This article explores political issues associated with community policing, the characteristics of political processes, and tools for managing political transactions.
CRIME, COMMUNITY POLICING, AND
POLITICS
Crime and crime prevention have long been important issues to politicians
and the constituencies they represent. The intensity of political interest
in crime and policing can be attributed to a number of factors:
POLITICAL AXIOMS
Because community policing requires significant changes in law enforcement
philosophies and practices, and because crime and crime prevention are
such hot political issues, police administrators must be prepared to respond
to elected officials and their own employees. Several axioms which may
help in maneuvering through the political terrain are suggested below.
Axiom 1
New issues or controversies tend to generate emotional rather than
logical responses. Community policing may generate initial opposition
because it challenges traditional policing at many levels.
Axiom 2
A superficial understanding of new programs and initiatives often
takes precedence over in-depth knowledge in the political arena. Politicians
who may only vaguely understand the community policing concept will jump
on the bandwagon without recognizing its complexity or the depth of change
it requires.
Axiom 3
Ideas that require substantive explanation and thoughtful consideration
are difficult to "sell." The media, politicians, and public are accustomed
to receiving information encapsulated in simple "sound bites." Ways must
be found to describe community policing without losing the subtlety of
the concept.
Axiom 4
A new concept or initiative needs an easily identifiable "hook"
or gimmick to gain a political foothold. Readily understood symbols
or icons that represent more complicated endeavors can increase public
recognition and support. Focusing on a small part of the community policing
effort--such as foot patrols, bike patrols, or neighborhood watch programs--may
enhance political backing for the larger project.
Axiom 5
To gain maximum support, new initiatives should be tied to public
needs which are current and high-profile. Administrators may "package"
new programs as responding to particular high priority issues, rather than
focusing on the broader implications, as a way to generate support.
Axiom 6
Sharing credit, even if unwarranted, can build political support.
Key policymakers can be credited with leadership roles in order to
solidify their sponsorship.
Axiom 7
Evidence of progress or success must be provided in the short-term
to maintain political commitment. The political maxim to consider here
is "no demonstrable success, no demonstrable support."
Axiom 8
There is a direct relationship between public concern and political
maneuvering. Public backing for institutional responses to problems
is notoriously fickle and must not be taken for granted because it ultimately
governs political action.
PROCESS OF CHANGE
The process of implementing substantive change in the field of law
enforcement requires political maneuvering, negotiating positions, bartering
political influence, sharing information, assessing new directions, and
responding to the diverse needs of a citizens, elected officials, and employees.
However, the basic dynamics of the political process remain the same whether
a police executive is dealing with a citizen's group, city council, or
collective bargaining unit. Some fundamental principals of managing change
in a political environment are described below.
Stimulus for change.
A leader with vision must take the first step in challenging the status
quo and must make that effort both vigorous and widespread.
Administrative commitment.
An effective administrator provides on-going, consistent support for
reallocating resources, amending policies and procedures, and experimentation
with new ideas.
Change must be grounded in logical, defensible
criteria.
The support of politicians and employees depends on solid evidence
that change is necessary and will be effective. Change consumes resources,
both in terms of material and human assets, so it must be well grounded
in logic and evidence.
People at all levels must provide input.
Diverse input will not only lead to new insights, but will also encourage
a sense of investment and responsibility among team members.
Allow Sufficient time.
New initiatives require time for experimentation, evaluation, and fine
tuning. Enough time must be allotted to gauge the initiative's true effects.
Effective communication.
Politicians, employees, and citizens must be kept informed and their
reactions should be taken seriously. Lack of communication can destroy
an initiative, but is easy to avoid.
Change takes time to implement.
Major organizational and behavioral changes like the shift to community
policing require resocialization--a long-term endeavor. Instilling patience
and outlining a realistic time frame can reduce frustration and impatience.
Expect resistance.
No new idea can garner universal support. Listen to those who raise
valid objections or provide valuable suggestions; you may eventually gain
their backing. Recognize, on the other hand, that some who resist will
be motivated primarily by emotional or personal issues. In these cases,
administrators may:
Change involves risk.
Questioning orthodoxy in bureaucratic organizations can be threatening;
therefore, administrators must recognize their own risks as well as those
of their political supporters and employees.
Change challenges the conventional wisdom.
Forcing the reevaluation of entrenched traditions can be politically
unpopular and may generate counteroffensives. Astute leaders prepare to
defend themselves and their supporters against personal and professional
attacks.
Personnel evaluations should reflect change.
Those who make a personal commitment to making change work must be
rewarded through positive reinforcement, creative freedom, recognition,
awards or commendations, or financial incentives.