Implementation of Problem-Oriented Policing in Lancashire (From Solving Crime and Disorder Problems: Current Issues, Police Strategies and Organizational Tactics, P 141-154, 2001, Melissa Reuland, Corina Sole Brito, and Lisa Carroll, eds. -- See NCJ-225227)

• NCJ Number: 225236
• Author(s): Stuart Kirby
• Date Published: 2001
• Length: 14 pages
• Sale Source: Police Executive Research Forum (PERF)
• Publication Format: Book Chapter
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This chapter describes the organizational transformation of the Lancashire, England, Constabulary from a traditional agency to one that applies problem-oriented policing holistically, and discusses how the agency dealt with challenges to implementation and used the SARA (Scanning, Analysis, Response, and Assessment) model to refine its transformation.

Abstract

The chapter attempts to show the considerable effort needed to transform good practice, in terms of problem-solving, into common practice across an organization comprising several thousand people. It is argued that the Lancashire Constabulary’s implementation of problem-oriented policing is unique because it explicitly articulated the benefits prior to implementation; it affected all individuals within the force; implementation was systematic; evaluation involved independent assessment of all divisions and departments by the District Audit office; and the process can be linked to enhanced performance. The constabulary has continued to move forward in problem-oriented policing. This chapter examines Lancashire Constabulary’s decision to use problem-oriented policing, and provides a template for problem-oriented policing that may benefit other agencies. Figure