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MANAGEMENT PAPER
San Bernardino Police Department
Community Policing: The Next Level
1-14-04
Since the mid-1980's, the San Bernardino Police Department has been not only a pioneer but a
leader in the development and implementation of the Community Policing philosophy. With the
opening of the first Community Service Center at lOth Street and Medical Center Drive (then
Muscott), the department put into practice the fundamental components of the community
policing philosophy. Those components are community partnership and problem-solving. A
third critical element in the implementation of the philosophy is organizational transformation or
change.
Over the past several years, the SBPD, under enlightened leadership, has become an organization
that recognizes that "change is good" and that to rest too long on the laurels of our past will
surely be our undoing. It has been said often and by many that if we don't plan our future, we
shouldn't worry, someone else will do it for us. In the spring of 2003, we began a strategic
planning process to chart our future with the collaboration of many city residents, community
leaders, elected officials, and a cross-section of members of the department. A great deal of
preparation has gone into the development of a "beat plan" that will help us meet the needs of the
community as they have articulated them during focus group meetings. A comprehensive
analysis of our workload has been done to ensure a balanced distribution of our people and our
resources. Therefore, in keeping with the tradition of "Setting the Standard for Excellence", we
are embarking on the next logical course in growing the community policing philosophy with
three key focal points; to serve the community, to serve the members of the department, and to
ensure adequate resources.
The Beal Plan
January 19th, 2004, the department will implement the "21 beat plan." Our ultimate goal is to
grow existing staffing over the course of the next five years as framed by our strategic plan.
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Careful analysis has gone into the configuration of the "radio car beat" within each district to
ensure that geographic boundaries and natural neighborhoods. are encompassed within a one
service area. Presently, several neighborhood groups are served by more than one area.
command. This lends to confusion and, in some cases, a breakdown in communication leaving
residents feeling as though they have not been served. In striving to serve the community some
of the department terminology will also be overhauled. The five area commands will be
renamed to provide an ease of identification for residents about whom they should call based on
their address. The five commands or districts will be referred to as follows:
. "A" Area - Western District
. "B" Area- Northern District
. "C" Area - Eastern District
. "D" Area - Central District and
. "E" Area - Southern District.
District Commanders will be responsible for assigning each member of the district to a beat.
Each officer will be assigned a call sign that is reflective ofhislher shift and beat.
Beat Integrity
Dispatching of calls for service will be accomplished so as to keep officers in their assigned beat.
Beat cars in each district have the responsibility to back each other and to handle calls in their
district.
Priority:
I. Beat
2. District
3. City
,
The watch commander will have the responsibility of ensuring that officers leave their districts
only for priority traffic. Beat integrity allows officers to become more familiar with the residents
and business owners. Familiarity will lead to trust-building on the part of the community and the
officers which is foundational to community partnership. The greater the trust factor, the greater
likelihood that officers will be able to access information that will assist in the prevention and
solving of crimes and other neighborhood problems. Deployment in beats is the mechanism vital
to bring officers closer to the community we serve, ultimately facilitating more effective problem
solving through enhanced community partnership. Officers will be responsible to attend
community meetings occurring in their beats. These meetings are the communication conduit
that allows us to hear about problems and work collaboratively with residents to develop
solutions. Our interest in and solving of community problems will have additional benefits.
Those we serve will be more likely to support police activities. When residents become familiar
with us and our efforts to serve them, they will be more likely to become our advocates.
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Territorial Imperative
A noted community policing practitioner says, "nobody paints a rented house." This implies that
if we are going to make a difference, we have got to become more involved and closer to the
community we serve. The "ownership" of the beat is critical to taking our community policing
efforts to the next level. Focusing on the problems of a smaller geographical area within the
district, officers claim responsibility for working with community and business groups and hold
themselves accountable for solving problems within the beat. Identifying crime trends through
community interaction and use of crime analysis data should be the core components of
developing the territorial imperative. Beat officers are empowered to utilize all available
department and city resources to impact the problems within in their beat. While territorial
imperative suggests "single ownership," members of districts are expected to communicate with
their beat counterparts on other shifts about problems. A comprehensive effort by all members
of a beat will create a sense of team territorial imperative with serving the community and each
other as the desired outcome.
Community Partnership
Establishing and maintaining mutual trust is a core component of community policing and
essential to building community partnership. Special units have provided a variety of crisis
intervention services. Our goal will be to move from a department of specialists to an effective
and efficient organization of generalists capable of engaging community participation in the
problem-solving effort. Our previous model of community policing has been a very effective
hybrid of traditional law enforcement with officers responding to calls for service and
specialized units focusing on problem-solving. Moving closer to the community through
increased non-enforcement contacts will allow us to develop partnerships which will facilitate
the following:
. Working with the community to oversee the creation of beat profiles based on their
observations and crime analysis data.
. Working with community members to develop, implement, and manage problem-
solving systems and respond to crime trends and patterns.
. Assessing results and providing feedback on accomplishments and progress made in
addressing problems of crime and disorder.
Community partnership is an ongoing process of involvement that will require our diligence to
develop and cultivate. There are four keys to the community partnership equation:
. Community contact: Community contact must be meaningful. We have opportunities to
meet with citizens every day, be it victim of crime, resident or business person.
. Communication: Communication must be sincere. There should be specific, mutual
problems or concerns for us to collaborate on, and we must demonstrate our commitment
to doing something about them.
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. Trust: Trust will occur when the community believes we sincerely want to make the
community safer.
. Information Exchange: When we meet with the community and exchange valuable
infonnation about problems, symptoms or causes of crime and disorder, we will create a
climate that will make future problem-solving endeavors more effective since we have
already established a community partnership,
The Future
Our past accomplishments bode well for our future successes. The efforts we make to engage
the community in the process of identifYing and solving problems will lead to a safer
community. A safer community translates to greater opportunity, building a thriving
environment for education, commerce, and a higher quality of life. It will not be easy, but our
organization has always risen to the occasion when confronted with challenges. There are many
allies for us to discover to bring about the reality of a greater integration of the community in the .
policing process. Sir Robert Peel, in creating the London Metropolitan Police Force in 1829,
knew that the "police are the public and public are the police", meaning that all of us have an
obligation and duty to ensure a safe community.
What's In It For Us
Moving to a beat plan will be a new change to our organization. It will require us to work hard
to adopt the imperative to stay within our beat and district. When we do so it will reduce the
amount of time that oificers spend daily responding from one end of the city to another to
respond to radio calls outside of their districts.
Since it is our goal to grow into the 21 beat system, at first there may be some growing pains. A
unit may be sent out of its beat or district for a priority call. It will be our goal to make that less
frequent and to allow oificers to spend more time in their beat areas. This will allow them to
focus on crime problems and work with the community on problem solving efforts.
What's in it for the community is the added asset of having the same officers patrolling their
area. As the officers get to know the community and the community gets to know the officers, it
builds trust and rapport between the officers and the community and respect for the police
department as a whole. The more the community trusts a police agency, the more support we
will gain as we move forward with our mission to provide the best policing services possible.
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SAN BE
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334 W Baseline St, (909) 384-5692
CSO: L. Worthy 0.1'''<:;:'
Commander: Lt. M. Garcia -,
&oatlle&"A204 Inland Center, (909) 885-7535
CSO: G. Jacobs ~CO
Commander: Lt. Taack Cll'V
1535 E Highland Ave, (909) 384-5781
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NortheJoD 941 W Kendall Dr, (909) 384-5786
CSO: D. Alvillar ~
Commander: Lt. Kimball Cll'V
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! CSO: P. Kaplan
Commander: Lt. Goggin
Western
Policing Districts
Northern
Central
I Eastern
Southern
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