and fighting the last 4 months, there is a curfew but the police are
too busy and do not have the personnel to always deal with the
problem
• Serious injury accident in front of the market, 3 kids seriously
injured, alcohol was found in the car
Exercise

THE PARK
• The park is near the center of the community that is a severely
economically challenged area of the town
• The park has limited lighting, trees, and a vacant field next to the
baseball field, no controlled access, sometimes local drunks are
found sleeping in the park in the mornings
• Juvenile problems, expected drug dealers- hang out near the trees
in the park, kids and families are afraid to use the park
• Baseball diamond, bleachers, backstop, playground equipment
are in need of major repair
• Town financial resources are severely strained due a long term
economic downturn and loss of a major company in the area
Exercise

ABANDONED PROPERTY
• Location of the property is within the community and near the
high school with a high unemployment rate for kids, little youth
activities
• No power or electricity, the doors are gone,the location is
structurally sound, owner is elderly and poor
• Homeless folks use the place for shelter, human waste and health
issues abound
• Most of the homeless have employment, mental, and chemical
dependency issues
• Some ‘hardcore’ high school kids throw rocks and have
assaulted the homeless people for fun
 TRAILER PARK
• Dirt road leading into the property
– Two abandoned trailers, unsecured, no power & dilapidated condition
– 20% of calls in the area go to the park
Broken playground equipment, poor lighting
– High rate of truancy, delinquency, other youth issues
• High rate of unemployment, multiple landlord tenant issues
• Two boys are always seen in the park with what appears to be no parental
supervision
• Many of the residents work in very low paying, labor intensive jobs, and
there are no other places to live for the to meet their income levels
• There has been an increase in racial tensions in the community due to an
increase of immigrant workers who are also competing for jobs and living
space
 THE NON-COMPLEMENTARY
COMMUNITY
• You have a segment of the community that is heavily
populated by seniors living in high density community.
• Median age: 74-82, mostly women, fixed incomes,
ambulatory & active, who own their properties.
• Within their community are several rental properties
that are high rent, occupied by low income residents,
many of whom are involved in drug sales, and possibly
meth labs in the homes.
 THE NON-COMPLEMENTARY
COMMUNITY
• Many very young school age kids and younger live in
these homes with little or no parental supervision.
• The seniors normally “turn in” around 8 P.M. and are
afraid to go outside during the evening.
• Radio calls account for a significant percentage of the
beat area incidents, which are normally suspicious
persons and vehicles.
• No successful community initiatives have been
initiated.
 THE BORDER COMMUNITY
• Community is on the border.
• Agricultural buses are parked on the north side to
ferry workers back and forth to the fields and are
operated by the farm corporations.
• Litter, trash, dirt, human waste is increasing around
the bus areas.
• Increase of assaults and robberies of workers on
Fridays near the bus areas.
 THE BORDER COMMUNITY
• Rumors of sexual assaults/abuse against some female
workers.
• Victims are reluctant to contact law enforcement.
• Some of the workers are coerced into giving up money
to youth gangs once they cross the border.
• 125,000 people live south of the border. 35,000 people a
day legally cross the border everyday into the town of
12,000. There are 22 police officers in the town.
 CHALLENGES OF
PARTNERSHIPS
• Organizational structure
• Lack of organization, planning, and
accountability
• Community fear, anger, mistrust, lack of
knowledge
• Lack of support from government and the
community
 OBSTACLES
• Weak Leadership
• Impatience
• Group Size (Too small, too large)
• Reluctant participants
• POLITICS
• Dominance-a single group, individual
• Poor communications
BUILDING RELATIONSHIPS

• Understand their fears, concerns and

perceptions
• Conduct Community Assessments
• Programs that involve officers &
community members
• Victimization
 THINGS TO REMEMBER
• Keep an open mind
• Follow through
• Be honest
• Don’t make promises you can’t keep
• Recognize uniqueness of the community
 KNOW THE COMMUNITY

• Understand the community

• Understand the political process and
components
• BE RESPECTFUL
• Understand group dynamics
• Know department policies
• Develop facilitation skills
 COMMUNITY
PARTNERSHIPS
• Get to know neighborhoods,
communities, and the people
• Identify both the legitimate and
referential leaders of the community
• Internal resources
• External resources
 COMMUNITY
PARTNERSHIPS

• Establish & maintain trust & credibility

• Building trust & credibility is long term
• Cooperation & Commitment
• Internal review and assessment of ourselves as
individuals and organizations
 WHAT ABOUT
PROVIDING...?

• Direct access • Language classes

• High visibility • Driver’s License
• Strategic locations Classes
• Youth participation • Local Law &
• Ordinance Education
Referral Services
• “The CJ System”
• Crime Prevention
Education • MARKETING!!
 MARKETING STRATEGIES

• Newsletters • Formal meetings

• Newspapers • Informal Meetings
• Media • Schools
• Speeches & • Associations
Speaker’s Bureau • Youth Groups
• Flyers • Sports & Tutoring
• Agricultural & Opportunities
Business
Cooperatives
 FOCUS ON THE
CONDITIONS
• Reduces negative labeling/finger-pointing
• Encourages resource identification
• People work toward mutual goals
• Positive roles for the people with the problem
• SHARED RESPONSIBILITY
 SHARED RESPONSIBILITY
Purpose & Mission
Communication
Leadership

Climate
of
Vision
Trust
Community Credibility
Education
Resource
Organizational Decision Making Development
Structure