Policing in a Multicultural Society: A Changing Society, a Changing Police Culture?

• NCJ Number: 200613
• Journal: International Journal of Police Science and Management Volume: 3 Issue: 4 Dated: Summer 2001 Pages: 309-323
• Author(s): Nara Srinivasan; Lydia Hearn
• Date Published: 2001
• Length: 15 pages
• Publication Format: Article
• Publication Type: Program Description (Model)
• Language: English
• Country: United States of America

Annotation

This article discusses the program called “Policing in a multicultural community” (Mirrabooka) in Australia.

Abstract

The program is based on the premise that compatibility between police and society can be achieved through understanding people’s needs, expectations, and fears. A series of measures have been undertaken by the government to improve access and equity of all groups living in the country. This effort has involved improving the ability of the government to understand the relations that arise within a multicultural society. The Mirrabooka program, initiated in 1995, aimed to look at the extent and nature of existing cultural barriers and develop a model for dealing with them. The goals were defined according to an andragogical learning process, based on respect and readiness to work together. These goals included exposing officers and communities to new possibilities for community policing; helping officers and communities clarify conflicts and frustrations in their past experiences; and promoting activities that encourage a climate of openness and respect. The effectiveness of the model was evaluated extensively throughout the program. The evaluation showed a clearer understanding of the nature and value of a multicultural society; increased awareness by officers of their lack of preparation to deal with problems; greater desire by officers to become involved in the program; and increased trust in police officers. There was also an increased desire by officers to apply their learnings to the solution of practical tasks and issues of particular public concern. The aim in Mirrabooka was to build on experiences and encourage self-direction. The program resulted in the development of a climate of openness and trust among groups, and a willingness to work together to deal with self-chosen goals and priorities. 6 figures, 2 tables, 1 note, 14 references