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Date: April 30, 2024 Tue
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Results for community-oriented policing
15 results foundAuthor: Castaneda, Laura Werber Title: Today's Police and Sheriff Recruits: Insights from the Newest Members of America's Law Enforcement Community Summary: For much of the past decade, police and sheriff's departments faced considerable challenges in attracting and retaining recruits, such that many departments struggled to maintain their size. Although the economic downturn has altered this situation, police and sheriff's departments should expect that the tight labor market of the past decade will return. This volume summarizes a 2008–2009 survey fielded to recent police officer and sheriff's deputy recruits nationwide. The survey asked recruits why they chose a career in law enforcement, why they chose the particular agency that they joined, what they felt were the downsides of a career in law enforcement, and what could be done to improve their department's recruiting efforts. In discussing the survey results, the authors focus on how understanding modern recruits can help departments refine their recruitment practices and develop a workforce well suited to community-oriented policing. Details: Santa Monica, CA: RAND, 2010. 118p. Source: Internet Resource: Accessed October 21, 2010 at: http://www.rand.org/pubs/monographs/2010/RAND_MG992.pdf Year: 2010 Country: United States URL: http://www.rand.org/pubs/monographs/2010/RAND_MG992.pdf Shelf Number: 120040 Keywords: Careers in Law EnforcementCommunity-Oriented PolicingPolice Recruitment and SelectionPolice Training |
Author: Janetta, Jesse Title: Promoting Partnerships between Police and Community Supervision Agencies: How Coordination Can Reduce Crime and Improve Public Safety Summary: The past two decades have witnessed a period of revitalization for the field of law enforcement, marked by the emergence of a new paradigm of policing that embraces data-driven decision-making, emphasizes partnerships with the community, and underscores the belief that policing can be effective in making neighborhoods safer. During the same period, community supervision agencies have experienced a parallel shift in focus and philosophy, suggesting the potential for such agencies to enhance their role in improving public safety. The reenergizing of community supervision could not come at a more opportune time because it is needed to meet the challenges of the tremendous volume of people sentenced to probation or returning from prison. At any given time, 4.2 million adults are on probation supervision in the United States. Approximately 735,000 prisoners are released from state and federal prisons annually, and more than 500,000 are released to parole supervision. Adjudicated juveniles place an additional strain on community supervision agencies because approximately 42 percent of all petitioned cases result in an order of probation supervision. Moreover, 47,000 individuals (39,100 probationers and 7,900 parolees) were under community supervision in tribal areas in 2008, equaling a 7.9 percent increase from 2007. The potential impact that these supervisees have on public safety is undeniable: over two-thirds of released adult prisoners are arrested for a new crime within three years of release. While supervised populations may pose significant challenges for police and community supervision agencies, a partnership between the two can help them improve public safety. A community policing orientation, with a focus on building partnerships and engaging in problem-solving efforts to address crime, social disorder, and the fear of crime proactively, provides a strong foundation for collaboration between police and community supervision agencies. The two are allies and partners in the work of reintegrating parolees into their communities and managing probationers so that they refrain from criminal activity. Each agency can bring its skills, competencies, resources, and knowledge to a partnership. Police understand crime prevention and neighborhood dynamics; this knowledge can be valuable to community supervision agencies as they shift their focus toward preventing supervisees from committing a violation of their probation or parole conditions (as opposed to simply responding to violations once they occur). In turn, community supervision agencies know their supervisees, including the risks they present, potential triggers to reoffending, and interventions necessary to keep them in compliance. Building on the distinct strengths of both police and community supervision agencies, such partnerships can aid in the prevention of crime and enhance public safety. This guidebook is intended for all levels of police and community supervision personnel, as agency executives, supervisors, and line officers all have an opportunity to contribute to and benefit from partnering. The first section of this guidebook discusses why police and community supervision agencies should be interested in developing partnerships and what each partner can contribute to them. The second section discusses the key elements of partnership, specifically intelligence and information sharing, case planning and supporting behavior change, problem-solving approaches, targeted interventions for special populations, and focused deterrence efforts. Throughout the guidebook, examples of partnerships in the field are provided to offer tangible illustrations of how police/community supervision collaboration can be structured. While many of these examples focus on urban areas, the principles discussed throughout this guidebook are equally relevant for police and supervision agencies in rural areas where large agency boundaries can pose significant challenges for supervising probationers and parolees. These challenges only increase the need for interagency coordination and partnerships. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2011. 56p. Source: Internet Resource: Accessed July 19, 2011 at: http://www.urban.org/uploadedpdf/412362-promoting-partnerships-police-community-supervision-agencies.pdf Year: 2011 Country: United States URL: http://www.urban.org/uploadedpdf/412362-promoting-partnerships-police-community-supervision-agencies.pdf Shelf Number: 122113 Keywords: CollaborationCommunity Corrections (U.S.)Community-Oriented PolicingLaw EnforcementOffender SupervisionParoleesPrisoner ReentryProbationersPublic Safety |
Author: Wade, Cheryl L. Title: The California Law Enforcement Community’s Intelligence-Led Policing Capacity Summary: Hindsight gives the nation much clarity regarding the cause of the failure to prevent the tragic events of 9/11. Calls for reform challenge the intelligence community, and law enforcement in general, to create the collaborative capacity to connect the dots, dare to imagine, and become accustomed to expecting the unexpected. Throughout the various reformation efforts over the last nine years, one central theme endures: the ability to share intelligence across interagency and intergovernmental barriers is imperative. The inextricable link between foreign and domestic intelligence demands that changes be made to smooth the continuum of efforts from public safety, to homeland security, to national security. If the quality of intelligence in this continuum is directly related to the depth and breadth of information available, then the participating agencies must be fully networked. Such a network is one way to transform the unknowingly relevant into potentially actionable intelligence. How else can domestic events be understood in an international context (or vice versa)? Details: Monterey, CA: Naval Postgraduate School, 2010. 103p. Source: Internet Resource: Thesis: Accessed September 19, 2011 at: http://www.hsdl.org/?view&did=11524 Year: 2010 Country: United States URL: http://www.hsdl.org/?view&did=11524 Shelf Number: 122782 Keywords: Community-Oriented PolicingCrime AnalysisCriminal IntelligenceIntelligence AnalysisIntelligence-Led Policing |
Author: Groff, Elizabeth Title: Identifying and Measuring the Effects of Information Technologies on Law Enforcement Agencies Summary: This guide by the Institute for Law and Justice provides information that will help police departments measure the effects of information technologies to support community policing activities. The guide is based on the results of an assessment of the COPS Office’s 2002 Making Officer Redeployment Effective (MORE) grantees; however, the results apply to any agency that is considering or has recently made a technology purchase. The guide is relevant to departments of all sizes and covers a variety of applications — automated field reporting systems, computer aided dispatch, records management systems, and others. The guide focuses on the three E’s–efficiency, effectiveness, and enabling–which identify the different ways the technology may affect agencies. The intent is to provide practical measures based on these three E’s for how information technologies contribute to achieving department goals and can be used to examine the merits of such expenditures. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2008. 86p. Source: Internet Resource: Accessed October 4, 2011 at: http://www.cops.usdoj.gov/files/RIC/Publications/e08084156-IT.pdf Year: 2008 Country: United States URL: http://www.cops.usdoj.gov/files/RIC/Publications/e08084156-IT.pdf Shelf Number: 113061 Keywords: Community-Oriented PolicingComputersCrime AnalysisInformation Technology |
Author: Crandall, Vaughn Title: Practice Brief: Call-In Preparation and Execution Summary: The National Network for Safe Communities’ Group Violence Reduction Strategy (GVRS), also known as “Operation Ceasefire,” has repeatedly demonstrated that serious violence can be dramatically reduced when law enforcement, community members, and social services providers join together to directly engage with violent street groups to clearly communicate (1) a law enforcement message that future violence will be met with clear and predictable consequences, (2) a community moral message that violence will no longer be tolerated, and (3) a genuine offer of help to those who want it. The strategy’s central tool to communicate these messages is a call-in—a face-to-face meeting between GVRS representatives and street group members. Practice Brief: Call-In Preparation and Execution is intended to help law enforcement, community, and social services partners already engaged in implementing GVRS to design, prepare, and execute their first and subsequent call-ins. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2012. 80p. Source: Internet Resource: Accessed December 1, 2012 at: http://www.hsdl.org/?view&did=723721 Year: 2012 Country: United States URL: http://www.hsdl.org/?view&did=723721 Shelf Number: 127086 Keywords: Community Crime PreventionCommunity ParticipationCommunity-Oriented PolicingViolence Prevention (U.S.)Violence Reduction StrategiesViolent Crime |
Author: Henninger, Dwight Title: What Impact will Tourist-Oriented Policing Have on Small Sized Police Departments by the Year 2006? Summary: After over ten years of consistent efforts by police agencies all over the United States to implement Community Oriented Policing (COP) philosophies, departments are now looking for methods to expand these concepts to other populations. One such application is to the tourists that are attracted to cities for vacations and day trips. Community Oriented Policing is a philosophy of policing based upon the concept that the police and citizens work together in creative ways to help solve community problems related to crime, the fear of crime, and social and physical disorder. The California Attorney General's Office defines Community Oriented Policing as "a philosophy, management style, and organizational design that promotes proactive problem solving and police-community partnerships to address the causes of crime and fear as well as other community issues." Tourists are an important source of revenue for cities in hotel and sales tax. Additionally, they are a population that is generally not given the same level of concern as locals by the police. In Anaheim, California, which has the highest hotel tax in the state of fifteen percent, this tax is projected to generate over $30 million dollars by the year 2005. In Breckenridge, Colorado hotel taxes account for seven percent of their total revenues. Sales and hotel taxes, which are attributed to tourists in this small mountain town, were forty-six percent of total revenues. The Inland Empire area of Southern California has experienced a decade long drop in tourism, which equates to the loss of 2,700 jobs and has affected local government's bottom lines. In New Orleans, Louisiana, in 1997, tourism jobs accounted for sixteen percent of the city's employment, up from seven percent a decade earlier and over a $3.5 billion economic impact. In Laguna Beach, California, tourism revenues represent over twenty percent of the discretionary spending revenues. Tourist Oriented Policing (TOP) is a process of applying COP techniques to another segment of our citizen base, which is transient and can be fickle. Police must be aware their communities tourist based tax revenues can be greatly affected by the quality of police/tourist interaction. Past problems of communicating with potential tourists, preventing victimization, poor conviction levels for suspects in tourist related cases, and the tourist's general feeling of safety in our communities are all-important issues for the local police to resolve, which traditionally, have not been regularly addressed. Technology has greatly increased the ability of police to communicate with citizens, tourists and potential visitors, and it has increased the demands of these consumers for our services. Internet web sites are the norm for most businesses and cities, but whom are we targeting with this information? How will the information demanded by tourists increase during the next decade? Details: Sacramento, CA: California Commission on Peace Officer Standards and Training, 2001. 67p. Source: Internet Resource: Thesis: Accessed October 20, 2015 at: lib.post.ca.gov Year: 2001 Country: United States URL: lib.post.ca.gov Shelf Number: 137042 Keywords: Community-Oriented PolicingTourism and CrimeTourists |
Author: Norton, Blake Title: An Assessment of the St. Louis County Police Department. Collaborative Reform Initiative Summary: The nation was jarred by events that occurred in 2014 in Ferguson, Missouri; Staten Island, New York; Cleveland, Ohio; and in 2015 in Baltimore, Maryland. These events - which followed officer-involved incidents in these American cities and around the nation - exposed deep divides between communities and their police departments. As the discord reached a fever pitch, law enforcement agencies nationwide began the process of self-evaluation, reflecting on policies and practices and implementing innovative strategies to better engender community policing principles, build trust, and allay fear. The St. Louis County Police Department (SLCPD), with 8551 authorized sworn commissioned officer positions, is responsible for providing police services to an estimated population of approximately 407,000 county residents. The population served increases to approximately 1 million when accounting for the fact that the department also provides contracted law enforcement services to 66 municipalities, 12 school districts, and five other organizations within the county. The department provides both full service contracts - in which the SLCPD is the sole police agency for a municipality and provides all police services - and dedicated patrol contracts that require the SLCPD to provide requested police services. Approximately 60 departments in the St. Louis region serve 90 municipalities. These 60 departments possess widely differing resources, and they provide protection across significantly diverse geographic and demographic communities. This amalgam of departments also creates a web of overlapping jurisdictions, policies, and practices. In addition, the SLCPD operates the St. Louis County and Municipal Police Academy (CMPA), a regional police training facility that provides training to many law enforcement agencies in the area. Finally, mutual aid agreements in the region allow Missouri officers to respond to emergencies outside of their jurisdictions. This interdependent yet fragmented approach to policing in the area creates challenges for the SLCPD in building trusting relationships with the community. The relationship each independent municipal police department has with its community directly affects the relationship the SLCPD has with the community at large. In its civil rights investigation of the Ferguson Police Department (FPD),6 the U.S. Department of Justice found heavy police enforcement existed to generate revenue through fines and fees. This culture of heavy, sometime "aggressive," enforcement has led to strained community relations because of abusive policing and municipal court practices beyond just the FPD. The consequence for the SLCPD is a lack of trust by the community that exacerbated tensions during demonstrations following the shooting death of Michael Brown. For this reason, Chief Jon Belmar of the SLCPD requested the assistance of the U.S. Department of Justice, Office of Community Oriented Policing Services (COPS Office) in identifying ways that the SLCPD could improve its relationship with the St. Louis community. The COPS Office and the SLCPD established the following goals to assess and reform the policies, practices, and related processes in the SLCPD, taking into account national standards, best practices, current and emerging research, and community expectations: - Improve the recruitment, selection, and hiring processes to address minority underrepresentation in the department (chapter 4). - Enhance basic academy and supervisor in-service training with a specific focus on fair and impartial policing, community engagement, and partnership development (chapters 5-7). - Strengthen the policies, practices, training, and response for handling protests and mass demonstrations, including de-escalation training (chapter 8). - Improve the process quality for traffic stops and searches to prohibit racial profiling (chapter 9). - Reduce use of force and injuries to both officers and citizens (chapters 10-11). - Develop a comprehensive communication strategy for SLCPD personnel and community partners that will serve to increase transparency about SLCPD police practices (chapter 12). Details: Washington, DC: U.S. Office of Community Oriented Policing Services, 2015. 182p. Source: Internet Resource: Accessed January 21, 2016 at: http://ric-zai-inc.com/Publications/cops-p316-pub.pdf Year: 2015 Country: United States URL: http://ric-zai-inc.com/Publications/cops-p316-pub.pdf Shelf Number: 137581 Keywords: Community-Oriented PolicingPolice AdministrationPolice LegitimacyPolice Policies and PracticesPolice ReformPolice-Community RelationsPolicing |
Author: Malone, Mary Fran T. Title: Why Do the Children Flee? Public Security and Policing Practices in Central America Summary: In this brief, author Mary Fran Malone discusses the security crisis in Central America and successful policing strategies for confronting this crisis. She reports that Central Americans' experiences and perceptions of crime are linked to an increased likelihood of migration. In 2014, approximately 57,000 unaccompanied minors traveled from Central America to Mexico, continuing north to cross the U.S. border illegally. The large numbers of people fleeing Guatemala, El Salvador, and Honduras testify not only to the violence of illicit markets but also to the failure of these countries' governments to fulfill their most important task - protecting the lives of their citizens. Not all Central American countries have failed at this task, however. Nicaragua and Panama have successfully created civilian police forces that have contained the crime crisis while also respecting the rights of citizens. Trust in police is significantly higher in Nicaragua and Panama than other countries in Central America, and people have more trust that the justice system will convict perpetrators of crime. If the United States aims to reduce the number of people fleeing north, it must invest more seriously in policing and public security practices that have a track record of success. After almost two decades, it is clear that the militarized and repressive policing strategies of Guatemala, El Salvador, and Honduras do not work. As the cases of Nicaragua and Panama demonstrate, community-oriented policing strategies are effective in building citizens' trust in their police and fostering a culture of respect for human rights. Details: Durham, NH: University of New Hampshire, Carsey School of Public Policy, 2015. 10p. Source: Internet Resource: National Issue Brief #95: Accessed February 8, 2016 at: http://scholars.unh.edu/cgi/viewcontent.cgi?article=1259&context=carsey Year: 2015 Country: Central America URL: http://scholars.unh.edu/cgi/viewcontent.cgi?article=1259&context=carsey Shelf Number: 137791 Keywords: Community-Oriented PolicingDrug TraffickingIllegal ImmigrationIllicit MarketsPolice LegitimacyUnaccompanied Children |
Author: Police Executive Research Forum Title: PTO: an overview and introduction. A Problem-Based Learning Manual for Training and Evaluating Police Trainees Summary: Community-oriented policing and problem solving (COPPS) has quickly become the philosophy and daily practice of progressive police agencies around the country. Police administrators have come to recognize the ineffectiveness of incident-driven policing as well as the economic costliness of random patrol, rapid response, and post-crime investigation. Officers racing from call to call may have appeal on television, but it does not provide effective policing. In their implementation of COPPS, police executives have voiced a common concern about training, especially post-academy field training for new officers. Post-academy field training has not emphasized or promoted COPPS concepts and behaviors. To address this deficiency, the U.S. Department of Justice Office of Community Oriented Policing Services (COPS) funded the development of an alternative national model for field training that would incorporate community policing and problem-solving principles. To accomplish the objective, the Reno, Nevada, Police Department partnered with the Police Executive Research Forum (PERF). The result of their collaboration is a new training program called the Police Training Officer (PTO) program. It incorporates contemporary methods in adult education and a version of the problem-based learning (PBL) method of teaching adapted for police. Most importantly, it serves to ensure that academy graduates' first exposure to the real world is one that reflects policing in the 21st century. The main objectives of the PTO program are as follows: - To formulate learning opportunities for new officers that meet or exceed the training needs of the policing agency and the expectations of the community; - To have trainees apply their academy learning to the community environment by giving them reallife problem-solving activities; - To foster the trainee's growing independence from the Police Training Officer (PTO) over the course of the program; - To produce graduates of the training program who are capable of providing responsible, community-focused police services; - To prepare trainees to use a problem-solving approach throughout their careers by employing problem-based learning (PBL) methods; - To design fair and consistent evaluations that address a trainee's skills, knowledge, and ability to problem solve effectively. Details: Washington, DC: Community Oriented Policing Services : Police Executive Research Forum, 2001, 50p. Source: Internet Resource: Accessed June 12, 2017 at: https://ric-zai-inc.com/Publications/cops-w0150-pub.pdf Year: 2001 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0150-pub.pdf Shelf Number: 146060 Keywords: Community-Oriented PolicingPolice AcademyPolice Education and TrainingPolice PerformancePolice RecruitsProblem-Oriented Policing |
Author: Perry, Lee R. Title: Twenty-First Century Police Training: Recruits' Problem-Solving Skills Following Scenario-Based Training Summary: In response to the diverse requirements of 21st-century police work and the increasing emphasis on community-policing philosophy, the Los Angeles Police Department has implemented changes within its academy curricula and methods of instruction, including the use of adult-learning concepts, a community policing problem-solving model known as Clients, Analyzing and Acquiring Information, Partnerships, Response, Assessment (CAPRA), and the use of scenario-based learning and simulation activities. The present study examined the inter-rater reliability of the Recruit Problem Solving Measure (RPSM), a measure developed to assess recruits' use of the CAPRA problem-solving model when responding to a written domestic violence scenario. The current study also examined the degree to which recruits' RPSM scores were related to their final academy grades and the degree to which recruits' demographics (i.e., gender, marital status, ethnicity, education, prior law enforcement experience, and prior military experience) were related to their total RPSM scores. 1786 recruits from the LAPD training academy participated in the study, including recruits from both the traditional, lecture-based academy and a revised community-oriented and problem-based training model. Inter-rater reliability was measured via intra-class correlation (ICC) using a two-way, mixed models design with absolute agreement and a weighted mean to measure the variance between raters. Overall, results indicated that the RPSM possesses strong infra-rater reliability for four of the five domains, although one domain could not be assessed due to insufficient variability. Recruits' total RPSM scores were not significantly related to their final academy grades. A small positive relation existed between gender and RPSM total scores, with higher RPSM scores being associated with female recruits, and a small positive relation existed between education and RPSM total scores. Significant main effects were shown for education and ethnicity, although their effect sizes were small. Results suggest that the RPSM shows strong intra-rater variability overall and may be useful in providing a unique method of assessing police recruits' training, although further research may be beneficial to better understand the impact of several demographic variables on RPSM scores. This study also highlights the need for future comparisons between recruits' RPSM scores and other behaviorally based methods of evaluating preparedness and professional competency. Details: Pasadena, CA: Fuller Theological Seminary, 2011. 116p. Source: Internet Resource: Dissertation: Accessed June 20, 2017 at: http://search.proquest.com/docview/1170487983?pq-origsite=gscholar Year: 2011 Country: United States URL: http://search.proquest.com/docview/1170487983?pq-origsite=gscholar Shelf Number: 146305 Keywords: Community-Oriented PolicingPolice Cadets Police Education and Training Police Problem-Solving Police Recruits |
Author: Eck, John E. Title: Assessing Responses to Problems: Did It Work. An introduction for police problem-solvers. 2nd ed. Summary: The purpose of assessing problem-solving efforts is to help police managers make better decisions. Assessments answer two specific questions: Did the problem decline? If so, did the planned response cause this decline? Answering the first question helps decision-makers determine whether a problemsolving effort can be ended, and whether resources can be redeployed to other problems. Answering the second helps decision-makers determine whether the response should be used again to address other, similar problems. WHAT THIS GUIDE IS ABOUT This guide is meant to help the reader design evaluations that can answer these two questions. It was written for police officials and others who are responsible for evaluating the effectiveness of responses to problems. It assumes that the reader has a basic understanding of problem-oriented policing and the problemsolving process, including the SARA (Scanning, Analysis, Response, and Assessment) process. It is designed to be useful to readers who have no experience with evaluation and no background in evaluation and research methods. This guide also assumes that the reader has no outside assistance. Nevertheless, the reader should seek the advice and help of researchers with training and experience in evaluation, particularly if the problem being addressed is large and complex. An independent outside evaluator can be particularly useful if there is controversy over the usefulness of the response. Throughout, this guide refers to the importance of distinguishing between these two questions: Has the problem declined following the response? Did the response cause the decline? It is likely that answering the first question is more critical to you than answering the second. This guide complements the guides in the Problem-Specific Guides and Response Guides series of the Problem-Oriented Guides for Police. Each problem-specific guide describes responses to a specific problem and suggests ways of measuring the problem. Each response guide describes how and whether that response works in addressing various problem types. Though this guide is designed to work with these problemspecific and response guides, readers should be able to apply the principles of evaluation in any problem-solving project. Because this guide is an introduction to a complex subject, it omits much that would be found in an advanced text on evaluation.a Readers who wish to explore the topic of evaluation a Specifically excluded from this discussion are mentions of measurement theory, significance testing, and statistical estimation. A monograph of this length cannot describe those issues in enough detail for them to be useful to the reader. Some guidebooks address aspects of more than one phase of the problem-solving model. Details: Center for Problem-Oriented Policing, 2016. 42p. Source: Internet Resource: Guide No. 74: Accessed January 19, 2016 at: http://www.popcenter.org/problems/PDFs/Assessing-Responses-to-Problems.pdf Year: 2016 Country: United States URL: http://www.popcenter.org/problems/PDFs/Assessing-Responses-to-Problems.pdf Shelf Number: 148874 Keywords: Community-Oriented PolicingProblem Solving Problem-Oriented Policing |
Author: Police Reform Organizing Project Title: Changing the NYPD: A Progressive Blueprint for Sweeping Reform Summary: For the past twenty years, under the mayoralties of Rudy Giuliani and Michael Bloomberg, the New York City Police Department (NYPD) has increasingly engaged in various practices which are illegal and unconstitutional. These tactics are counterproductive, in that they decrease trust in and cooperation with the police, and have had an especially harmful impact on the city's most vulnerable and defenseless populations: African-American and Latino youth, LGBT persons, the homeless, mentally ill people, Muslims, street vendors, and sex workers. The NYPD's highly controversial stop-and-frisk policy and other aggressive policing tactics have engendered deep antagonism between the NYPD and many New Yorkers, as was clearly manifested in the results of the recent mayoral election. On August 12, 2013, the United States District Court for the Southern District of New York found that the NYPD's stop-and-frisk practices are unconstitutional. In Floyd v. City of N.Y., the court held that the NYPD carried out these practices in an invasive and racially discriminatory manner in violation of the Fourth and Fourteenth Amendments of the U.S. Constitution. Noting that over eighty percent of the 4.4 million people the NYPD stopped and frisked between January 2004 and June 2012 were African-American or Latino, the court called for comprehensive reform of the NYPD's practices to protect the rights and liberties of all New Yorkers. The federal court ruling touched a nerve for communities across the city victimized by stop-and-frisk. The issue of the NYPD's harsh and aggressive policing tactics generally and stop-and-frisk specifically, became major focal points of the 2013 mayoral campaign. Mayor Bill de Blasio, along with other leading candidates in the Democratic Party's primaries, called for comprehensive reform of the NYPD's policies. On October 31, 2013, the Second Circuit Court of Appeals stayed the Floyd ruling and its accompanying reforms pending the City's appeal. During the mayoral election campaign, Bill de Blasio vowed to withdraw the City's appeal upon taking office. He followed through on that pledge on January 30th when he announced that the City had reached an accord with the plaintiffs in the suit. The landmark stop-and-frisk ruling and the accompanying public support for NYPD reform present an ideal opportunity for Mayor de Blasio and his new Police Commissioner William J. Bratton to implement a rights-based policing program that works in partnership with communities. This report is meant to serve as a resource to help guide the de Blasio/Bratton administration through the tricky waters of managing meaningful reforms in NYPD policing practices and policy. Part I highlights straightforward policy shifts that Mayor de Blasio and Police Commissioner Bratton can immediately implement with little political or bureaucratic risk or opposition. These reforms include disbanding the peddler squad that harasses street vendors, establishing community intervention teams that work with mental health professionals to respond to people in psychiatric crisis, eliminating police confiscation of condoms in someone's possession as evidence of prostitution, ending the practice of arresting homeless people for 'quality of life' offenses, and dismantling the NYPD's often illegal arrest of individuals on criminal trespassing charges in public housing and private apartment buildings enrolled in "Operation Clean Halls." Part II presents longer-term and expansive institutional reforms. The section details the need for a paradigm shift in NYPD policing, one that reorients the NYPD from punitive policing and an aggressively enforced, illegal quota system towards promoting public safety and working in partnership with communities. This part proposes community-oriented problem-solving measures that engage and collaborate with neighborhood leaders, residents, local service programs, community centers, and places of worship. Such an approach will also entail enhanced and multifaceted oversight of the NYPD that should bring together community groups, the recently-created Inspector General, the court monitor mandated by the Floyd decision, the City Council, and the Mayor's Office. Part III recommends reforms in what has been in recent years the toxic culture of the Department, reforms that will result in significant changes in practices, including strengthening the NYPD liaison office for LGBT communities, legalizing and regulating the sale and possession of small amounts of marijuana, ending the unwarranted surveillance of New York's Muslim communities, and ensuring robust protection of First Amendment rights for all New Yorkers. Details: New York: PROP; Walter Leitner International Human Rights Clinic; Leitner Center for International Law and Justice; Fordham University School of Law; 2014. 27p. Source: Internet Resource: Accessed February 13, 2018 at: http://www.policereformorganizingproject.org/wp-content/uploads/2014/07/A-Blueprint-for-NYPD-Reform.pdf Year: 2014 Country: United States URL: http://www.policereformorganizingproject.org/wp-content/uploads/2014/07/A-Blueprint-for-NYPD-Reform.pdf Shelf Number: 149120 Keywords: Community-Oriented PolicingPolice AdministrationPolice ReformPolicingStop and Frisk |
Author: Elliott, Vivian Title: Lessons to Advance Community Policing: Final Report for 2014 Microgrant Sites Summary: COPS Office Microgrant Initiative to support law enforcement in implementing innovative community policing projects. This program aims to provide small-grant seed funding (up to $100,000) to state, local, and tribal law enforcement to develop and test programs and strategies in a real-world setting and to help spur innovation within law enforcement agencies and across the profession. While these microgrant projects are smaller than other federally funded grant programs, they offer the benefit and flexibility of allowing law enforcement agencies to implement innovative initiatives that they would otherwise not have the resources to undertake. In 2014, the Microgrant Initiative sought to fund new projects under four major categories: (1) Building trust with communities of color; (2) Implementing cutting-edge strategies to reduce violence; (3) Countering violent extremism; and (4) Protecting vulnerable populations. The following 10 awards were funded: -- City of Chicago, Illinois - The Gang School Safety Team Program -- City of Los Angeles, California - The Leveraging Innovative Solutions to Enhance Neighborhoods Program -- City of Park Ridge, Illinois - Beyond CIT: Building Community Responses to People with Mental Health Problems -- City of Reno, Nevada - The 360 Blueprint Program -- Colorado Springs (Colorado) Police Department - The Assisting Elders Program -- El Paso County (Texas) Sheriff's Department - Teens and Police Service Academy -- North Las Vegas (Nevada) Police Department - Making North Las Vegas a Better Place to Live Initiative -- Seattle, Washington Police Foundation Seattle - Neighborhood Policing Plan Project -- Texas Department of Public Safety - Interdiction for the Protection of Children -- University of Wisconsin at Madison - The First 45 Days Initiative To assist agencies in capturing and documenting promising practices resulting from their microgrant projects, the COPS Office created the role of microgrant coordinator and provided funding to CNA to fill that role. CNA maintained regular contact with the microgrant sites to capture lessons learned and successes from their projects and to assist, as needed, with the implementation of their projects through technical assistance and guidance. These promising practices are captured and shared in this report. Details: Washington, DC: Office of Community Oriented Policing Services, 2018. 68p. Source: Internet Resource: Accessed August 22, 2018 at: https://ric-zai-inc.com/Publications/cops-w0848-pub.pdf Year: 2018 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0848-pub.pdf Shelf Number: 151231 Keywords: Community-Oriented PolicingPolice-Citizen InteractionsPolice-Community Relations |
Author: Tsuruoka, Sonia Title: Arlington, TX: A Community Policing Story; A Guide for Law Enforcement and Community Screenings Summary: This guide is designed as a tool for law enforcement and community groups to facilitate screenings and discussions of the 28-minute Not In Our Town film Arlington, TX: A Community Policing Story. Produced in collaboration with the COPS Office, the film follows the Arlington Police Department as it navigates its own series of tragedies: a gang-related death and officer-involved shooting death of two teens and the deaths of five officers ambushed in the neighboring city of Dallas, Texas. Discussion of these tragedies provides law enforcement leaders, criminal justice practitioners, academic researchers, and community advocates around the country with an opportunity to challenge and subsequently reimagine the landscape of the criminal justice system. This guide provides discussion questions and tips for organizing internal law enforcement agency and community screenings, information about procedural justice and legitimacy, and supplemental resources. Used together, the film and guide can help agencies work together with personnel and community members to initiate conversations about trust building, procedural justice, and institutional legitimacy in order to improve relationships between police and the communities they serve. Details: Washington, DC: Office of Community Oriented Policing Services, 2018. 36p. Source: Internet Resource: Accessed August 22, 2018 at: https://ric-zai-inc.com/ric.php?page=detail&id=COPS-P367 Year: 2018 Country: United States URL: https://ric-zai-inc.com/ric.php?page=detail&id=COPS-P367 Shelf Number: 151232 Keywords: Community-Oriented PolicingMediaPolice-Citizen InteractionsPolice-Community Relations |
Author: North Carolina State University Title: Institutionalizing Problem Analysis: Case Studies of Five Police Agencies Summary: Effective problem solving requires an in-depth analysis of the underlying conditions that give rise to community problems. Recognizing the need to increase the capability of law enforcement agencies to engage in such problem analysis activities and develop effective solutions to community problems, the purpose of this study was to institutionalize problem analysis capacity in five law enforcement agencies through some direct funding and technical assistance provided by a team of problem analysis experts. This is one of two reports from the Institutionalizing Problem Analysis Project, which was funded by the Office of Community Oriented Policing Services, U.S. Department of Justice. The report contains an introduction and five chapters, each a case study describing a public safety problem examined by a police agency. The case studies focus on data used for problem analysis and, as such, they describe primary and secondary data sources used for analysis, the limitations of existing data and the need to collect additional data, analyses undertaken, and key findings arising from analysis. While the analytical process pointed to response options for the problem, the primary objective was to model the analytic process within the agency. Each agency, therefore, selected a public safety problem of concern and undertook in-depth analysis using existing data and collecting additional data, as necessary. Each analytic process proceeded with the assistance of a consultant who served as a technical advisor to the agency and primary author of the case study. The five police agencies that participated in the study and their consultants/technical advisors are the following: 1. Port St. Lucie (Florida) Police Department: Rachel Boba. 2. North Carolina State University Campus Police Department: James R. Brunet. 3. Raleigh (North Carolina) Police Department: Deborah Lamm Weisel. 4. Madison (Wisconsin) Police Department: Michael S. Scott and Nicole DeMotto. 5. Chula Vista (California) Police Department: Rana Sampson. While the case studies contain important information about the problems and their analysis, the larger purpose of the analysis process was to provide insight to the agency on the organizational needs necessary to conduct meaningful analyses routinely: data systems, personnel, training, police management practices and policies. A separate report, Institutionalizing Problem Analysis: Process and Practice, describes the institutionalization process in the five police agencies, including an assessment of the organizational strengths and limitations supporting routine problem analysis. Details: Washington, DC: U.S. Department of Justice Office of Community Oriented Policing Services, 2019. 201p. Source: Internet Resource: Accessed April 13, 2019 at: https://ric-zai-inc.com/Publications/cops-w0572-pub.pdf Year: 2009 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0572-pub.pdf Shelf Number: 155399 Keywords: Community-Oriented PolicingProblem-Solving Analysis |