Publication: La política local de seguridad en las grandes ciudades. El caso de la transformación de la policía municipal de Madrid.
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2014
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Universidad Complutense de Madrid
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Abstract
En el año 2003 el gobierno de la ciudad de Madrid emprende una política integral de reforma de la policía local que tiene como objetivo colocar a la seguridad como servicio público central y actividad esencial de la policía frente a las tradicionales labores de vigilancia de edificios y regulación del tráfico. Sin embargo, el plan «Madrid Seguro» entra en conflicto con las inercias culturales de una organización tradicional y jerarquizada. La política de transformación de la policía actúa sobre varios ejes de intervención: cambios estructurales en la organización, del modelo de gestión, de la política de personal, incorporación de buenas prácticas externas, mejora de las infraestructuras y creación de alianzas.
In 2003 the Government of Madrid implemented a comprehensive policy to reform the local police aiming to transform public safety as a core public service and as an essential activity of the police beyond the surveillance of official buildings and traffic regulation. However, the plan Madrid Seguro came into conflict with the cultural inertia of this traditional and hierarchical organisation. the reform scheme of the local police was based on several intervention areas: structural changes in the organisation design, the change of the management model, changes in the personnel policy, benchmarking, the improvement of infrastructures and the setting-up of partnerships with public and private institutions.
In 2003 the Government of Madrid implemented a comprehensive policy to reform the local police aiming to transform public safety as a core public service and as an essential activity of the police beyond the surveillance of official buildings and traffic regulation. However, the plan Madrid Seguro came into conflict with the cultural inertia of this traditional and hierarchical organisation. the reform scheme of the local police was based on several intervention areas: structural changes in the organisation design, the change of the management model, changes in the personnel policy, benchmarking, the improvement of infrastructures and the setting-up of partnerships with public and private institutions.