Community Policing and Security Administration in Nigeria

Authors

  • Edet Joshua TOM Department of Political Science and Public Administration, University of Uyo Author https://orcid.org/0000-0003-2135-9269
  • David Lawrence UDOFA Department of Political Science and Public Administration, University of Uyo Author
  • Eno Kingsley EDET Department of Political Science and Public Administration, University of Uyo Author

DOI:

https://doi.org/10.69581/RJPA.2025.11.02

Keywords:

Community Policing, Security Administration, Police-Community Partnership, Problem-Solving, Organizational Transformation

Abstract

This study examined the impact of community policing on security administration in Akwa Ibom State, focusing on how a problem-solving approach, police-community partnerships, and organizational transformation influenced security outcomes. The research was grounded in Social Resource Theory, which emphasized the importance of establishing a collaborative and supportive relationship between the police and the community. Using both documentary method and open-ended interview the data gathered provided a comprehensive analysis of the relationship between community policing and security issues in Nigeria with a focus on Akwa Ibom State. The objectives were to examine the effect of problem-solving approaches, the impact of police-community partnerships, and the influence of organizational transformation on the effectiveness of security administration. The findings indicated that community policing, when integrated with proactive problem-solving and active community engagement, significantly enhanced security outcomes. It was recommended that security agencies in Akwa Ibom State prioritize regular training on community relations, invest in building partnerships with local stakeholders, and support local vigilante groups in ways that aligned with legal standards and promoted mutual accountability.

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Published

2025-06-30

How to Cite

Community Policing and Security Administration in Nigeria. (2025). Romanian Journal of Public Affairs, 11, 19-38. https://doi.org/10.69581/RJPA.2025.11.02