Community Policing: Broken Windows, Damaged Gutters and Police Supervision

1. What are some primary obstacles police reformers face when trying to implement a community policing philosophy within a police department? What issues of police supervision are the most important in making a switch from a traditional police organization to one structured by the principles of community
policing?

Control is perhaps the greatest obstacle facing police reformers when attempting to implement a community policing philosophy within a Police Department. Management and supervisors, specifically supervisors responsible for the actions of officers assigned to patrol, face the prospect of relinquishing power and control on the belief that the result will be in more efficiently run organization.

Traditionally, immediate supervisors based their perception of performance on statistical data derived from an officer's activity. For example, how many citations were written by a particular officer during a thicker time of day, how many felony arrests, how many misdemeanor arrests and how many contacts with the public were accomplished during a particular period of time? Using this statistical data supervisor's determined whether or not an officer is using their time effectively and efficiently. What the statistical that does not explore is whether or not those particular activities actually support the goals of the organization. For example did crime rates actually dropped, is the public's perception of the Police Department a positive one or was most of the work conducted by the police simply reactive?

It is in fact, the immediate supervisor who will feel the effects of community policing more than any other member within the organization. Therefore, it is imperative that well-defined rules and procedures are implemented in order to maintain control and accountability while at the same time, allowing the street officer to enjoy greater autonomy and direct authority with regards to his or her duties.