Community Policing: A Critical Review of Understanding Assumptions (From Community Policing: Classical Readings, P 339-354, 2000, Willard M. Oliver, ed. -- See NCJ-193347)

• NCJ Number: 193350
• Author(s): Lisa M. Riechers; Roy R. Roberg
• Date Published: 2000
• Length: 16 pages
• Sale Source: Prentice Hall Publishing
• Publication Format: Book (Softbound)
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This chapter reviewed the development of community policing during the 1980's, and examined and presented many theories and assumptions of community policing and challenged these underlying assumptions to determine their accuracy.

Abstract

This chapter took a realistic look at the concept of community policing. It identified and analyzed the most recognized assumptions of community policing to assess the viability and future direction of community policing. Ten underlying assumptions of community policing were examined and included: (1) the presence of the police through increased visibility reduces the fear of crime; (2) the public is of one mind, whose satisfaction or dissatisfaction with police can be measured; (3) the police should be responsible for actively helping to define and shape community norms; (4) public fear comes more from disorder than crime; (5) signs of neglect and decay in neighborhoods invite crime; (6) community policing begins at the initiative of the police and does not give citizens control over police services; (7) community policing can occur without violating the political neutrality of the police; (8) police organizations can easily adapt to a more organic model needed to effectively implement community policing; (9) police organizations can be responsive to the demands of community policing; and (10) the police are the correct agency in trying to fulfill the goals of community policing. Through assumption analysis, it was determined that if a community policing approach is to be successful, it must be strongly supported by police management. In addition, committed personnel must be hired to handle increased responsibilities, such as the identification and analysis of problems, the development of plans for action, and the evaluation of program effectiveness. Also, the issues of police accountability, police neutrality, and the use of the police as a form of social control must be decided. In order to give police a solid foundation in policing, some fundamental structural and orientation changes are necessary. References