COPPS

Community Oriented Policing and Problem Solving Keiondra Barksdale CJUS 300 Larry Wine March 5, 2012

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Community Oriented Policing and Problem Solving Community Oriented Policing and Problem Solving is one of the strategies that police departments use to help detect and prevent crimes. COPPS is an organizational strategy that deals with philosophy and a management style which helps to identify what causes crime and fear and other issues within community. With the help of partnerships and problem solving strategies, COPPS is used to improve the quality of policing this is why this form of policing is important. This paper will discuss how COPPS originated, the importance of this form of policing, and the type of management involved in this form of policing. History of COPPS COPPS Defined Historically a tenuous relationship existed between police and minorities (Thomas & Burns, 2005). It was because of this that community oriented policing was initiated. Police departments created community policing strategies as a way to develop police community relations. (Thomas & Burns, 2005) Community policing is a philosophy that promotes organizational strategies, which support the systematic use of partnerships and problem-solving techniques, to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime (Community Oriented Policing Services (COPS), 2009). The federal government contributed to the growth of community policing. The federal government supported community policing through the use of grants distributed by the Office of Community Oriented Policing Services (COPS) of the Department of Justice. (Thomas & Burns, 2005) COPS are intended to form a better relationship between minorities and police officers. Community oriented policing has three features that makes this form of policing different from traditional policing. The features include shared responsibility, prevention, and officer discretion.

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Shared responsibility means that the responsibility of maintaining order within the community is shared between the police officers and the community. (Adams, Arcury, & Rohe, 2002) Prevention means officers have to identify the problems that lead to crime and then come up with a solution to try prevent the problems. (Adams, Arcury, & Rohe, 2002) Officer discretion means the officers have to figure out a way to handle the community problems without resorting to arrest. (Adams, Arcury, & Rohe, 2002) COP has a problem-solving orientation that typically involves the collaboration of police personnel, community residents, and other public and nonprofit organizations in developing and implementing community improvement projects (Adams, Arcury, & Rohe, 2002). The problem solving approach is the process of engaging in the proactive and systematic examination of identified problems to develop and rigorously evaluate effective responses (COPS, 2009). Herman Goldstein developed the Police Oriented Policing (POP) strategy in 1979. According to Tilley (2010), It focuses instead on relevant community concerns, the open minded pursuit of ethical and effective solutions to recurrent problems, and attention to results to learn better how to deal with similar problems in the future. It also suggests an efficient and effective way of handling heavy demands on police time, by resolving problems rather than simply by responding to them incident by incident. With this strategy Goldstein created the Scanning, Analysis, Response, and Assessment (SARA) model. SARA is an analytical model through which officers could identify, and effectively respond to, the problems they routinely confronted. This model does not prescribe a specific response to problems; rather, it is an analytical problem-solving outline that attempts to connect an effective response to a specific problem (Rojek, 2003).

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Principal Components Community oriented policing and problem solving has two principal components. The two principle components are community engagement (partnership) and problem solving. Both are needed in order to help solve and prevent crime within the community. Community partnerships are collaborative partnerships between the law enforcement agency and the individuals and organizations they serve to develop solutions to problems and increase trust in police (COPS, 2009). Community partnerships can consist of other government agencies, community members or groups, nonprofits/service providers, private businesses, and the media. Community policing, recognizing that police rarely can solve public safety problems alone, encourages interactive partnerships with relevant stakeholders. The range of potential partners is large and these partnerships can be used to accomplish the two interrelated goals of developing solutions to problems through collaborative problem solving and improving public trust. The public should play a role in prioritizing public safety problems. (COPS, 2009) Police department organizations can partner up with child support services, public works departments, legislative bodies, health and human services, schools, and etc. in order to address community concerns and offer alternative solutions. (COPS, 2009) Community members consist of people who stay or work in the community. People who like to help out in the community are also considered community members. These people could include visitors, volunteers, activists, formal and informal community leaders, and residents. Since these groups of people actually live in the community or help out in the community, they are a big help when it comes to identifying the community concerns. They can also help to get the community to set certain goals at the neighborhood association meetings, town hall meetings, and etc. (COPS, 2009) Non-profit service

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providers include advocacy and community-based organizations. They provide services within the community with people who share specific interests. Some of the specific interests include victims, support, issue, and advocacy groups, service clubs, and the faith community. (COPS, 2009) Private businesses are considered to be great partners because they often bring considerable resources to bear on problems of mutual concern (COPS, 2009). They can also use their own resources which means that they can share with the community the same organizations or technology that they use to help identify problems. The media plays an important role within the community. The media can help the community with communication about certain issues happening within the community. For instance, they can publicize the concerns of the community and offer solutions from the community agencies or let the community know what new laws or codes are about to be enforced. Problem solving has to be a part of all police tasks and guide decision-making efforts. Agencies are encouraged to think innovatively about their responses and view making arrests as only one of a wide array of potential responses. A major conceptual vehicle for helping officers to think about problem solving in a structured and disciplined way is the SARA (Scanning, Analysis, Response and Assessment) problem-solving model (COPS, 2009). Scanning is identifying and prioritizing the problem. The officer(s) is required to recognize the interconnectedness of multiple problems to understand what behaviors and conditions need directed attention (Rojek, 2003). Analysis is researching what is known about the problem. As part of the analysis phase, it is important to find out as much as possible about each aspect of the crime triangle by asking Who?, What?, When?, Where?, How?, Why?, and Why Not? about the victim, offender, and crime location (COPS, 2009). Response is developing solutions to bring about lasting reductions in the number and extent of problems. The response should follow logically from the knowledge learned during the analysis and should be tailored to the specific problem. The goals of the response can

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range from totally eliminating the problem, substantially reducing the problem, reducing the amount of harm caused by the problem, or improving the quality of community cohesion (COPS, 2009). Last is the assessment. The assessment is evaluating the success of the responses. To determine this effectiveness, the officer(s) should reassess indicators that measure the state of the problem. This reanalysis provides the direction for future actions. If the interventions have not achieved the desired response, more time may be needed or additional analysis and responses may be required (Rojek, 2003). As with any strategy or model there are some flaws but overall this model has worked for police agencies. The Significance of COPPS Community oriented policing and problem solving is important because it helps to detect and prevent crime within a community. Many police departments nationwide have implemented community and problem-oriented policing tactics to reduce crime and disorder and improve citizens' quality of life (Reisig, 2010). In order for one to be able to detect and prevent crime within the community, one must have the proper training. Training and education is extremely important because it is an essential element if the implementation of COP activities is to be successful because COP philosophy implies fundamental changes in many areas of policing. Such changes (e.g. strategic, tactical, or organizational) not only affect the way the police respond to crime, but the way they search for crime solutions (Sutham, 2002). COP training is a key factor in the effectiveness of success or failure with the program. Community oriented policing and problem solving also helps to build trust within the community. The community sees that the police are trying to work with them to help solve and prevent crime within their community. Community policing values and promotes the active solicitation of input from neighborhood residents and civic organizations, especially with regard to

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decisions and policies that affect local residents (Reisig, 2010). The police officers who are committed to establishing ties with the community have the support and help from the community when they are trying to solve neighborhood crimes. (Reisig. 2010) Community oriented policing and problem solving is also important because police presence makes the community feel safe. When the police officers have the different community partnerships the community also feels safe because they know that they are working with the police to help identify any problems within the community. Police officers are here to serve and protect citizens and the community oriented policing and problem solving just takes it a step further. It shows that the police officers truly and about the people and the community. The strongest love anyone can have is this. He will die to save his friends (John 15:13 NT WE). Community Oriented Policing and Problem Solving Management Management has a significant role in the success of COPPS. Successfully implementing COPPS requires a change in the management approach of an agency. Whenever law enforcement agencies adopt new programs or strategies, employees commonly want to know why the change is taking place. Administrators should understand that this is a valid concern (Glensor & Peak, 1996). A mission statement should be created when addressing employees concerns about COPPS. The mission statement should state the agencys new operating strategies and long-term objectives. (Glensor & Peak, 1996) It should also mention the main values and goals in COPPS. The policies and procedures, management styles, planning and program evaluation, and resources and finances should be paid attention to in the mission statement. (Glensor & Peak, 1996) The chief should not try to execute the program until he/she has developed a carefully designed plan of COPPS. The chief has to get the entire department to develop an idea and mission statement that has the same principles of COPPS. (Glensor & Peak, 1996) The move to COP can be successful only when

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police leaders and the key members of the department effectively manage the process of change (Sutham, 2002). When it comes to the community policing model, law enforcement agencies management needs to infuse community policing ideals throughout the agency by making a number of critical changes in leadership, decentralized decision-making and accountability, strategic planning, policing and procedures. (COPS, 2009) Leaders have to make sure they are reinforcing the vision, values, and mission of COPPS within their agency. Community policing calls for decentralization both in command structure and decision-making. Decentralized decision-making allows front-line officers to take responsibility for their role in community policing (COPS, 2009). When it comes to strategic planning, everyone in the agency should be on the same page. What is meant by this is that everyone should know about the community policing plans and values, and mission and they should have an idea of how they are going to support the plan. Community policing affects the nature and development of department policies and procedures to ensure that community policing principles and practices have an effect on activities on the street. Problem solving and partnerships, therefore, should become institutionalized in policies, along with corresponding sets of procedures, where appropriate (COPS, 2009). Mid-level management and first-line supervisors each have an important role with COPPS. The mid-level managers should be trained in the philosophy and methodology of the concept. (Glensor & Peak, 1996) They have to provide administrative support and help to get rid of any obstacles that the first-line supervisors may run into in order for COPPS to be successful. Sergeants are first-line supervisors who can influence the behavior and attitudes of other officers. COPPS requires that sergeants allow their officers additional autonomy and authority to solve

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problems (Glensor & Peak, 1996). In order for patrol officers to engage in problem solving , Sergeants will have to run interference. (Glensor & Peak, 1996) Management is very important because it can establish a successful program or a failed program. Management plays a big role in communication within COPPS because they have to communicate the plans and policies to the agency. Through better call management, supervisors can help by allowing officers to delay their responses to nonemergency calls. Supervisors in some agencies use cellular telephones to contact complainants directly and handle their problems, thus eliminating the need for an officer's response (Glensor & Peak, 1996). Conclusion Community Oriented Policing and Problem Solving help to detect and prevent crime within a community. It also helps to build trust within the community and make people feel safe. We who are strong must help those who are not strong. We must not do what pleases us (Romans 15:1 NT WE). The Scanning, Analysis, Response, Assessment (SARA) model is one of the problem solving strategies that is used to help deter crime. The management of COPPS plays a vital role in the success of the program. It is essential that the values, plans, and mission of COPPS are always being reinforced. If management is not doing their part then the program will not be a success. Community Oriented Policing and Problem Solving is always looking for ways to improve policing and with the help of partnerships and more problem solving strategies this is a task that can be accomplished. Only time will tell whether community and problem-oriented policing will continue to influence debate over the proper role of the police (Reisig, 2010).

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References Adams, R.E., Arcury, T.A., & Rohe, M.W., (2002). Implementing community-oriented policing: Organizational change and street officer attitudes. Retrieved February 21, 2012 from, http://cad.sagepub.com.ezproxy.liberty.edu:2048/content/48/3/399.full.pdf+html COPS (2009). Community policing defined. Retrieved February 20, 2012 from, http://cops.usdoj.gov/RIC/ResourceDetail.aspx?RID=513 http://www.cops.usdoj.gov/files/RIC/Publications/e030917193-CP-Defined.pdf Glensor, R.W., & Peak, K. (1996). Implementing change: Community-oriented policing and problem solving. Retrieved February 21, 2012 from, http://proquest.umi.com.ezproxy.liberty.edu:2048/pqdlink? vinst=PROD&fmt=3&startpage=1&vname=PQD&RQT=309&did=9863169&scaling=FULL&vtype=PQD&rqt=309&TS=1 329811542&clientId=20655 John 15:13 Retrieved February 20, 2012 from, http://www.biblegateway.com/passage/? search=John+15%3A13&version=WE Reisig, M.D., (2010). Community and problem-oriented policing. Retrieved February 20, 2012 from, http://www.lexisnexis.com.ezproxy.liberty.edu:2048/hottopics/lnacademic/? shr=t&csi=167082&sr=TITLE%28Community+and+Problem-Oriented+Policing. %29+and+date+is+September,%202010 Rojek, J., (2003). A decade of excellence in problem-oriented policing: Characteristics of the goldstein award winners. Retrieved February 21, 2012 from, http://pqx.sagepub.com.ezproxy.liberty.edu:2048/content/6/4/492.full.pdf+html

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Romans 15:1 Retrieved February 20, 2012 from, http://www.biblegateway.com/passage/? search=Romans+15%3A1&version=WE Sutham, C., (2002). Community policing: Training, definitions and policy implications. Retrieved February 20, 2012 from, http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?issn=1363951X&volume=25&issue=4&articleid=872383&show=html Thomas, M.O., & Burns, P.F., (2005). Repairing the divide: An investigation of community policing and citizen attitudes toward the police by race and ethnicity. Retrieved February 20, 2012 from, http://rx9vh3hy4r.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal &rft.genre=article&rft.atitle=Repairing+the+Divide %3A+An+Investigation+of+Community+Policing+and+Citizen+Attitudes+Toward+the+P olice+by+Race+and+Ethnicity&rft.jtitle=Journal+of+Ethnicity+in+Criminal+Justice&rft.a u=Matthew+Thomas&rft.au=Peter+F+Burns&rft.date=2005-10-01&rft.issn=15377938&rft.volume=3&rft.issue=1/2&rft.spage=71&rft.externalDBID=JECJ&rft.externalDo cID=854148921

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Tilley, N., (2010). Whither problem-oriented policing. Retrieved February 20, 2012 from, http://rx9vh3hy4r.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info %3Aofi%2Fenc%3AUTF8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal &rft.genre=article&rft.atitle=Whither+problem-oriented+policing&rft.jtitle=Criminology+ %26+Public+Policy&rft.au=Tilley%2C+Nick&rft.date=2010-02-01&rft.issn=15386473&rft.volume=9&rft.issue=1&rft.spage=183&rft.epage=195&rft_id=info:doi/10.1111 %2Fj.1745-9133.2010.00619.x&rft.externalDBID=n %2Fa&rft.externalDocID=10_1111_j_1745_9133_2010_00619_x