Our Core Statements
World of the Future 2012 & 2016
The “age of austerity” is causing major re-structuring of institutions. Policing cannot expect to be immune.
Core Statement 1 ~ 2012
Today institutional governance in general is challenged from many directions and policing is not immune. Its leaders are challenged to position policing amidst broad public questions about legitimacy, authority, and accountability.
Core Statement 1 ~ 2016 Update
In an environment of constrained resources, tension may develop between the public’s expectations and policing’s ability to meet those expectations.
Core Statement 2~ 2012
Increased tensions have widened the expectation gap. The central breach is in those communities where police and minority groups face each other across a divide of violence and misunderstanding that both sides must work to fix.
Core Statement 2 ~ 2016 Update
Organization of the Future 2012 & 2016
Policing can no longer afford to see itself as a monolithic, standalone authority. Partnerships (co-production) will become the prevailing business model.
Core Statement 3 ~ 2012
In the spirit of co-production, police organizations should adopt internal and external processes that give operational weight to the concepts of greater openness and shared responsibility.
Core Statement 3 ~ 2016 Update
The strategic shift from a primary focus on crime control to a broader focus on community safety will continue and likely accelerate.
Core Statement 4 ~ 2012
The shift continues but whether it is accelerating is unclear. The digital age must be embraced but investments in technology should not outstrip discussions of its benefits and limitations in creating and sustaining safe communities.
Core Statement 4 ~ 2016 Update
Leader of the Future 2012 & 2016
Successful police leaders will build and guide adaptable organizations that embrace innovation in our conventional work and seek out new ways of creating and nurturing safe communities.
Core Statement 5 ~ 2012
Police leaders in the coming decades should see themselves as part of a transformation in American policing. Individually and collectively, they will need the world view and personal capacity to create a healthy, responsive and respected institution for the 21st century.
Core Statement 5 ~ 2016 Update
The world and organization of the future require a new kind of leader and new approaches for developing that leader.
Core Statement 6 ~ 2012
A key aspect of a transformation must be to re-think the leadership model. Transformational leaders must be mindful and purposeful in adapting their own role and in cultivating a new system-wide approach to organizational power, diversity, influence and culture.
Core Statement 6 ~ 2016 Update