The Alignment Between Community Policing and the Work of School Resource Officers

Despite a growing literature showing the ineffectiveness of school resource officers (SROs) for reducing school crime, their use is widespread. Some of this ineffectiveness may arise from SROs’ experiences of role conflict due to their multi-faceted roles and conflicting expectations associated with following two authority structures. Community policing (CP) may offer a unifying perspective that can address some of these barriers. The current study uses data from 119 qualitative interviews with SROs from three U.S. states to examine the extent to which SROs’ activities align with three dimensions of CP: community partnerships, problem-solving, and organizational adaptation. This study finds that SROs’ described activities align well with these dimensions, suggesting that a CP framework may be a strong model for organizing and describing the work of SROs. This framework can be viewed as an initial proof of concept, and research may elaborate on the framework and assess its utility.

Community Policing: Misunderstanding and Misapplication Following Police Shootings

Prevailing community policing theory identifies the purpose of community policing being to empower state policing not diminish it. This basis identifies a major misconception of those arguing for police defunding, as it fails to address the realities and limitations of street-level bureaucrats in exercising their authority. Misapplying emotional calls for restructuring into perceived democratic control of the bureaucracy. This article explores the inherent problems within community policing and serves to link these problems within a larger discussion of governance and policing, making an argument that the calls for defunding and community policing at best demonstrate misunderstanding and at worst represent a poorly articulated political ploy. In either case, understanding the larger role of how the state legitimates policing identifies an inherent disconnect between policy and implementation. Substantive change in policing must come from changes in the law that provide the staying power for reform to overcome bureaucratic retrenchment to change and in our view of governance, specifically in what should be enforced and the role of government in maintaining order, to ensure that these reflect the realities of policing.

How the interplay between organisational ‘culture’ and ‘climate’ shapes police officers’ perceptions of community policing

This article draws on interview data and the concepts of organisational ‘culture’ and ‘climate’ to critically assess police officers’ perceptions of community policing in one English constabulary. In so doing, it considers the cultural, organisational and wider contextual determinants of officers’ alignment to this style of police work. With an emphasis on developing community partnerships and engaging in problem-solving, rather than enforcement of the criminal law, community policing has been seen a primary way of rendering officers more ‘responsive’ to the needs of citizens, improving police–community relations and driving down crime rates. An important reform movement in police organisations around the world, the success of community policing nonetheless depends on officers’ willingness and ability to deliver it. Accordingly, the generation of evidence about the ‘drivers’ of officers’ attitudes to inform strategies to promote the delivery of the approach is essential. Findings suggest that officers value community policing as an organisational strategy but that the approach maintains a low status and is undervalued compared with other specialisms within the organisation. This is born of an organisational culture that foregrounds law enforcement as the primary function of police work and an organisational climate that reinforces it. This has implications for community officers in terms of their perceptions of and attitudes towards the approach, self-esteem and sense of value and worth, perceptions of organisational justice, discretionary effort and role commitment. Recommendations for police managers are set out.

Community policing and the organizational structure of campus law enforcement agencies

PurposeThe purpose of this paper is to examine the extent to which community policing within campus law enforcement agencies is influenced by the organizational structure, agency characteristics and campus characteristics.Design/methodology/approachThis study utilizes ordinary least squares regression modeling to examine community policing implementation. Data were drawn from a sample of 242 US colleges and universities included in the 2011–2012 Bureau of Justice Statistics (BJS) Survey of Campus Law Enforcement Agencies (SCLEA).FindingsFindings show that within-campus law enforcement agencies, greater levels of community policing are associated with more formalization, larger numbers of employees, a higher task scope and higher rates of on-campus property crime.Research limitations/implicationsUse of secondary data and reported crime rate limits the study. Future research should implement specialized surveys and qualitative methods to identify the specific needs and implementations of community policing.Originality/valueThis paper adds to the limited body of literature on the community policing in campus law enforcement through more recent data and the inclusion of campus community variables.