Tijdens ons bezoek aan Lancashire heeft Stuart Kirby een presentatie gehouden over de implementatie van Problem Oriented Partnerschip (POP), zoals ze dat daar noemen. Als politieofficier was hij indertijd nauw betrokken bij de implementatie van POP. Tegenwoordig is hij als wetenschapper verbonden aan de universiteit van Lancashire en houdt hij zich nog steeds met dit onderwerp bezig. Meer over Stuart Kirby : http://www.lancs.ac.uk/fass/apsocsci/profiles/Stuart-Kirby/
Daarnaast, een video van de plaatsvervangend korpschef van Lancashire, Chris Weigh, over het succes van POP in Lancashire.
Daarnaast, een video van de plaatsvervangend korpschef van Lancashire, Chris Weigh, over het succes van POP in Lancashire.
POP is in Lancashire structureel en korpsbreed ingevoerd. Niet als trucje of techniek maar vooral als een mindset. Alle politieonderdelen werken probleem gericht. POP is de regel en niet de uitzondering. Hieronder vindt je het verhaal van Stuart Kirby in hoofdlijnen over hoe je dat realiseert.
Implementing POP Agency-wide
I.Educate Yourself
Understand Your Strategic Options
· Problem-oriented Policing
· Community Policing
· Intelligence-led Policing
· Evidence-led Policing
· Conventional Policing
Understand How Problem Solving Fits with Other Modes of Policing
Know Your Agency’s Strengths and Limitations
· Conduct an organizational audit
· Know what needs improving
· Develop an organizational change plan
Articulate Your Vision
Signal what’s important to you
· To internal audiences
· To external audiences
× Political leaders
× General public
× Mass media
× Police oversight bodies
Manage Organizational Change
· Understand what you are committing the organization to
· Anticipate support and resistance
· Set ambitious yet realistic goals
II.Prepare the Organization
Clarify Roles and Responsibilities
· Field officers
· Specialized unit officers
· Detectives
· Supervisors and commanders
· Support staff
× Analysts
× Communications
Get the Right People
· Recruit, hire, and promote problem solvers
· Teach recruits to solve policing problems
· Teach supervisors to lead and manage problem solving
· Identify, cultivate, and support informal champions in the organization
Assess Employee Performance
· Design performance accountability systems
· Reward and recognize good problem solving
· Challenge employees to improve performance
III. Structure the Organization to Facilitate Problem Solving
Physically Decentralize the Organization
Stabilize Work Assignments to Facilitate Problem Solving
Decide Whether to Specialize or Generalize Problem Solving
Facilitate Intra-agency Communication Through Organizational Structure
Consider the Rank Structure
Decentralize authority
Promote Problem Solving Among Support Staff
Facilitate Communications Through Information Technology
· Police to public
· Internal
Manage Officers’ Time to Facilitate Problem Solving
IV.Put Problem Solving Into Action
Develop Systems to Identify Problems
Affix Responsibility for Addressing Problems
· Project tracking and management systems
· Records management
· Officer accountability
Develop the Agency’s Problem Analysis Capacity
Provide Support for Problem Solvers
· Analysis
· Administration
· Finance
· Legal
· Political
· Training
Cultivate and Manage Effective Partnerships
· Local government
· Prosecutors and corrections
· Community organizations
· Other police agencies
Develop Credible Problem-based Assessment
Promote Meaningful Documentation of Problem-Solving Efforts
Recognize and Celebrate Success
V.Make Problem Solving Part of Your Legacy
Cultivate Constituencies for Problem Solving
· Mass media
· Public
· Government officials
· Prosecutors
· Other criminal justice officials
· Police oversight authorities
Cultivate Organizational Values and Habits
· Value of hard data and analysis
· Value of collaborative action
· Value of shared responsibility
Develop Your Successors
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