Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out SWOT analyses. For example, a SWOT team in a business may include an accountant, a salesperson, an executive manager, an engineer, and an ombudsman. While in police, a SWOT team may include elected official, media, community member, community officers, and etc.

Sometimes, many factors could appear listed in several categories. For example, if one's competitors initiate an alliance, this comprises a threat. If one becomes part of such an alliance, this could become an opportunity. If an existing alliance causes problems in a supply chain, one diagnoses a weakness. If one's alliances offer a competitive advantage, this indicates a strength.

SWOT analysis can help in turning weaknesses and threats into opportunities, and ultimately into strengths. The exercise can also identify opportunities that will address weaknesses, and strengths that will counter threats.

Quality Control Circle (QCC)

Quality Control Circle (QCC) is a technique of total quality management to ensure quality improvement. A quality control circle is a group composed of regular employees who meet together with management to discuss workplace improvement. The concept was invented in Japan in the early 1950s and did not reach the United States until 1974.

Lessons Learned in Community Policing in Taitung

Community policing is not a quick fix for surging crime. There are several key elements necessary for effective community policing:

1. Optimizing contact between patrol officers and community members.

2. Establishing and maintaining mutual trust is the heart of partnership.

3. To make community policing work, long-term commitment is needed.

After reviewing the implementation in Taitung, there are several lessons we have learned:

1. The greatest benefit of adopting community policing is the regaining of people’s trust. In Taitung, due to the economic recession and political uncertainty, crime rates in Chinese Taipei are actually on the rise. However, when the community sense the police department’s efforts and sincere engagement in the community policing, the public bestow the police with understanding and full support. As revealed by the polls held in last year, the community has shown greater satisfaction toward the police in Taitung.

2. To avoid unnecessary resistance inside the organization, the police department has to incorporate the community policing philosophy in all phases of training within the police department on a regular basis. This should include retraining of field skills/tactics and community policing strategies.

3. The Police Department should develop a clearly and specifically defined vision and mission statement through thorough discussions and communications among the members of the department. Without a clear vision and mission statement, the strategies and initiatives undertaken will have less impact.

4. Try to involve the stakeholders in the community policing planning process: the public, elected officials, the business community, the media, etc. A well organized, collaborative planning process is especially critical to the success of implementation.

5. The strong desire and support of the top management must be obvious all the time. The initiatives should be of significant magnitude so that the entire police department and the community are aware of their accomplishment.

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Trojanowicz, R.C. & B. Bucqueroux, “Community Policing: How to Get Started”, Cincinnati, OH: Anderson Publishing, 1993.