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Community Policing Implementation Models

Community Policing Implementation Models. David L. Carter Michigan State University.

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Community Policing Implementation Models

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  1. Community PolicingImplementation Models David L. Carter Michigan State University NOTE: The original research and funding for development of the material contained herein was provided by the Police Research Center, Sam Houston State University, Huntsville, TX, Dr. Larry Hoover, Director; and the Texas Law Enforcement Management Institute. The information in this presentation was prepared for the WSU Regional Community Policing Institute, by David L. Carter, Ph.D., National Center for Community Policing, Michigan State University, East Lansing, MI 48824. The information may be reproduced with attribution to both the WSU RCPI and the author.

  2. Neighborhood Oriented Programs

  3. FundamentalsNeighborhood Oriented Programs • PREDOMINANT POLICING PROBLEMS Disorder Public Nuisance Burglary • CHARACTER OF THE PROBLEMS Represent a large number of calls for service Represents a disproportionately large source of…+ Heightened fear of crime+ General citizen complaints+ Lower quality of life

  4. FundamentalsNeighborhood Oriented Programs • INTENT OF CRIME-SPECIFIC POLICE RESPONSES Arrest offenders Influence citizens to report crimes/problems Use citizens as information/intelligence resource Motivate citizens as partners to help monitor and resolve problems • GENERAL OBSERVATIONSGreatest obstacle: Keeping citizens involvedKey strategy: Blend community partnering with tactical policing

  5. FundamentalsNeighborhood Oriented Programs • KEY FACTORS Communications between neighborhood residents and police must increase Communications between residents must increase Residents must have a sense of ownership for the entire neighborhood, not just their property Problems must be addressed on a neighborhood basis, not on artificial boundaries Police must recognize that problems which may seem minor are serious to residents

  6. SITE DESCRIPTION 28,000 Documented Resident Population 14 Square Miles 45 Sworn Officers  12 Non-sworn ORGANIZATION OF TURN AROUND TEXAS A community-based organization Supported by the police department Police provide security and general assistance Corsicana, TexasTurn Around Texas

  7. Corsicana, TexasTurn Around Texas • PURPOSE To provide “a targeted confrontation, mobilization and education process” led by citizens in conjunction with and support from the police department intended to intimidate drug dealers and drug buyers to stop displace drug transactions.

  8. Corsicana, TexasTurn Around Texas • PROGRAM DESCRIPTION Police department identifies drug targetsCitizens go through a training programPolice provide transportation and security to marchersMarchers stand in front of target’s house and chant with intent to intimidateMarchers sometimes paint “crack house” with arrow on streetCitizen involvement and weekly marches are necessary

  9. Corsicana, TexasTurn Around Texas • CRITICAL FACTORS A commitment by police administration to the program, including a willingness to participate, devote resources, take risks, and permit flexibility for officers to participate. Officers must be present at all marches for safety, security, and support. Officers working with Turn Around Texas must have flexibility.

  10. Corsicana, TexasTurn Around Texas • PROGRAM EFFECTS Virtual elimination of open air drug markets after about one year. A large number of drug dealers have been displaced outside of Corsicana’s city limits. Some reduction in violent crime. Very positive support for the police from the community (including political support.) The police department has received increased information about drug distribution from neighborhood sources who were previously reluctant to talk with the police.

  11. SITE DESCRIPTION 200,000 Resident Population 57 Square Miles 287 Sworn Officers  119 Non-sworn ORGANIZATION The AMG is the responsibility of the day shift Patrol Lieutenant Garland, TexasApartment Managers Group

  12. Garland, TexasApartment Managers Group • PURPOSEThe Apartment Managers Group (AMG) was formed in 1992 to serve as a problem identification, communications, and resource tool to reduce crime problems in apartment complexes.

  13. Garland, TexasApartment Managers Group • PROGRAM DESCRIPTION All managers of apartment complexes are welcome to joinMonthly meetings are held at the police department+ Give AMG members crime analysis data+ Discuss crime issues, problems and trends+ Guest speaker at each meeting Monthly newsletter for AMG published by the police department Police department has a dedicated telephone “hot line” with voice mail for AMG members

  14. Garland, TexasApartment Managers Group • CRITICAL FACTORS Having meetings on a regular basis, regardless of the number of people who attend. Providing information which is of practical use to the managers at the meeting, even if it falls outside of the law enforcement purview, per se. Holding monthly AMG meetings at the police department; provides reinforcement that the police are concerned and involved in problems faced by the apartment managers.

  15. Garland, TexasApartment Managers Group • CRITICAL FACTORS Regular contact with the police has increased the quality of the relationship with apartment managers--particularly evident through NPOs Having constant and open avenues of communications between the AMG members and the police department  Providing information on crime and calls for service to apartment managers.  Help the apartment managers to see the need to communicate with and cooperate with the police.

  16. Garland, TexasApartment Managers Group • PROGRAM EFFECTS Crime reduction has been recorded in...+ Auto burglary+ Residential burglary+ Drug trafficking in apartment complexes Most recently, auto theft has increased and a strategy is being developed to address this problem While not specifically directed toward quality of life issues, they have nonetheless improved. Some reduction in calls for service, most likely as a result of eviction or displacement of problem residents.

  17. SITE DESCRIPTION 1,100,000 Documented Resident Population 462 Square Miles 2,886 Sworn Officers  700 Non-sworn SAFE = Support, Abatement, Forfeiture, Enforcement ORGANIZATION SAFE Team is in the Investigations Bureau, Special Operations Division Commanded by a Lieutenant who reports to an Assistant Chief 19 sworn officers 7 civilians (includes attorneys and code enforcement) Dallas, TexasSAFE Team

  18. Dallas, TexasSAFE Team • PURPOSE To reclaim, restore, and revitalize Dallas neighborhoods adversely affected by crime through the use of criminal abatement statutes, code enforcement, and civil and criminal processes.

  19. Dallas, TexasSAFE Team • PROGRAM DESCRIPTION Criminal nuisance cases are identified through...+ Complaints+ Referrals+ Reviews of special use and zoning permit requests

  20. Dallas, TexasSAFE Team • PROGRAM DESCRIPTION Case is assigned to an investigator to determine if there is a statutory basis for a criminal nuisance complaint...+ Drug trafficking and consumption of drugs+ Prostitution (manifesting, promotion and compelling)+ Illegal gambling (promotion and communicating)+ Criminal gang activity (combination and/or street gang)+ Random gunfire+ Commercial obscenity (manufacture, distribution, exhibition)+ Commercial dancing (sexually explicit)+ Bull fighting

  21. Dallas, TexasSAFE Team • PROGRAM DESCRIPTION If the complaint meets requirements, owner meets at the SAFE Team’s officer hearing room for a formal notification (videotaped) Owner can sign an accord to make reparations or changes+ If so, the property is monitored by the SAFE Team If owners don’t comply, SAFE Team will take next appropriate steps+ Give extension+ File criminal charges+ Seek property forfeiture

  22. Dallas, TexasSAFE Team • CRITICAL FACTORS Explicit policy-related guidelines must be developed to meet abatement standards of both criminal and civil law.  Some level of autonomy is needed for the SAFE Team because of the legal and operational characteristics of abatement.  Selective enforcement of nuisance and related code enforcement violations is neither operationally nor politically viable—a “zero tolerance” policy is strongly recommended.

  23. Dallas, TexasSAFE Team • CRITICAL FACTORS Because the processes deals with seizure and control of property and the SAFE Team has a degree of autonomy, a series of checks and balances is needed to ensure accountability and control. While it may not be feasible for every agency, the Dallas SAFE Team has found that an invaluable tool is having in-house attorneys whose responsibilities are exclusively dedicated to the SAFE Team. SAFE Team administrators must be contemporary managers with a team orientation.

  24. Dallas, TexasSAFE Team • PROGRAM EFFECTS Crime has gone down  Quality of life has increased  The Team’s activities, which physically change problem environments, coupled with the large number of cases the Team has handled in a comparatively short amount of time equates to a substantial impact on crime and disorder.

  25. SITE DESCRIPTION 120,000 Documented Resident Population 75 Square Miles 265 Sworn Officers  85 Non-sworn ORGANIZATION Supervised by a Lieutenant and Sergeant Unit is in Patrol Division Eight officers assigned permanently to seven housing complexes Officers may “flex” their hours Beaumont, TexasPublic Housing Unit

  26. Beaumont, TexasPublic Housing Unit • PURPOSE In 1994 the presence of gangs and growing violent crime in Beaumont’s Public Housing complexes was a signal that some police initiative was needed to deal with the problem. With aid from a Federal grant, eight police officers were assigned to the newly created Public Housing Unit. The unit’s goal was defined as “improving the quality of life for the residents through proactive law enforcement, public awareness and education.”

  27. Beaumont, TexasPublic Housing Unit • PROGRAM DESCRIPTION Officers permanently assigned to housing units Responsible for responding to calls and problem solving Officers investigate the crimes in the units rather than have them assigned to Detectives Essentially, the housing officer also becomes the coordinator for all police services in the complex

  28. Beaumont, TexasPublic Housing Unit • CRITICAL FACTORS The public housing complexes were fully assessed to determine the crime and disorder problems. Assessments included…+ Reported crime rates and types+ Analysis of calls received at each complex+ An examination of the physical environment of the housing complex and contiguous areas A youth-oriented approach

  29. Beaumont, TexasPublic Housing Unit • CRITICAL FACTORSGoals clearly established…+ Reduce violent crime+ Reduce calls for service+ Increase citizen-police communication to aid in control of crime and disorder+ Develop the best possible living atmosphere for residents Officers must be both tough on crime and providing assistance on quality of life issues  Commitment by police management to the unit

  30. Beaumont, TexasPublic Housing Unit • CRITICAL FACTORSOfficers were given:+ Empowerment to take actions and make decisions+ Flexibility in hours and approaches Permanent assignments to a housing complex Dedicated officers are critical to success--personnel must be self-starters who work well with minimal supervision, who are creative, people-oriented, and willing to take the extra effort in their work

  31. Beaumont, TexasPublic Housing Unit • CRITICAL FACTORS Regular communications and cooperation between:+ Housing Unit officers and both patrol officers and detectives.+ Officers assigned at each of the housing complexes.+ Officer and apartment managers+ Officers and other city departments Important tools for the housing officers also include:+ Criminal trespass warnings and enforcement+ Curfew enforcement (day and night)

  32. Beaumont, TexasPublic Housing Unit • PROGRAM EFFECTS In the 6 months prior to the Housing Unit, there were 1,550 offense calls in the 7 apartment complexes ranging from homicide to disorderly conduct After the first 6 months of the Unit’s operation, crime calls dropped by 13% Enforcement of trespass laws has been critical Awareness calls have increased--general information to the police to assist in problem solving Quality of life has increased for residents

  33. SITE DESCRIPTION 104,000 Documented Resident Population 93 Square Miles 221 Sworn Officers  72 Non-sworn ORGANIZATION The Neighborhood Services Section is in the Patrol Division Section includes...+ Bicycle officers + Housing officers + Neighborhood Service Officers + Investigators+ Community Oriented Policing Officer Waco, TexasNeighborhood Services Section

  34. Waco, TexasNeighborhood Services Section • PURPOSE To use an integrated approach of Investigators, Neighborhood Oriented Police officers, bicycle officers, Citizens on Patrol, and Neighborhood Associations to address crimes and quality of life problems within defined Waco communities.

  35. Waco, TexasNeighborhood Services Section • PROGRAM DESCRIPTION Officers work cooperatively in a team approach both only responding to complaints and proactively identifying problems Officers are assigned to 24 different neighborhoods Investigators assigned to districts overlapping neighborhoods  Partnerships are emphasized--police personnel interact with...+ Neighborhood Associations+ Citizens on Patrol

  36. Waco, TexasNeighborhood Services Section • PROGRAM DESCRIPTION Crime control efforts in the neighborhoods rely on…+ Offender targeting+ Identification of crime hot spots+ Crime prediction model Concept is largely one of “holistic policing” in the neighborhoods

  37. Waco, TexasNeighborhood Services Section • CRITICAL FACTORS Commitment by the administration to experiment with an alternate organizational structure.  Along with commitment, must be flexibility to permit non-traditional approaches to deployment and service delivery. A team management approach appears to be most effective. This includes…+ A flat organizational structure+ Team (rather than individual) goals+ Sufficient autonomy to make resource deployment decisions

  38. Waco, TexasNeighborhood Services Section • CRITICAL FACTORSCrime and quality of life problems tend to be characterized by neighborhoods, thus geographic deployment of personnel is most effective. Use both proactive and reactive policing.  Targeting and analysis of offenders, crimes and community problems. Developing trust and communications is essential. There will be internal resistance to this change. + Supervisors and managers are more difficult to change than patrol officers.

  39. Waco, TexasNeighborhood Services Section • PROGRAM EFFECTS Crime has had an overall drop of 54% in one year. Arrests have increased dramatically; mostly adult offenders--these are the product of…+ Greater offender targeting+ Neighborhood team assignment of investigators+ More information provided by the community There are visible signs of a notably increased quality of life in the neighborhoods.

  40. Waco, TexasNeighborhood Services Section • PROGRAM EFFECTSThe number of criminal nuisance abatement cases brought to trial by the police department have increased significantly. Officers working in the neighborhood Services Section have had a significant increase in job satisfaction. This increase is attributed to…+ Officers are seeing positive results of their work+ Officers are receiving positive feedback from the community; a feeling of appreciation+ Working in productive teams provides a more desirable working environment.

  41. Waco, TexasNeighborhood Services Section • Police departments must look to their communities to determine needs--for example... Call and crime analysis Community surveys Input from officers • The department must be willing to take some risks--“color outside the lines”

  42. Waco, TexasNeighborhood Services Section • Examine alternate management, deployment, and leadership methods • Determine what changes police personnel will accept • Determine what changes the community will accept • Recognize that new programming can be effectively implemented

  43. Youth and Gang Programs

  44. FundamentalsYouth and Gang Programs • PREDOMINANT POLICING PROBLEMS  Gang membership and associated offenses (e.g., graffiti, assault, etc.) Theft Vandalism and nuisance offenses Drug, alcohol,and tobacco abuse • CHARACTER OF THE PROBLEMS Gang problems appear to grow geometrically Problems represent underlying social decay Costly to repair/replace damages Lowers community’s quality of life

  45. FundamentalsYouth and Gang Programs • INTENT OF CRIME-SPECIFIC POLICE RESPONSES  Identify and arrest offenders Suppress growth of endemic problems (notably gangs) Prevent future youth and gang problems to the extent possible • GENERAL OBSERVATIONS Programs must be continuous Programs must be proactive, frequently non- traditional

  46. FundamentalsYouth and Gang Programs • KEY FACTORS  Problem youth appear to have idle time which needs to be filled Peer pressure appears to be have more influence on many youth than parents and/or educators Many problem youth appear to lack a sense of belonging to a family or to a constructive social group

  47. SITE DESCRIPTION 63,000 Documented Resident Population 35 Square Miles 103 Sworn Officers  39 Non-sworn YOUTH OFFICERS Investigator Assigned to Public Housing 5 Officers Assigned to Schools+ Sergeant at Alternative High School+ 2 Officers at High School+ 2 Officers at Junior High School Victoria, TexasGang Prevention Program

  48. Victoria, TexasGang Prevention Program • PURPOSEProactively use a variety of integrated approaches to suppress existing gang activity and prevent future gang involvement • The program has eight integrated elements… Graffiti Education and Eradication Gang Education (community and schools) Adopt-A-Gang Retaliation Reaction Gang Grand Jury Personal Protection Classes Schools-Malls-Community Anti-Gang Programs Promotion of “Legitimate Large Gangs”

  49. Victoria, TexasGang Prevention Program • CRITICAL FACTORS The most effective tools are…+ Building a bond of trust with gang members+ Communicating with gang members (and families)+ “Showing respect” to the gang member • PROGRAM EFFECTS Gang violence has decreased Gangs still exist, but they are less visible Gangs have taken on a “more social” character and are less involved in criminal enterprises

  50. SITE DESCRIPTION 42,000 Documented Resident Population 30 Square Miles 74 Sworn Officers  20 Non-sworn YOUTH OFFICERS Youth Services Division--3 School Districts 15 Officers (21.6%) Assigned to Schools+ 8 SRO’s (High School)+ 2 GREAT (Jr. High) + 5 DARE (Elementary) Mission, TexasSchool-Based Youth Programs

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