Problem-oriented policing gives law enforcement a model for addressing the conditions that created and caused other problems of concern to the community.
Some rank-and-file officers, however, often do not share their administrators' enthusiasm.
One of the reasons for this may be a lack of clarity with respect to organizational goals.
Goldstein (1979) called to replace what he termed the reactive, incident-driven “standard model of policing”.
This approach requires police to be proactive in identifying underlying problems which can be targeted to reduce crime and disorder at their roots.
Problem-oriented policing is predicated on community involvement and support is key if law enforcement hopes to rectify crime.
In SARA, “Scanning” is the first step and require police identifying and prioritizing potential problems in their jurisdiction.
A further source of frustration by some officers is the conflict between the administration's community policing mandate and the continuing need to respond to calls for service.
The majority of problem-oriented policing projects fail to investigate displacement.
Policing has from the beginning had a lack of clarity of organizational goals, and the introduction of POP does not always solve the problem.
Consequently, rank and file officers assuming this lack of clarity concern will be resolved by POP and are disappointed when that is not done.