Problem-oriented policing: Difference between revisions

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'''Problem-oriented policing''' (POP), coined by [[University of Wisconsin-Madison]] professor [[Herman Goldstein]], is a [[policing]] strategy that involves identifying specific [[crime]] and disorder problems, such as occur in crime hot spots. With problem-oriented policing, the problem is analyzed and a strategy devised to tackle the problem. Over the past several years, problem-oriented policing (POP) has in many places virtually replaced the "incident-driven" method of state and local law enforcement. At the heart of the POP strategy is its commitment to empowering each individual officer with the authority to identify and proactively work on problems within his or her [[Patrol|beat]]. The policy is designed to be implemented from the bottom up with rank-and-file officers effectively setting agency goals and developing strategies to achieve them, as opposed to the top-down approach of most traditional bureaucratic policies.

{{Globalize|article|USA|2name=the United States|date=January 2019}}

{{NPOV|because of the above reasons|date=January 2021}}}}

'''Problem-oriented policing (POP)''', coined by [[University of Wisconsin–Madison]] professor [[Herman Goldstein]], is a policing strategy that involves the identification and analysis of specific [[crime]] and [[Civil disorder|disorder]] problems, in order to develop effective response strategies. POP requires police to identify and target underlying problems that can lead to crime. Goldstein suggested it as an improvement on the reactive, incident-driven "standard model of policing".<ref>Weisburd, D., Telep, C. W., Hinkle, J. C., & Eck, J. E. (2010). Is problem-oriented policing effective in reducing crime and disorder?. Criminology & Public Policy, 9(1), 139–172.</ref>

Goldstein's 1979 model was expanded in 1987 by John E. Eck and William Spelman into the [[Scanning, Analysis, Response, and Assessment]] (SARA) model for problem-solving.<ref name="what">[http://www.popcenter.org/about-whatisPOP.htm Center for Problem Oriented Policing] {{Webarchive|url=https://web.archive.org/web/20080505220324/http://www.popcenter.org/about-whatisPOP.htm |date=2008-05-05 }} - What is POP?</ref> This strategy places more emphasis on [[research]] and analysis as well as [[crime prevention]] and the engagement of public and private [[organization]]s in the reduction of community problems.<ref name="what"/>

== POP policy in a nutshell ==

A [[systematic review]] of this model, based on 34 randomized control trials and quasi-experimental studies, found that problem-oriented policing is effective at reducing crime and disorder, but had a limited effect on police legitimacy and fear of crime. There is also the risk of overreach, corruption, and abuse of authority, when officers interfere before crimes have actually occurred.

Problem-oriented policing relies on the identification of problems by rank-and-file officers. Not all departments will define problems the same way, but a typical definition is:

== History ==

* Repeated incidents;

{{Expand section|description of the history of this approach|date=June 2024}}<!-- article was an essay and didn't address the history of this -->

* Occurring in a [[community]];

* With related characteristics (e.g., behavior, ___location, people, time);

* That concern both the community and the [[police]].

==Criticism==

Where, under a traditional system, a patrol officer might answer repeated calls to a certain problem area or "hot spot" and deal only with each individual incident, that officer is encouraged under POP to discover the root cause of the problem and come up with ways of solving it. The goal is to find a cure for the ailment instead of merely treating the symptoms.

Problem-oriented policing can have some [[unintended consequence]]s, including displacement of the problem from its origins.<ref name=":0">{{Cite book |last1=Brown |first1=Rick |url=https://portal.cops.usdoj.gov/resourcecenter/content.ashx/cops-p131-pub.pdf |title=Implementing Responses to Problems |last2=Scott |first2=Michael S. |date=2007 |publisher=Office of Community Oriented Policing Services, U.S. Department of Justice |isbn=978-1-932582-80-2 |series=Problem-Oriented Guides for Police Problem-Solving Tools Series |volume=7 |publication-date=2007 |pages=40, 4 |language=en}}</ref> The majority of problem-oriented policing projects fail to investigate displacement. Law enforcement is generally satisfied to achieve a crime reduction in the targeted area and may be less concerned if crime is displaced outside their jurisdiction. However, assessing and understanding potential displacement effects can help ensure the effectiveness of problem-oriented policing. Response to criticism of POP based on this unintended consequence has been challenged: a systematic review published in 2011 argued that while displacement is viewed as a negative consequence of crime prevention efforts, it can provide benefits.<ref>{{Cite journal |last1=Bowers |first1=Kate |last2=Johnson |first2=Shane |last3=Guerette |first3=Rob T. |last4=Summers |first4=Lucia |last5=Poynton |first5=Suzanne |date=2011 |title=Spatial Displacement and Diffusion of Benefits Among Geographically Focused Policing Initiatives |journal=Campbell Systematic Reviews |language=en |volume=7 |issue=1 |pages=1–144 |doi=10.4073/csr.2011.3 |issn=1891-1803|doi-access=free }}</ref>

Another criticism comes from a particular challenge to many policing approaches: trust. If a community has no trust in law enforcement, then law enforcement and the community will have friction. As difficult as it is often for police officers to obtain "buy-in" within, it is often even more difficult to convince people outside the police department, such as community partners, to carry out specific tasks faithfully and properly without a negative inference of its inadequacy in satisfying the expectations of the masses.<ref name=":0" />

The exploration of possible responses to a problem is handled by patrol officers. Once a problem is identified, officers are expected to work closely with community members to develop a solution, which can include a wide range of alternatives to arrest. These may focus on the offender, the community, the environment, outside agencies, or the need for some kind of [[mediation]]. Situations often demand that police and citizens fashion tailor-made responses to problems, so a high degree of importance is placed on creativity and discretion.

== Evaluations ==

== Political issues and conflicts between actors ==

Michael Scott's 20-year retrospective concludes: "After 20 years, problem-oriented policing has demonstrated an internal logic that has been successfully applied at the project level and remains a promising approach for the foreseeable future."<ref>Scott, Michael S. [https://portal.cops.usdoj.gov/resourcecenter/ric/Publications/cops-w0687-pub.pdf Problem-Oriented Policing: Reflections on the First 20 Years]. Washington D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services, 2000. p. 129.</ref>

==See also==

In the last decade the problem-oriented approach has become a popular one among police administrators and high-ranking city officials. There are two main reasons for this: First, it is an innovation readily accepted and approved by the public, which by and large welcomes the opportunity to be heard and to become more involved. Public favor translates into job security for administrators and elected officials. The second reason is the opportunity to collect substantial sums of money through federal grants. In 1995, a federal grant of $327 million from the [[U.S. Department of Justice]] was divided up among police departments implementing POP programs in the state of [[Arizona]]. The availability of federal grant money creates a real incentive for police agencies to use POP. Because POP policy may require considerable organizational restructuring, administrators can justify applications for inordinately large funds. A possible third reason is that POP usually represents a revolutionary change in procedures, and this can provide those who implement it with provocative material for books and speaking engagements.

* [[Community oriented policing]]

* [[Crime displacement]]

* [[Broken windows theory]]

* [[Intelligence-led policing]]

* [[Evidence-based policing]]

*[[Peelian principles]]

*[[Neighbourhood policing team]]

==References==

The rank-and-file officers, however, often do not share their administrators' enthusiasm. One of the reasons for this may be a lack of clarity with respect to organizational goals. Poorly defined or ambiguous goals can lead to stress and frustration. Another possible source of rank-and-file discontent is the conflict between the administration's community policing mandate and the continuing need to respond to calls for service.

<references/>

== Significant impacts of POP policy ==

Problem-oriented policing often has a number of effects and some unintended consequences that flow from them.

=== Increased communication with the public ===

Under POP, the public has a much more direct hand in defining the goals of the police and influencing what issues the police will focus on. This can cause a conflict between what is traditionally of high importance to the police, such as robberies, burglaries and violent crime, and what is a priority to community members – which may be things as mundane as loitering crowds or acts of [[graffiti]]. This mismatch of priorities can hinder the relationship between the police and the community. It can also make the officer’s job more difficult and stressful as he or she is presented with conflicting mandates, one set coming from within and the other from without (the community).

=== Proactive vs. reactive ===

Another possible conflict may exist between the proactive implementation of POP and the need for traditional “incident-driven” policing. In large metropolitan areas, dispatchers receive a high volume of 911 emergencies and calls for service around the clock. Some areas of the city may be quieter than others, and these are typically the areas that don’t have many problems. Ironically, in these quieter and more peaceful areas, where officers have abundant time to pursue genuine problem-solving, it isn’t particularly needed. In the areas that could benefit most from POP, patrol officers may not have time to exercise it.

=== Relationships between officers ===

Complications can arise if certain officers in each department are designated as community problem solvers or if a few enthusiastic officers earnestly commit themselves to the POP process, as this leaves the others on the same shift to pick up the slack in responding to calls for service. This can lead to tension and resentment, which in turn can diminish morale and adversely affect the ability of the officers to function as a team and be productive.

=== Abuse of authority or heightened conservatism ===

Increased discretion creates a risk for abuses of authority. POP encourages police to actively intervene in situations they had previously left alone, which presents more opportunities for abuse and a “net-widening” effect.

By the same token, increased discretion coupled with the possibility of larger social consequences could make officers more conservative in their approach; perhaps too conservative to fully achieve POP goals.

== External links ==

* [http://www.popcenter.org/ Center for Problem-Oriented Policing]

* Herman Goldstein, [https://web.archive.org/web/20080414105128/http://ddl.uwinnipeg.ca/ple/files/readings/reading3a.pdf Improving Policing: A Problem-Oriented Approach], ''Crime & Delinquency'' (April 1979):236-243.

[[Category:Law enforcement theory]]

[[Category:Law enforcement techniques]]

[[Category:Crime prevention]]

[[Category:Types of policing]]