The power of fostering crime prevention through civic activities that are designed and implemented at the local level was reaffirmed for me on my recent trip to Panama.  I visited Panama on March 4-10, 2012 as part ICMA’s Municipal Partnerships for Violence Prevention in Central America Program (AMUPREV), which develops violence prevention strategies and initiatives by working in collaboration with local governments, community groups, and the national police.   This was my second trip to Panama and a follow up to my first visit in May 2011. 

On my first visit, I remember the pangs of hopelessness I felt when I took an evening and daytime tour of Colon in a Police Patrol Bus.  I travelled with a retired Police Officer and a Deputy Officer from the United States who, with their many years of experience, agreed that they would not want to patrol these streets.  They noted the many challenges that the local police faced there—Dim Street lighting, or no lighting at all, and abandoned and dilapidated buildings that created eye sores on every street corner and spawned spaces for criminal activity.  It was also hard to ignore the enormous amount of trash that poured into these streets that were once known for its vibrancy in this former wealthy seaport city.     

In May 2011, with support from AMUPREV and the Alcance Positivo Project, which ICMA is implementing as a subcontractor to Creative Associates in Panama, Colon and San Miguelito formed their respective Violence Prevention Committees to organize crime prevention activities for the community.  The Committees consist of staff from the municipality and police department, national government agencies, community and NGO leaders, and concerned citizens.  When we first met them, planning was still in the beginning stages.  As we listened to their concerns, I could sense the deep mistrust and historical contempt between the police and community.  With ICMA’s technical guidance, we pointed out the assets that already exist, offered suggestions, and identified possible solutions to help Committee members and police see  the shared goal of making their streets safer for their families. 

From my trip, I learned that focusing exclusively on controlling crime may not be a useful strategy as it may lead to more insecurity and violence in a place already entrenched in mistrust of law enforcement and scorn for police who have been known for their mano dura (strong arm) tactics.  A better strategy is to understand and provide the needs of the community that may deter criminal activity, such as improving school resources and infrastructure, youth and sports facilities, and better lighting.  Such initiatives have the potential to provide common grounds for citizens who are not involved in crime-related activities and provide opportunities for those who may be at-risk so that conflict or violence will be minimized in the long run.  During the meetings with the Committee, we urged them to work towards improving the quality of public spaces, installing better street lighting, and even more basic—cleaning up the streets.   By the end of the meetings, the Committee members began to envisage together the planning and implementation of programs to bring about change to the community.    

I remember leaving Panama in that first trip in May, feeling invigorated by the fervor for change that the Committee members displayed.  Undeniably, however, my optimism was also punctuated by bouts of skepticism.  The environment in which they lived posed so many challenges and risks – I wondered how quickly change could come.  But as I learned, when you harness the energy and resources of local communities, change will manifest in small doses, but in sustainable ways.

Responding to ICMA’s suggestions, in July, 2011, the Committee in Colon launched the Clean Neighborhood, Secure Neighborhood (Barrio Limpio, Barrio Seguro) Campaign.  The Committee conducted meetings with community leaders and provincial directors of institutions that worked on improving building infrastructure and cleaning streets.  They even engaged the local company that manages waste collection.  Throughout several months, community members met with local authorities to discuss an action plan to clean the streets and solve the problem of poor housing conditions and water spills.  By emphasizing the involvement of the local government to ensure coordination with other public policies and local institutions, ICMA helped the Committee gather its strength and capacity to identify resources and address the problems of insecurity that all citizens in Colon experienced. 

When I returned to Panama in March 2012, seeing the streets of Colon again dissolved any doubts that I had held in my first trip.  The streets were clean, the park benches were clear of debris, and trash was collected in small piles on certain street corners.  The cleanliness had the effect of transforming the streets into a less intimidating place to walk around.  Having experienced the process of overcoming the seemingly insurmountable challenges and resistances to change, I have a deeper appreciation that real change cannot be imposed.  Changes take place and become sustainable only when they are internalized or owned by the people and communities affected.  Those living in Colon were the most familiar with their own problems, so providing them the platform to shape and drive their own development strategy provided the best recipe for success.  I am inspired to have been a direct witness of how solutions for crime are developed at the local level and happy to see that the Committee has become the agent of change needed to build a healthier community for their families, their neighbors, and for future generations.