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PROBLEM SOLVING POLICING

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Title: PROBLEM SOLVING POLICING


1
PROBLEM SOLVING POLICING
  • PROBLEM ORIENTED POLICING

2
SOURCES
  • Problem Solving Problem Oriented Policing in
    Newport News by John E. Eck and William Spelman,
    et al
  • Social Problems by Jack O. Balswick and J.
    Kenneth Morland, Baker Book House 1990
  • All your Crime Scene Classes

3
Traditional Incident Driven policing
  • Incident Driven Policing has four characteristics
  • 1. REACTIVE POLICING first wait for the event
    to happen, then address the issues
  • 2. LIMITED INFORMATION BASE in order to solve
    the problem (crime), information is gathered from
    victims, witnesses and other informed citizens

4
3. RESOLUTION
  • -Accomplished via the Criminal Justice System
    the officer has no authority to punish the wrong
    doer or gain restitution for the victims. This
    is all performed by the courts, probation, DOC
    and parole branches of the CJS.

5
4. Aggregate Statistics
  • Aggregate Statistics determine effectiveness
    everything is compared against past performances,
    ex
  • No. Crimes Perps Idd No. Apprh
  • Last year by quarter
  • 30 9 5
  • 25 6 2
  • 18 6 7
  • 10 7 8
  • Ave 20.75 7 5.5
  • This year first two quarters
  • 16 8 6
  • 20 10 4
  • Ave 18 9 5

6
  • SEE THE CONFUSION?

7
Incident Oriented Policing does little to deter
crime!
  • Traditional policing requires waiting for the
    event to occur, then interview victims and
    witnesses, and arrest the perp if things work the
    way they should.
  • Perp bonds out of jail, and goes right back to
    the crime of choice while awaiting trial
  • Where is the deterrence?

8
  • Traditional Incident Oriented (Driven) Policing
    only addresses the symptoms of the crime, not the
    causes.
  • Youll arrest the same person many times for DUI,
    DUI per SE, Driving under Revocation as a
    Habitual Traffic Offender, Driving Under
    Revocation as a Habitual Drunk Driver.

9
  • The issue we attend is the DUI, plus what ever
    other charges may apply because of the conditions
    and circumstances of the arrest, ie. personal
    injury, property damage or fatal accident.
  • The issue that begs for attention is the chronic
    alcoholism, but as Level 1 peace officers we
    cannot address the cause, only the aftermath!

10
  • Does anyone else have or appreciate the sense of
    frustration this type of policing creates?

11
  • As the arresting officer, can you ask for a
    restraining order against possession or
    consumption of alcoholic beverages?
  • Can you ask for inpatient alcohol rehabilitation?
  • Can you develop a source of funds to help cover
    these programs?

12
PROBLEM ORIENTED POLICING
13
  • First described in 1979 by Herman Goldstein
  • Theory behind POP
  • Underlying conditions create problems
  • These conditions include the people involved,
    social settings in which the people interact, the
    physical environment and the way the public at
    large react to the conditions

14
  • The problems may generate one or more incidents.
  • The incidents, while stemming from a common
    source may appear different.
  • Example drug abuse or addiction may be the
    driving force behind thefts, robberies,
    burglaries and assaults

15
  • Apartment Complexes that are visibly deteriorated
    may generate burglaries, assaults, drug deals,
    vandalism or intimidation by rowdy gangs.
  • In either scenario, the problems will persist as
    long as the conditions which create the problem
    are ignored.

16
Social Problem Structure
17
Social Problem Defined
  • any situation in which the members of a group
    (community) consider to be undesirable and which
    they think should be remedied by cooperative
    action.
  • social
    Problems

18
  • 1 The group its self. What part of the community
    does this group represent?
  • 2. The values of the group which serve as a basis
    for determining or identifying solve problems and
    issues
  • 3. Conduct or behavior within the group or
    community which is undesirable

19
  • 4. Agreement among all members of the group or
    community that the situation, behavior, etc is
    undesirable and therefore a problem. If the
    group as a whole cannot agree that a problem
    exist, then the situation is not identified as a
    problem.

20
  • 5 Groups response to eliminate the problem.
  • This is a version of SARA

21
IMPLEMENTATION
  • Must be supported from the top down, with the
    fear of failure (mistakes) removed
  • Study the process completely, get buy in from all
    involved entities
  • Takes a long time, slow to implement, fewest
    mistakes, hard to maintain momentum or support
    from the community

22
  • Gain a basic understanding of Problem Oriented
    Policing, while educating the public about the
    program, then go for it!
  • Faster implementation, more mistakes, more
    restarts
  • Get experience on the job, modify and adapt the
    program to your particular agency
  • Need more tolerance from the city council,
    commissioner and media

23
  • JUST DO IT!
  • Most mistakes, most false starts, confusion and
    need for tolerance from the public and the media
  • Having top down buy in, with a few officers from
    each shift totally immersed in the program to
    lead the way can be beneficial

24
Designing Problem Oriented Policing
  • Officers of all ranks and from all units should
    use the system as part of their daily routine
  • The system must use a broad base of information,
    including but not limited to conventional police
    data

25
  • The system should encourage a broad range of
    solutions, including but not limited to the
    criminal justice system
  • The system should require no additional resources
    or special units
  • Police agencies of any size should be able to use
    the system

26
Problem Oriented Agencies
  • 1. Focus on problems of concern to the public
  • 2. Zero in on effectiveness as the primary
    concern
  • 3. Are proactive

27
  • 4. Are committed to systematic inquiry as the
    first step in solving substantive problems
  • 5. Encourage use of rigorous methods in making
    inquiries
  • 6. Make full use of the data in the police files
    and the experience of police personnel

28
  • 7. Group like incidents together so that they can
    be addressed as a common problem
  • 8. Avoid using overly broad labels in grouping
    incidents so separate problems can be identified
  • 9. Encourage a broad and uninhibited search for
    solutions

29
  • 10. Acknowledge the limitations of the criminal
    justice system as a response to problems
  • 11. Identify multiple interest in any one problem
    and weigh them when analyzing the value of
    different responses
  • 12. Be committed to taking some risk in
    responding to problems

30
Five Ways to Solve Problems
  • The effectiveness of the type of solution depends
    on the characteristics of the problems
  • 1. Solve the problem by totally eliminating it
  • Heroin sales in Louisiana- non existent

31
  • 2. Solve the problem by reducing the number of
    incidents it creates
  • Reduce the number if vehicle accidents by
    installing speed bumps or STOP signs to prevent
    speed from building up

32
  • 3. Solve the problem by reducing the seriousness
    of the incidents it creates.
  • 4. Solve the problem by designing better methods
    for handling the incidents it creates
  • 5. Solve the problem by removing it from police
    consideration

33
  • First implemented in the Newport News PD, a
    moderate sized (280 employees) agency serving a
    population of about 155,000. Newport News has
    the problems of a major metropolitan city.

34
Creation of SARA
  • A four stage problem solving process
  • SCANNING
  • ANALYSIS
  • RESPONSE
  • ASSESSMENT

35
SCANNING
  • Using a variety of sources, officers and others
    determine whether or not an issues is really a
    problem
  • The issues looked at often can be persistent
    rumors, or already resolved and do not require
    further attention

36
ANALYSIS
  • This is where the issues and problems are
    dissected and completely dismantled to understand
    all there is to know about the problem or issue
  • What makes a target a target?
  • Who are the bad actors and how do they operate?
  • What makes an opportunity an opportunity?

37
Scanning Stage Objectives
  • Looking for possible problems
  • Making a preliminary identification of possible
    problems
  • Conducting a preliminary analysis to determine if
    a real problem exists and whether further
    analysis is needed
  • Setting priorities among problems and assigning
    responsibilities for conducting further analysis

38
Sources of information
  • Patrol officers and staff
  • Investigations
  • Internal Affairs
  • Crime Prevention Efforts
  • Vice

39
  • Communications and Dispatch Call Center
  • Chief or Sheriffs Office
  • Other Law enforcement Agencies
  • Local Governmental Agencies

40
  • Schools
  • Community Leaders
  • Business Groups
  • Neighborhood watch

41
  • Newspapers and other local and regional News
    Media Sources
  • Community Surveys
  • Common Issues from multiple sources are worth
    looking into

42
ANALYSIS
  • The analysis component requires a total
    understanding of the issues. A complete
    dissection of all aspects of the incidents is
    undertaken in this step

43
Problem Analysis Guide
  • ACTORS
  • VICTIMS their life style, the security measures
    they have in place, their history of being
    victimized
  • Where do they live, work, and recreate, how do
    they move between these areas
  • How much do you really know about the victim? Is
    the victim an alcohol or drug abuser, or are
    family members?
  • What is their expectation of the investigation?

44
  • OFFENDERS
  • Identify by name, and have a physical description
    of them
  • Life style, education, work history where do and
    did they work, what they do there
  • Criminal history what is their crime of choice

45
  • Have they been violent in the past
  • Are they escalading toward violence
  • Have their vices changed recently
  • Are they now doing crimes with stiffer penalties
    are willing to get caught?

46
  • Third Parties
  • Witnesses, relatives, who ever what is their
    personal data, connection to the victims or
    offenders
  • What is their expectation of the investigation,
    of the law enforcement officers in general.

47
  • INCIDENTS
  • Sequence of events preceding the criminal act
  • The criminal act its self where did it occur,
    how did it happen, how long did it take to
    complete, who was involved
  • What happened after the crime

48
  • How did the event take place
  • What was the target of the event, a person or
    property
  • Events preceding the event what was going on
    with all the players in or affected by the act
    what was going on socially, or environmentally in
    the immediate affected area

49
  • Do the clues at the scene offer a possible motive
    burglary for drug money, kids taking stereos,
    vcrs, tvs, dvds etc. for their own entertainment
  • Revenge or intimidation?
  • Types of tools used to attack the structures,
    people, or affect the un-noticed withdrawal from
    the area

50
  • PHYSICAL CONTEXT of the event
  • Time of day, day of the week, week of the month -
    important or not
  • Where did it happen, what if anything is special
    or unique about that location, especially in
    relation the to crime which was committed there
  • Access control and surveillance of the immediate
    scene, the area in general

51
  • SOCIAL CONTEXT
  • Likelihood of witnesses coming forward and their
    probable behavior or actions
  • Apparent attitude of residents toward the
    neighborhood or area where the crime occurred
  • How cooperative is the victim in the neighborhood
    setting, removed from the neighborhood setting

52
  • IMMEDIATE RESULTS OF THE EVENT
  • Harm or loss done to the victim
  • Gain realized by the offender
  • Influence on the witnesses
  • Legal issues

53
  • RESPONSES
  • COMMUNITY - how does the event affect the
    neighborhood where the crime occurred, the city
    as a whole, the population beyond the community
    where the crime occurred
  • What is the communitys expectation of the law
    enforcement communitys ability to successfully
    conclude the event.

54
  • INSTITUTIONAL RESPONSES
  • Criminal Justice System
  • Other public agencies
  • Mass media, what kind of coverage will the local
    and/or regional and/or national media give this
    type of event, how long will it be a news worthy
    item, how much coverage will it get

55
  • SERIOUSNESS OF THE EVENT
  • The publics perception often shaped by the
    media
  • Perception of others local industry,
    surrounding municipalities

56
RESPONSES
  • COMMUNITY RESPONSES
  • Neighborhood affected by the event perception
    and attitude of the event
  • Actions taken by the neighborhood to address the
    issues
  • Political clout to address the issues

57
  • GROUPS AND ORGANIZATIONS
  • Civic or service oriented
  • Religious entities, individually or collectively
  • Clubs (4-H) classic cars clubs
  • Neighborhood Watch Programs

58
  • COMMUNITY AS A WHOLE
  • Perceptions and attitudes as a community
  • What action is taken community wide

59
  • OPINIONS BEYOND THE IMMEDIATE COMMUNITY
  • Investors, job seekers
  • Commuters
  • Tourist
  • Business owners

60
INSTITUTIONAL RESPONSES
  • Law Enforcement attitudes and perceptions, case
    and work loads, belief in their own
    effectiveness, resources available
  • Prosecution - priorities and procedures

61
  • Courts treatment of the actors (victims, bad
    guys, witnesses)
  • Detention facilities jail space available, work
    release, booking and intake areas, budgets

62
Criminal Justice System
  • The Criminal Justice System was to be taken as a
    biological organism
  • If the prosecutors are unwilling to take a class
    of crimes forward to trial, or the courts are
    reluctant to pass adequate judgment on the
    offenders, or the detentions facilities treat the
    offender as a minor nuisance, will the officers
    view the crime or problem as an issue worthy of
    their efforts and time ?

63
  • Legislature and Policy Making Bodies attitude
    and knowledge of the problem and the issues,
    willingness to deal effectively with the issues,
    influence of and on voters
  • Preventive Programs child care, fire, health,
    building zoning requirements

64
  • MASS MEDIA effects of news coverage, how
    covered, how presented, bias toward or against
    victims, thugs, witnesses willingness to
    cooperate with the local law enforcement efforts
  • Schools prevention programs, attitude toward
    truancy, vandalism

65
  • Business Community Insurance, housing issues
    and industry, organizations, political clout
  • Medical Community response toward people
    involved, willingness to cooperate with other
    involved entities

66
  • OTHER SOCIAL SERVICES public housing, mental
    health, welfare, fire department, planning and
    zoning, code enforcement, revenue

67
  • The response must satisfy those most affected by
    the events and issues
  • The frequency and/or severity of the event must
    also be positively affected by the response
  • Crime must be reduced, and the public satisfied
    with the law enforcement efforts

68
ASSESSMENT
  • Feedback to the law enforcement agencies on the
    effectiveness of the responses in place
  • Were problems accurately identified
  • Was the analysis accurate and complete
  • Was the response proper and timely
  • How satisfied are all the players with the results

69
  • Need to actively and continuously solicit feed
    back from every source
  • Process must remain dynamic to respond to the
    changes in the community and the issues or events
    observed

70
  • The agency, officers and process must appear
    credible, ethical, educated, articulate and
    professional at all times.
  • If the above is not in place, getting accurate
    and timely feedback will be an issue

71
  • The success or failure of a program is often
    dependent on the publics perspective of the
    people involved
  • Even a blind hog finds an occasional acorn in
    the forest.

  • Forrest Frazee
  • Kiowa
    County Sheriff


72
Class Exercise
  • Last time you were to bring examples of crime or
    criminal actions for the class to dissect
  • Well start in the back row!
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