Social capital and co-location: A case study of policing anti-social behaviour
| Author | Lisa O’Malley,Sharon Grace |
| Published date | 01 September 2021 |
| Date | 01 September 2021 |
| DOI | http://doi.org/10.1177/14613557211026931 |
| Subject Matter | Articles |
Article
Social capital and co-location: A case
study of policing anti-social behaviour
Lisa O’Malley
(Department of Social Policy and Social Work,) University of York, UK
Sharon Grace
(Department of Social Policy and Social Work,) University of York, UK
Abstract
Existing evidence suggests that co-location may be emerging as a preferred model of multi-agency working between the
police and a range of partner agencies, yet there is limited evidence available regarding the benefits and challenges of this
specific type of initiative. This article draws on an evaluation case study of co-location between the police and a local
authority established to improve responses to victims of anti-social behaviour. Co-located officers reported a range of
benefits arising from the new arrangements, and there was evidence of deep learning within and across teams. However,
by including the experiences of those working outside the co-location more significant challenges became apparent,
relating to ongoing relationships between officers and the wider force that we are unaware of from previous research.
It is suggested that senior management should pay attention to managing changing relationships that occur in co-location
to preserve existing social capital whilst exploiting opportunities arising from newly formed connections.
Keywords
Social capital, co-location, police
Submitted 10 Nov 2020, Revise received 22 Mar 2021, accepted 24 May 2021
Introduction
Collaboration between the police and other agencies in the
pursuit of effective crime control and community safety is
increasingly accepted as mainstream police practice (Hig-
gins et al., 2016), in part as a response to challenges pre-
sented by periods of austerity and broader social changes
that shift the boundaries of policing beyond crime. As the
public sector enters a post-COVID era of potential cuts and
restructuring, it is timely to explore some of the organisa-
tional changes that may emerge as preferred ways of work-
ing. Indeed, policy-drivers are already such that the police
are increasingly drawn into myriad multi-agency practices
that are often complex, messy arrangements as much
dependent on local context as strategic planning. However,
while the assumed benefits of partnership working are well
rehearsed (see, for example, Berry et al., 2011), and evi-
dence of good practice seemingly endless, less is known
about the impact of collaborative practices (Higgins et al.,
2016), or indeed whether some types of collaboration are
more effective than others (Parker et al., 2018). This article
focuses attention on one particular form of collaborative
arrangement – namely co-located models of partnership
working. In doing so, we draw attention to the inter- and
intra-organisational fe atures of co-location, off ering les-
sons for practice in the establishment and initial stages of
developing co-location within and beyond the police
service.
In order to consider the impact of co-location on the
organisations and individuals involved, we draw on theories
Corresponding author:
Lisa O’Malley, Department of Social Policy and Social Work, University of
York, Heslington, YO10 5DD, UK.
Email: lisa.omalley@york.ac.uk
International Journalof
Police Science & Management
ªThe Author(s) 2021
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DOI: 10.1177/14613557211026931
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2021, Vol. 23(3) 306–316
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