|Published online: July 8, 2015||$US5.00|
Police organizations are facing increasing pressure from a variety of sources – shrinking budgets, the impact of technology, and growing public expectations. These pressures are challenging for organizations that may already be change weary or that do not welcome substantive change given the seriousness of their day-to-day work and their desire to stick with practices they know and trust. This paper examines change where change is difficult, and argues that organizations in these circumstances can change provided the right framework is available. A Sustainable Policing Framework is presented that is based on interviews with key national-level stakeholders and representatives of six municipal police services in Canada (N = 102). The framework includes a rigorous approach for assessing a police service organization’s fit with its current context and a new approach to determining the value proposition it offers. The findings suggest that undertaking a compelling analysis grounded in examination of the organization’s value proposition can motivate organizational change and encourage buy in and support from key stakeholders. Lessons presented are of potential interest to other essential service providers, not-for-profit organizations and the broader business community.
|Keywords:||Police Organizations, Performance Assessment, Strategy|
Associate Professor, Department of Sociology and Anthropology, Carleton University, Ottawa, Ontario, Canada
Associate Professor, Sprott School of Business, Carleton University, Ottawa, Ontario, Canada