Over the past decade, there has been a trend for government organizations to apply a business-like approach to their daily operations. Regardless of the performance measurements used, the idea generally promotes financial efficiency, internal analysis, accountability and customer satisfaction. Such practices make logical sense; however, there remains a stark contrast between private industry and the public sector.
Businesses rise and fall based on their ability to attract and keep consumers. Governments have captive audiences. It is the rare occasion where a government system folds based on its consumer presence or lack thereof. If public sector organizations concern themselves with customer satisfaction within a captive audience, they should consider all-inclusive, top-down efforts.
Client-focused programs and agency policies are only as effective as the executives that direct services and the employees that deliver said services. After all, law enforcement agencies rarely find themselves under consent decrees, memorandums of agreement, or litigation because they were client-focused. The opposite is usually true.
Long before balanced scorecard and management-by-numbers, Community-Oriented Policing (COPS) and legitimacy policing, there was Sir Robert Peel. Often referred to as the “father of modern policing” and credited with nine policing principles, Peel recognized the need for policing by consent of the citizenry. His core ideas and principles addressed procedural justice, police legitimacy and law enforcement actions. [1] Arguably, Peel’s principles were client-centered, outward-focused and years ahead of their time. Peel recognized that good policing practices were preferable to military force and oppression in a democratic society. In theory, Peel’s core ideas and principles appear easy. If true, how can local and state government organizations put client-focused initiatives in place to achieve positive relationships and satisfy stakeholder needs?
Putting clients first does not mean setting aside safety, regulatory statutes and rules, or operational objectives. It simply means public sector organizational units recognize their constituents, listen to their needs and attempt to put forth initiatives designed to address their concerns. The steps that follow can be effective when used cooperatively. With adjustments, leaders can use these strategies at all law enforcement levels- organizational, bureau, division, precinct, watch, or squad.
1. Identify consumers and understand their needs
Inward-focused organizations or units define needs while those that are outward-focused seek out client concerns. Successful companies like Uber, Airbnb and Intuit are examples of process improvement that starts with customer needs identification. [2] The process begins by simply identifying an agency’s customers followed by an examination of what those customers require. Such responses should align with the organization’s mission, purpose and/or goals. If not, either the initial process identified the wrong customer base, or a re-examination of organizational priorities may be in order.
Imagine you are going to buy a new car. You want an SUV because that type of vehicle fits your family’s needs. Contrary to all the information you provide the salesperson, they want to sell you a two-passenger sports coupe. The process continues in circles until you become frustrated enough to leave the dealership. In essence, the salesperson pushed their desires over your needs. So, are we listening to and hearing our clients?
Town halls, community meetings, neighborhood programs, surveys, social media polls and informal conversations with citizens while on patrol are not only forms of community policing, but they are also information-gathering opportunities.
2. Champion the cause for outward-focused service delivery
Change begins at the top with executive support and commitment. A champion for change at the top is especially helpful [3] and numerous studies support the claim that top-level management plays a crucial role in change success. [4-10] Once executives or managers genuinely support the need for change, they must build internal and external support (step 3, below), and institutionalize the change.
In other words, incorporate change into the organization or unit culture. Initiate, advocate and continually reinforce. Leave employees with no doubt as to what is important to the brass.
3. Win hearts and minds while rallying the troops
Politicians and military leaders understand the importance of winning stakeholders over to their cause or mission. Law enforcement leaders can readily apply the same principles for transforming their agencies from organization-centered to client-focused.
Captivating external customers such as individuals, citizen groups, civic organizations, politicians and media outlets is just as important as engaging employees. [3, 11] Disconnect often occurs when leaders make promises to constituents, but employees do not understand the plan, or they oppose it.
Intra-organizational subgroups, coalitions, and informal leaders often exert more influence than managers figure [12] while confused, ignorant, or defiant employees sabotage the best-laid plans. Research supports the idea that great leaders engage their employees and high levels of employee engagement improve customer satisfaction. [13]
4. The body only goes where the boots take it
The first three steps are important in implementing client-focused strategies; however, everything ultimately rests with frontline employees. There is an ever-growing body of research on the theory of street-level bureaucracy familiar to scholars yet largely ignored by law enforcement administrators. Since Michael Lipsky coined the phrase “street-level bureaucracy” in 1969, greater attention has been given to “public service workers who interact directly with citizens in the course of their jobs, and who have substantial discretion in the execution of their work” (p. 3). [14] Although these employees may have little or no control over resources, formal policy, or program implementations, they exert a tremendous amount of influence. Street-level bureaucrats become de facto policymakers by virtue of their actions and frequent, close contact with citizens. These essential employees:
- Regularly interact with the public
- Tend to possess high levels of discretion in the performance of their duties
- Make decisions on the delivery of benefits and sanctions
- Define, build and set boundaries
- Serve as extensions of an organization’s influence and control
- Often represent the practicality of agency performance
- Frequently act immediately with decisions that personally affect citizens
- Tend to decide who will get what services and how much
- Frequently engender controversy because of their visibility and decisions.
The chief executive of an organization, and even lower managers and supervisors, are sometimes not nearly as influential with the customer base as those employees that deliver services firsthand. The body of change will only go where the boots on the ground take it.
Transforming a program or policy from organization-centered to client-focused is a noble effort at a time when communities demand a greater voice in law enforcement services. The concept of putting clients or citizens first is neither a new concept for private industry nor law enforcement visionaries such as Sir Robert Peel. Even though change is seldom easy, a few steps can mitigate growing pains and increase the possibilities for success.
Leaders and managers that accurately identify their clients, seek out their needs and understand their concerns will gain a greater appreciation and understanding for delivering organizational solutions. If those same leaders and managers champion the cause, rally internal stakeholders and comprehend the extent of their employees’ influence, the chances for successful implementation increase. Dedicated, educated and honest efforts rarely paint organizations in a negative light.
NEXT: Report details progress of President’s Task Force on 21st Century Policing recommendations
References
1. Law Enforcement Action Partnership. (n.d.). Sir Robert Peel’s Policing Principles.
2. Sauro J. (2021). 10 Methods for Identifying Customer Needs. Dummies.
3. Fernandez S, Rainey HG. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66(2), 168-176.
4. Burke W. (2002). Organization Change: Theory and Practice. Sage Publications.
5. Carnall C. (1995). Managing Change in Organizations. Prentice-Hall.
6. Greiner LE. (1967). Patterns of Organizational Change. Harvard Business Review, 45(3), 119-128.
7. Johnson G, Leavitt W. (2001). Building on Success: Transforming Organizations through an Appreciative Inquiry. Public Personnel Management, 30(1), 129-136.
8. Kotter JP. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73 (2), 59-67.
9. Nadler DA, Nadler MB. (1998). Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change. Jossey-Bass.
10. Yukl GA. (2002). Leadership in Organizations (5th Ed.). Prentice-Hall.
11. Borins S. (2000). Loose cannons and rule breakers, or enterprising leaders? Some evidence about innovative public managers. Public administration review, 60(6), 498-507.
12. Bolman LG, Deal TE. (2013). Reframing Organizations. Jossey-Bass.
13. Folkman J. (2017, May 18). According to Research, Here’s the Single Key to Improving Employee Engagement. Forbes.
14. Lipsky M. (2010). Street-Level Bureaucracy: Dilemmas of the Individual in Public Services. Russell Sage Foundation.
