Community-oriented policing is the partnership of law enforcement and the communities in identifying and resolving societal issues. It was initially intended to minimize crime and fear of crime by employing the same officer in the same locality for an extended time (Carter & Fox, 2019). It was thought that for policing to be effective, a police officer should cultivate good connections with the community members that they serve. Interpersonal relationships between the public and police officers foster trust between the two groups, which may be advantageous for crime control. Community-oriented police seek to reduce crime through collaborating with the population (Carter & Fox, 2019). As a result, for this program to be successful, police need to be instructed on forming deep links with persons in the areas they plan to serve.
Citizen Police Academy with its Pros and Cons
Citizen Police Academy is one of the numerous community-oriented enforcement initiatives available in the United States. Its purpose is to educate the community about police departments, prevent crime and community security, and encourage the public to support the police. This program is beneficial because it helps individuals get to know, recognize, and respect the law enforcement officers who protect them. The department also enables police and the public to collaborate to prevent crime. The idea would allow individuals to say more about the quality of life in their neighborhood (Carter & Fox, 2019). In exchange, the cops would better understand the inhabitants, fostering trust between the two groups and lowering community distrust of police. Residents who get more active in community care grow to recognize the essential role that law enforcement officers play in safeguarding the public.
However, one disadvantage of this approach is that it can only be implemented through community involvement. This implies that public trust and engagement; however, this is not the case. Police personnel and community people do not necessarily share the same values. As a result, both partners must make a long-term commitment to this to succeed. Another challenge is ensuring that the correct individuals are involved in the process. These people are just interested in community progress and not utilizing the program for personal profit.
Furthermore, while neighborhood policing can help make enforcement more successful, it can also result in a person abusing their local police. Not all of the inhabitants in the town may be civic-minded. This is because some people participate in this project with wrong motives, such as selfish enrichment and the inappropriate use of the law to undermine others (Carter & Fox, 2019). Furthermore, community policing may lead to deviance, where offenses that can be handled without the intervention of police become routine, causing authorities to recruit more employees for the program.
Teen and Police Service Academy (TAPS) with its Pros and Cons
The Teen and Police Service Academy would be another community-oriented policing initiative (TAPS). This is a 15-week program created for kids and teenagers who tend to make poor judgments Carter & Fox, 2019). Participants in the initiative are officer mentor volunteers who must undergo six hours of instruction in psychology, conflict management, youth justice, and childhood development. The goal is to prepare police mentors for the rigors of working one-on-one with at-risk youth. TAPS puts these children and police advisers on an equal basis to exchange knowledge and thoughts from each other, to close the social gap between the two groups (Carter & Fox, 2019). This is accomplished by knowing, connecting, and connecting with at-risk adolescents and police agencies serving their communities. Through this training, the two groups learn a lot about each other and their daily difficulties.
TAPs is an effective program that allows a police-community collaboration to safeguard at-risk teenagers and keep them involved in criminal activity. This can be advantageous to a teen’s general well-being because many problems with youth emerge from inside their homes and families. Having a mentor to talk to who is not connected can assist with adherence and can be vital in maintaining them on track. The TAPs program illustrates a strategy that addresses the needs of people at risk of violent conduct, including early intervention, support, and engagement, personalized attention, and educational achievement.
This program may encourage these persons by going above simply eliminating harmful conduct and motivating them by assisting them in discovering and enhancing their talents. The fact that this initiative is reforming the youth justice scheme to keep the younger generation out of adult jail renders it so successful. It detects high-risk children at a young age, provides them with enough care, and collaborates with their families. This initiative aids in the improvement of community-police partnerships. A program like this is essential for growth because it gives youngsters a sense of belonging. It also allows children to form supportive relationships with various adults and peers (Mangan et al., 2017). The project also provides students with the chance to hone practical and social skills essential for healthy teenage development.
However, the disadvantage of this mentorship scheme is that advisors may overprotect these youngsters, lowering the cost of criminality and other dangerous behaviors. This, in turn, may have a detrimental impact on the links between youth and family, therefore undermining vital social bonds. Furthermore, grouping high-risk teenagers expose them to negative peer pressures linked to increased drug misuse, criminality, and violence. Finally, the therapy may have minor favorable benefits that will fade rapidly.
Carter, J., & Fox, B. (2019). Community policing and intelligence-led policing. Policing: An International Journal, 42(1), 43-58.
Mangan, A., Thomas, R., Davies, A., & Gasper, R. (2017). The challenges of police-community collaboration: Identity maneuvers and power struggles in a neighborhood-based meeting. Public Management Review, 20(9), 1353-1373.