Born to Fail? Policing, Reform and Neighbourhood Problem Solving
| Author | Nick Tilley,Karen Bullock |
| Published date | 01 June 2009 |
| Date | 01 June 2009 |
| DOI | http://doi.org/10.1350/pojo.2009.82.2.459 |
| Subject Matter | Article |
DR KAREN BULLOCK
Lecturer, Department of Sociology, University of Surrey,
Guildford
NICK TILLEY
UCL Jill Dando Institute of Crime Science, University College
London
BORN TO FAIL? POLICING,
REFORM AND NEIGHBOURHOOD
PROBLEM SOLVING
The issue of problem solving as a component of neighbour-
hood policing is an important and potentially highly problem-
atic one. The UK government claims in its 2008 Green Paper,
From the Neighbourhood to the National, to be ‘absolutely
committed to neighbourhood policing as the bedrock for local
policing in the 21st Century’. Yet experience tells us that
implementation of problem solving is likely to be far from
straightforward. This article draws attention to the many
obstacles identified over 25 years of experimentation with the
principles of problem solving. The article examines what is
known about implementation of problem solving in the police
service and the factors which influence its delivery. It draws
attention to lessons learnt and the implications for the delivery
of neighbourhood policing.
Keywords: implementation; neighbourhood policing;
problem-oriented policing
Introduction
It is necessary to be clear-eyed about the difficulties of
innovating in police organisations. Because of widespread
enthusiasm for innovations, such as community and
problem-oriented policing, third-party policing, ‘lever-
pulling’ policing, and evidence-based policing amongst aca-
demics, it could appear that reform comes easily. In fact, it is
hard, the political risks involved are considerable, and efforts
to change the police often fall far short or fail. (Skogan,
2008)
Few statements could be truer. Wesley Skogan is a seasoned
police researcher who has observed in detail the ups and downs
The Police Journal, Volume 82 (2009) 117
DOI: 10.1358/pojo.2009.82.2.459
of Chicago’s efforts at police reform for more than a decade. He
captures well the disappointments etched also on the faces of
many of his less-distinguished counterparts, among whom we
count ourselves who have looked empirically at what has hap-
pened in practice in attempts to introduce innovations for
improving policing.
The Labour Government from 1997 has been committed to
reform of the police. A key feature of this agenda in England and
Wales has included the roll-out of ‘neighbourhood policing’
principles throughout England and Wales. The neighbourhood
policing framework provides for a great deal of local flexibility.
Nevertheless, three generic requirements are stressed. These
are:
1. The consistent presence of dedicated neighbourhood
teams which are visible, accessible, skilled and familiar to
the community.
2. Intelligence-led identification of community concerns
along with prompt, effective, targeted action to tackle
these concerns.
3. Community-focused problem solving drawing in other
local partners: the community should be involved in the
identification of problems and delivery of interventions.
Multiple sources of information should be rigorously
analysed. (ACPO/Centrex, 2006)
This article focuses in particular on the last of these: the role of
problem solving in neighbourhood policing. We have spent
many years observing attempts to implement problem solving in
the UK and beyond, as well as supporting them. One of us was
involved in the original attempts to embed problem-solving
principles in pilot areas in England and evaluated its impact (see
Leigh et al., 1996; 1998). Both of us were involved in the
England and Wales HMIC problem-solving inspection in 2000
(see HMIC, 2000; Read & Tilley, 2000) and in the implementa-
tion of the Labour Government’s £32m ‘targeted policing initi-
ative’ which funded experiments and evaluation of
problem-solving projects (see Bullock & Tilley, 2003).
The government claims to be ‘absolutely committed to
neighbourhood policing as the bedrock for local policing in the
21st Century’ (Home Office, 2008). Yet experience tells us that
implementation of problem solving is likely to be far from
straightforward. This article draws attention to the many
obstacles identified over 25 years of experimentation with the
118 The Police Journal, Volume 82 (2009)
To continue reading
Request your trial