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Date: April 30, 2024 Tue
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Results for partnerships
104 results foundAuthor: National League of Cities. Institute for Youth, Education and Families Title: Preventing Gang Violence and Building Communities Where Young People Thrive: A Toolkit for Municipal Leaders Summary: As a resource for mayors, councilmembers, senior municipal staff, law enforcement officials and community stakeholders and service providers, this toolkit shows how communities participating in the California Cities Gang Prevention Network - as well as cities throughout the U.S. - infuse their anti-gang work with the six core principles outlined in this report. Sections of the report explore a set of strategic partnerships that are critical to combating gang violence: cooperation among police, probation and parole, prosecutors, courts, state and federal law enforcement agencies and others in the criminal justice field; cross-system collaboration with county agencies; partnerships with schools; involvement of the faith community in mentoring and intervening with troubled youth; and engagement of neighborhood leaders and residents in supporting enforcement activities. In addition, it examines two target approaches that are becoming increasingly prevalent in cities across the country: the hiring of street outreach workers to divert gang-involved youth toward positive alternatives, prevent retaliation and promote nonviolent conflict resolution; and a growing focus on reentry strategies to ensure that young people and adults returning from detention facilities receive the services, supports and job opportunities needed. Details: Washington, DC: National League of Cities, 2010. 113p. Source: Internet Resource Year: 2010 Country: United States URL: Shelf Number: 118418 Keywords: Gang ViolenceGangsPartnershipsReentry |
Author: Van Vleet, Russell K. Title: Evaluation of Utah Project Safe Neighborhoods: Final Report Summary: This report evaluates the Utah Project Safe Neighborhoods program, a comprehensive, multi-agency intervention designed to reduce gun crime. The evaluation determined the effectiveness of PSN Partnerships, examined successful gun prosecutions, evaluated changes in felony firearm use, and measured the effectiveness of the public awareness campaign, training, and outreach programs. Details: Salt Lake City, UT: Criminal and Juvenile Justice Consortium, College of Social Work, University of Utah, 2005. 154p. Source: Internet Resource Year: 2005 Country: United States URL: Shelf Number: 111247 Keywords: Gun ControlGun ViolenceJuvenile OffendersPartnershipsPublicity CampaignsViolent Crime |
Author: Wyckoff, Laura Title: Problem Solving and Partnerships in Prosecution: A Process Evaluation of Community Prosecution in Two Maryland State's Attorney's Offices Summary: The University of Maryland's Institute for Governmental Service and Research has been reviewing the processes of community and traditional prosecution in two Maryland counties. Through individual interviews and survey responses from State's Attorney's Office staff, local police departments and community organizations, the researchers have gathered data on the daily operations, goals, and collaborative relationships created by both community prosecution and traditional prosecution units, with special focus on cases of gun violence. The research found that problem solving is highly regarded by both traditional and community prosecutors. However, the offices are only beginning to achieve a problem-solving focus. Prosecutors have formed useful partnerships that may help lead to further problem-solving strategies as community prosecution units continue to develop and gain experience. The report concludes with recommendations for further areas of development and future outcome evaluations of community prosecution. Details: College Park, MD: Institute for Governmental Service and Research, University of Maryland, 2009. 97p., app. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 119158 Keywords: PartnershipsProblem-SolvingProsecution (Maryland)Prosecutors |
Author: Sims, Barbara Title: Final Report: An Evaluation of the PCCD-Funded Police-Probation Partnerships Projects Summary: In April, 2002, the Pennsylvania Commission on Crime and Delinquency (PCCD) began funding three Police-Probation Partnership (PPP) projects in Lackawanna, Lehigh, and Mercer Counties. These programs are modeled after the Operation Night Light (ONL) program that began in Boston, Massachusetts in 1992. The goals of the PPP projects are to reduce recidivism among selected juvenile and/or adult probationers, to reduce police calls for service and criminal activity in the target areas, to increase public perceptions of safety in the neighborhoods where PPP projects are operating, and to strengthen linkages between the police departments and county probation departments. The purpose of this study was to determine: (1) whether the three funded sites have implemented the program according to the specified goals and objectives of the program; (2) whether the sites are meeting the expectations of the PCCD related to the goals and objectives of PPP programming in general; and (3) the nature and extent of the impact of PPP programming in the targeted areas. Details: Philadelphia: Center for Research, Evaluation and Statistical Analysis, Pennsylvania Commission on Crime and Delinquency, 2006. 119p. Source: Internet Resource Year: 2006 Country: United States URL: Shelf Number: 119531 Keywords: Adult Probation (Pennsylvania)Juvenile OffendersJuvenile Probation (Pennsylvania)PartnershipsPolice Calls for Service |
Author: Meek, Rosie Title: The Role of the Third Sector in Work With Offenders: The Perceptions of Criminal Justice and Third Sector Stakeholders Summary: This paper examines the views of national criminal justice and third sector stakeholders on the strategic position of the sector, and its role in the resettlement of offenders. The interview data suggests that although the involvement of the third sector in the criminal justice system is promoted in national policy, considerable gaps have been identified. These include the quality and availability of regional commissioning, implementation strategies and the long-term plans for the re-specification of the criminal justice system. The findings also indicate that increasing emphasis on competitive policy may put a strain on future inter-sector partnerships. The implications of the findings are discussed and areas of further research are highlighted in relation to both the prison and probation services. Details: Birmingham, UK: Third Sector Research Centre, 2010. 18p. Source: Internet Resource; Working Paper 34 Year: 2010 Country: United Kingdom URL: Shelf Number: 119536 Keywords: Criminal Justice, Administration of (U.K.)OffendersPartnershipsPrisonsProbation |
Author: Great Britain. Home Office Title: Reducing Reoffending, Cutting Crime, Changing Lives: Guidance on New Duties for Community Safety Partnerships in England and Wales Summary: Community Safety Partnerships (CSPs) across England and Wales have become a critical part of the local delivery landscape. They are now in an ideal position to co-ordinate the actions of the police, local authorities, housing providers, health services and other key players, including youth services and third sector organisations, all of which have a significant role in helping successfully reduce reoffending and in keeping communities safe. These changes will help responsible authorities focus better on the key elements that keep communities safe. This is particularly important when over half of all crime is committed by those who have already been through the criminal justice system. It will enable a more strategic engagement between CSPs and other local partners, such as the third sector, Local Strategic Partnerships, Local Service Boards and Local Criminal Justice Boards, in planning and commissioning services for offenders. For the first time local partners will be collectively accountable for reducing reoffending. The critical link between crime reduction and reducing reoffending is clearly recognised in Public Service Agreement 23 ‘Make Communities Safer’. Extending the duties of CSPs will further strengthen this link and formalise the effective joint working that is already underway at a local level through Integrated Offender Management (IOM) and schemes such as Prolific and other Priority Offenders (PPO). These approaches demonstrate our shift in focus from offences to offenders and highlight how effective partnerships can help the prevention and detection of crime and the rehabilitation and resettlement of offenders once they have been punished appropriately. Success in reducing reoffending can only be achieved by local partners working beyond traditional organisational boundaries. This guidance provides suggested practice and case studies to support the legislative changes to CSPs and help partners embed the new duties within their everyday activities. More effective partnership working as a result of these changes will help to reduce crime and reoffending, protect the public and improve public confidence in the criminal justice system, the police and in other local partners, in a way that allows people to see and feel the difference in their local communities. Details: London: Home Office, 2010. 79p. Source: Internet Resource: Accessed September 3, 2010 at: http://www.cambridgeshire.gov.uk/NR/rdonlyres/CD2F417E-271E-45D1-840A-BA0699A0C0FE/0/NationalSupportFrameworkReducingReoffending.pdf Year: 2010 Country: United Kingdom URL: http://www.cambridgeshire.gov.uk/NR/rdonlyres/CD2F417E-271E-45D1-840A-BA0699A0C0FE/0/NationalSupportFrameworkReducingReoffending.pdf Shelf Number: 119734 Keywords: Community Safety Partnerships (U.K.)PartnershipsProbationRehabilitationReoffending |
Author: Davison, Tonia Title: Process Evaluation of Data Sharing Between Emergency Departments and Community Safety Partnerships in the South East Summary: The report summarises a process evaluation of an initiative to encourage data sharing between hospitals and local Community Safety Partnerships (CSPs) in the South East. Data sharing between EDs and CSPs is complex and covers several distinct, but linked stages: data collection, extraction, sharing, analysis and application. When each of these stages is undertaken successfully, the full benefits can be realised. Across many areas in the South East, various aspects of the data sharing process were not working or barriers existed to successful implementation. However, interviewees stressed the potential of the schemes. The effort required by EDs to collect and process data is often considerable and the short-term benefits seem to be more clearly realised by the CSP. Details: London: Home Office, 2010. 34p. Source: Internet Resource: Home Office Research Report 46: Accessed December 7, 2010 at: http://rds.homeoffice.gov.uk/rds/pdfs10/horr46c.pdf Year: 2010 Country: United Kingdom URL: http://rds.homeoffice.gov.uk/rds/pdfs10/horr46c.pdf Shelf Number: 120400 Keywords: AssaultsInformation Sharing (U.K.)Partnerships |
Author: Burke, Peggy Title: TPC Case Management Handbook: An Integration Case Management Approach Summary: A number of recent publications offer resources to guide the work of redirecting corrections agencies and their noncorrectional partners in supporting successful reentry, building collaborative partnerships, and developing new outcome measures. Two important resources are: TPC Reentry Handbook: Implementing the NIC Transition from Prison to the Community Model; and Increasing Public Safety through Successful Offender Reentry: Evidence-Based and Emerging Practices in Corrections. This TPC Case Management Handbook is a companion to complement both of these resources, focusing more specifically on case management for successful reentry. Details: Washington, DC: U.S. Department of Justice, National Institute of Corrections, 2010. 143p. Source: Internet Resource: Accessed December 10, 2010 at: http://nicic.gov/Downloads/PDF/Library/024393.pdf Year: 2010 Country: United States URL: http://nicic.gov/Downloads/PDF/Library/024393.pdf Shelf Number: 120439 Keywords: Correctional ProgramsPartnershipsReentry |
Author: Trudeau, James Title: Independent Evaluation of the National Weed and Seed Strategy: Final Report Summary: The Weed and Seed (W&S) strategy was launched more than 18 years ago by the U.S. Department of Justice (DOJ) as a community-based, comprehensive, multiagency approach to law enforcement, crime prevention, and community revitalization in high-crime neighborhoods. Since its start in three demonstration sites, W&S initiatives have been established in hundreds of neighborhoods nationwide. In early 2010, 256 sites were active in 46 states and 2 territories. Beginning around 2007, W&S funding has been limited to 5 years for a given site, with a maximum of $1 million over that time. The W&S Program Guide and Application Kit describes the W&S strategy as “a two-pronged approach: law enforcement agencies and prosecutors cooperate in ‘weeding out’ violent crime and drug abuse; and ‘seeding’ brings human services to the area, encompassing prevention/intervention/treatment and neighborhood revitalization. A community-oriented policing component bridges the weeding and seeding strategies.” Four key principles underlie the W&S strategy: collaboration, including vertical partnerships (e.g., among law enforcement at the local, state, and federal levels) and horizontal partnerships (e.g., among local police, prosecution, and probation and parole agencies); Coordination among government agencies, community organizations, and individuals to reduce overlap and duplication of services, better match services to community needs, and maximize benefits from existing services and programs; Resident participation, with the goal of engaging and empowering community residents to participate in the design and implementation of problem-solving efforts for their community; and Leveraging resources, including other funding or in-kind resources at federal, state, and local levels to support law enforcement, crime prevention, and neighborhood revitalization strategies in the target area. In addition, local W&S initiatives typically share the following features: management by a site coordinator; an operating structure including a large, representative steering committee and focused, working subcommittees; substantive involvement of the U.S. Attorney; active participation of neighborhood residents and organizations; and a central role of one or more Safe Havens (community recreation and resource centers). In 2007, DOJ funded an independent evaluation, conducted by RTI International, to assess the impact of W&S on crime and other target problems (e.g., blight) and to study local W&S implementation, including participation and leadership by residents and other community sectors, partnership functioning, collaboration, and strategies and activities. For all sites in the study (more than 200 sites for some study elements), the evaluation formulated a broad overview of W&S implementation and outcomes through analysis of data collected through a Web-based survey of W&S stakeholders such as agency representatives or involved residents (1,353 respondents in 166 sites) and crime data submitted by grantees (203 sites). In addition, in 13 randomly selected “sentinel sites,” the evaluation developed a more in-depth understanding through analysis of additional information derived from a survey of target and comparison area community residents (a total of 2,205 residents); site visits including interviews with key stakeholders; and review of documents (e.g., grant applications, strategic plans, progress reports). Results of the evaluation suggest that W&S grantees successfully implemented the strategy and achieved important objectives, including: reductions in crime; progress addressing other target area problems; and successful implementation of key components and elements of the W&S strategy. Length of W&S implementation was associated with improvement in resident perceptions of crime problems, suggesting that W&S contributed to the improvement. Improvements in some outcomes were also associated with certain aspects of local W&S implementation (e.g. intensive enforcement; effective collaboration) but associations were not consistent across outcomes or areas of implementation assessed. Details: Washington, DC: U.S. Department of Justice, Office of Justice Programs, Community Capacity Development Office, 2010. 141p. Source: Internet Resource: Accessed December 10, 2010 at: http://www.ojp.usdoj.gov/ccdo/pub/pdf/WnSFinalEvaluationReport.pdf Year: 2010 Country: United States URL: http://www.ojp.usdoj.gov/ccdo/pub/pdf/WnSFinalEvaluationReport.pdf Shelf Number: 120440 Keywords: Drug Law EnforcementPartnershipsViolence PreventionWeed and Seed Programs |
Author: Whitman, Julie L. Title: A Review of Minneapolis's Youth Violence Prevention Initiative Summary: Minneapolis’s public health approach to youth violence identifies problems, uses data, creates partnerships, and engages in practical problem solving to create a safer community. The city’s Blueprint for Action: Preventing Youth Violence in Minneapolis attacks the root causes of violence while holding juvenile perpetrators accountable for their actions and offering rehabilitation where appropriate. In the process, the initiative has woven a citywide fabric of partnerships that other jurisdictions can replicate. Community members and professionals from juvenile justice, law enforcement, community programs, and public health—no longer feeling isolated—have a renewed sense of purpose as part of a larger effort, moving in the same direction toward the same goal. Crime statistics are showing preliminary positive effects. A young but promising initiative, the Minneapolis Blueprint offers grounds for further research and potential for the quest to end youth violence Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2010. 29p. Source: Internet Resource: COPS Innovations: Accessed February 1, 2011 at: http://www.cops.usdoj.gov/files/RIC/Publications/e011027253-Minneapolis.pdf Year: 2010 Country: United States URL: http://www.cops.usdoj.gov/files/RIC/Publications/e011027253-Minneapolis.pdf Shelf Number: 120655 Keywords: Juvenile OffendersPartnershipsYouth Violence (Minneapolis) |
Author: Hartmann, Tracey A. Title: Moving Beyond the Walls: Faith and Justice Partnerships Working for High-Risk Youth Summary: This report examines the development of partnerships among faith-based institutions and juvenile justice agencies in a national demonstration intended to provide mentoring, education and employment services to young people at high risk of future criminal behavior. Given the range of services — and the needs of the young people — collaborations are critical to the communities' efforts. The report addresses the following questions: Can small faith-based organizations work together effectively? Can they develop effective partnerships with juvenile justice institutions? What are the benefits and challenges of both types of partnerships? Details: Philadelphia: Public/Private Ventures, 2003. 69p. Source: Internet Resource: Accessed July 11, 2011 at: http://www.ppv.org/ppv/publications/assets/22_publication.pdf Year: 2003 Country: United States URL: http://www.ppv.org/ppv/publications/assets/22_publication.pdf Shelf Number: 122025 Keywords: CollaborationFaith-Based InitiativesJuvenile OffendersMentoringPartnerships |
Author: van Staden, Lauren Title: Tackling Organised Crime Through a Partnership Approach at the Local Level: A Process Evaluation Summary: Existing research suggests that multi-agency approaches can be particularly effective in tackling complex crime and disorder problems (Berry et al., 2011; Rosenbaum, 2002). However, our understanding of what can be achieved by tackling organised crime through multi-agency working is limited; a recent review of the evidence on the effectiveness of partnership working in tackling crime did not identify any studies which focused primarily on organised crime and criminal activity (Berry et al., 2011). In England and Wales a partnership approach to tackling crime and disorder at the local level has been present in various guises since the 1960s, and has been a statutory requirement since the Crime & Disorder Act (1998). While the predominant focus of Community Safety Partnerships (CSPs) is crime and disorder, they are unlikely to regularly share information on, or develop a multi-agency action plan against, organised crime, unless it is identified as a priority through their local strategic assessment. A partnership approach to tackling organised crime has recently been evident at both the national and regional level. The Organised Crime Partnership Board (set up in 2008) brings together a range of national agencies with the aim of strengthening the co-ordinated response to organised crime across the law enforcement and criminal justice community. At the regional level, multi-agency task forces have been in place since 2009. The aim of these groups is to address cross-border serious and organised crime in a more systematic way (HMIC, 2009). However, this has not extended through CSPs to the local level where tackling organised crime is still considered, in the main, to be the role of the police. In February 2010 the Home Office set up an initiative to explore whether or not local partnership working could contribute to tackling organised crime. The initiative was developed in response to a recommendation included in the Cabinet Office (2009) review of organised crime ‘Extending Our Reach’ which focused on the development of a better understanding of the role that CSPs can play in tackling lower-level organised crime. Although not prescribing the mechanisms involved, the review proposed a partnership approach to tackling organised crime involving the sharing of relevant information between agencies for the purposes of targeting criminals and/or criminal activity. The review suggested that while not all those identified as being involved in organised crime would be suitable for targeting through a partnership approach, it was likely that a proportion would be known to both the police and partner agencies and could therefore potentially be tackled more effectively by co-ordinating activity (Cabinet Office, 2009). This study presents the findings from a process evaluation of 12 pilot sites set up as part of this initiative jointly run by the Home Office Community Safety Unit and the Home Office Strategic Centre for Organised Crime. Details: London: Home Office, 2011. 40p. Source: Internet Resource: Research Report 56: Accessed August 5, 2011 at: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr56/horr56-report?view=Binary Year: 2011 Country: United Kingdom URL: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr56/horr56-report?view=Binary Shelf Number: 122305 Keywords: CollaborationOrganized Crime (U.K.)Partnerships |
Author: Sims, Barbara Title: An Evaluation of the PCCD-Funded Police-Probation Partnerships Projects Summary: In April, 2002, the Pennsylvania Commission on Crime and Delinquency (PCCD) began funding three Police-Probation Partnership (PPP) projects in Lackawanna, Lehigh, and Mercer Counties. These programs are modeled after the Operation Night Light (ONL) program that began in Boston, Massachusetts in 1992. The goals of the PPP projects are to reduce recidivism among selected juvenile and/or adult probationers, to reduce police calls for service and criminal activity in the target areas, to increase public perceptions of safety in the neighborhoods where PPP projects are operating, and to strengthen linkages between the police departments and county probation departments. The PCCD sought to award a subgrant to support a process and outcome evaluation of the PPP programs in the three funded counties. The purpose of such a study would be to determine: (1) whether the three funded sites have implemented the program according to the specified goals and objectives of the program; (2) whether the sites are meeting the expectations of the PCCD related to the goals and objectives of PPP programming in general; and (3) the nature and extent of the impact of PPP programming in the targeted areas. Details: Harrisburg, PA: Pennsylvania State University, 2006. 119p. Source: Internet Resource: Accessed August 22, 2011 at: www.portal.state.pa.us Year: 2006 Country: United States URL: Shelf Number: 122447 Keywords: CollaborationJuvenile ProbationersPartnershipsPolice/Probation PartnershipsProbationers (PennsylvaniaRecidivism |
Author: Gojkovic, Dina Title: Scoping the Involvement of Third Sector Organisations in the Seven Resettlement Pathways for Offenders Summary: The role of the third sector in the resettlement of offenders has become a prominent issue in recent years, and is increasingly recognised as being essential to efforts to reduce re-offending. A reasonable amount of knowledge already exists about public sector organisations which engage in work with offenders through the seven ‘pathways’ of resettlement: accommodation; education, employment and training; health; drugs and alcohol; finance, benefit and debt; children and families; and attitudes, thinking and behaviour. Determining the number and nature of third sector organisations involved in work with offenders is more complex. This paper aims to map out the landscape and extent of third sector involvement in the resettlement of offenders, with a specific focus on the seven pathways. Using existing datasets, it looks at the properties of third sector organisations working with offenders, more specifically their size, number, geographic area of operation and total income. It is estimated that nearly 20,000 third sector organisations work with offenders in England and Wales, and that they rely predominantly on public sector funding for survival. Compared to the figures for all third sector organisations there is over representation of organisations providing accommodation services, health care and family-support services to offenders. The implications of these and other findings are also discussed. Details: Birmingham, UK: Third Sector Research Centre, University of Birmingham, 2011. 24p. Source: Internet Resource: Working Paper 57: Accessed August 23, 2011 at: http://www.tsrc.ac.uk/LinkClick.aspx?fileticket=JnJy2cVtYx0%3d&tabid=500 Year: 2011 Country: United Kingdom URL: http://www.tsrc.ac.uk/LinkClick.aspx?fileticket=JnJy2cVtYx0%3d&tabid=500 Shelf Number: 122468 Keywords: CollaborationOffendersPartnershipsPrisoner Reentry (U.K.)Rehabilitation |
Author: Bond, Brenda J. Title: Facing the Economic Crisis: Challenges for Massachusetts Police Chiefs Summary: Police chiefs across Massachusetts are embroiled in an extraordinary management struggle – balancing unrelenting public safety demands while adapting to drastic reductions in resources. The general public may not instinctively think of local police chiefs as executive-level managers engulfed by the financial and operational effectiveness of their organizations, but the exceptional financial state of the Commonwealth and municipalities requires a new level of human and financial management by police chiefs and local administrators. There remain high expectations from the community and local officials as a result of community policing and increased community participation in public safety and increased pressures for transparency and accountability. The interplay between these factors calls for a more sophisticated system for managing the contemporary police organization. More than simply “top cops,” today’s police chiefs must serve as a public safety executive, identifying ways to maintain and improve public safety in the face of rapidly declining resources, increasing costs, and limited flexibility in this time of economic adversity. To understand the experiences and challenges of local police chiefs, we interviewed six (6) Massachusetts police chiefs who represent the Commonwealth’s “Middle Cities.” In-depth interviews offered insight into the operational, strategic and community challenges facing police chiefs as a result of the state’s current economic crisis. Police chiefs reported on the significant management resources directed towards developing and revising budgets, an inescapable side-effect of the constantly changing financial environment. While their experiences and strategies mimic many in the private and non-profit sectors, the pressures surrounding budgetary decision making are decidedly different for public safety managers. Investments in community policing strategies are being tested, and increasing expectations to demonstrate value to citizens and civic leaders alike create additional pressures on public safety leaders. The chiefs interviewed expressed frustration with two common and reasonable demands: to engage with the public in a meaningful and valuable way and direct sufficient resources to emergency calls for service. While the chiefs have been able to balance these proactive and responsive services, they report that it is increasingly difficult to do. Financial predictions for the coming fiscal years are dismal, and chiefs are holding on to those strategies which allow them to get the biggest bang for their buck. These chiefs believe that safe and thriving communities require continued investment in proactive work and emergency response strategies, and they believe community economic development is directly linked to public safety. As a result, the chiefs are being strategic in the way that they address resource shortfalls. Grant programs from state and federal governments allow the chiefs to address technology or equipment shortcomings, among other gaps, and their agencies aggressively pursue these resources. Further, they are committed to partnerships with local, state, federal, non-profit organizations, and the community. Through these partnerships they work to sustain the many gains achieved through the adoption of community and problem-oriented policing. The community connections, innovative and proactive engagement, and resource multiplication that have been realized through these partnerships have helped them get through this time of financial shortfall. This paper provides a brief account of experiences and challenges facing police chiefs in several midsized cities in Massachusetts, the factors which impact their decision making and the strategies they utilize, and discusses the various ways in which chiefs are adapting to changing financial and social contexts. Details: Boston: Pioneer Institute, 2010. 24p. Source: Internet Resource: White Paper, No. 58: Accessed September 2, 2011 at: http://www.pioneerinstitute.org/pdf/100426_facing_economic_crisis.pdf Year: 2010 Country: United States URL: http://www.pioneerinstitute.org/pdf/100426_facing_economic_crisis.pdf Shelf Number: 122617 Keywords: CollaborationCosts of Criminal JusticeEconomicsPartnershipsPolice AdministratorsPolicing (Massachusetts) |
Author: Burke, Peggy Title: The Future of Parole as a Key Partner in Assuring Public Safety Summary: New research is providing lessons about how the criminal justice system in the United States can reduce recidivism, prevent crime and victimization, and better use precious public resources. One of the fundamental principles of this new body of knowledge is that all components of the justice system must target new, more effective solutions to the right offenders.This paper will argue that paroling authorities can lead change efforts in this transformation, because they are uniquely positioned to target interventions to the appropriate offenders. By strengthening and focusing their decisionmaking regarding release, setting of conditions, and responding to violations, paroling authorities can help the system do what has proven effective and discontinue past practices that have proven ineffective. The paper will also make the case that strong, collaborative partnerships with and support from other key stakeholders—including chief executives, prison officials, and parole supervision agencies — are another essential ingredient to realize parole’s leadership role in the criminal justice system. Details: Washington, DC: U.S. National Institute of Corrections, 2011. 29p. Source: Internet Resource: Parole Essentials: Practical Guides for Parole Leaders No. 5: Accessed October 20, 2011 at: http://static.nicic.gov/Library/024201.pdf Year: 2011 Country: United States URL: http://static.nicic.gov/Library/024201.pdf Shelf Number: 123062 Keywords: CollaborationParole (U.S.)Parole OfficersParoleesPartnerships |
Author: Great Britain: HMI Probation Title: Thematic Inspection Report: Putting the Pieces Together An Inspection of Multi-Agency Public Protection Arrangements Summary: This inspection of the of the Multi-Agency Public Protection Arrangements (MAPPA) was agreed by the Criminal Justice Chief Inspectors Group and formed part of the Joint Inspection Business Plan 2011-2013. It was led by HM Inspectorate of Probation, supported by HM Inspectorate of Constabulary. Its purpose was to assess the effectiveness of MAPPA in reducing the potential risk of harm to others presented by identified offenders in the community through joint working and the exchange of relevant information. We visited six areas and looked at a sample of cases managed through MAPPA. We examined the referral process and the plans to manage these offenders in the community drawn up at the MAPPA meetings. We then assessed the extent to which the agencies involved with the offenders took action and coordinated activity in response to the decisions made at the meetings. We also carried out a separate audit of the Violent and Sexual Offender Register (ViSOR), the database that contains information about most MAPPA eligible offenders. Overall findings -- The introduction of MAPPA placed, on a statutory basis, what previously had been a series of ad hoc arrangements for criminal justice agencies and other organisations to manage offenders deemed to present a risk of harm to others. It meant that staff in all agencies had, over time, to learn to share information and work collaboratively in order to assess and manage offenders who posed a risk of harm to the public. The subsequent development of MAPPA improved the assessment and management of these offenders. Despite the significant challenges in dealing with such individuals, the level of cooperation amongst criminal justice and other agencies, as shown by this inspection, was impressive. We found a culture of trust and openness in the agencies involved that encouraged the thoughtful exchange of information between staff working with the offenders. We also saw much good practice in the way in which staff tried to balance the needs of communities and victims with those of the offender. Given the nature of the offenders within MAPPA, it could be argued that all the cases should have been managed to the highest possible standard. Although, our findings were broadly positive, the inspection revealed a number of key areas for improvement which, in our opinion are crucial if MAPPA are to ensure that all reasonable action is taken to manage the risk of harm presented by an offender to others in the community. Lead Agency -- The national guidance, that sets out the way in which MAPPA are to operate, requires that a lead agency should be identified for each MAPPA eligible offender. We found that, despite this clear guidance, the concept of one agency taking the lead for an offender within MAPPA, whilst acknowledged by staff, was underdeveloped and did not impact on the way in which cases were managed. In practice, each agency involved with a case tended to act in isolation from one another other and used the MAPPA meetings mainly to update partners and exchange information. A clearer focus on a specified lead agency would promote a more coordinated approach to the management of each offender. Risk Management Planning -- We found that MAPPA rarely produced a comprehensive risk management plan. In accordance with the national guidance, MAPPA should agree a risk management plan for each offender subject to multi-agency management. We found that this very rarely happened in a comprehensive way. In some cases, a list of short-term actions was identified; in others, actions were too vague or simply not identified at all. We did not see any examples of a jointly agreed MAPPA risk management plan, specifying how all the relevant agencies would work together to manage the individual’s risk of harm to others, including contingency arrangements. Furthermore, actions for agencies identified by MAPPA were not always well integrated into the records of the relevant agency. Most of the cases we saw were managed through a range of restrictive interventions, including curfews, approved premises, exclusion zones and surveillance. There was little question that these interventions were necessary, but they needed to be balanced by a focus on protective factors such as involvement in positive activities and constructive interventions designed to reduce the level of risk presented by the offender in the longer term. Offender managers and MAPPA as a whole paid little attention to what would happen to the offender at the end of supervision. Active Management -- Emphasis was too often placed on information exchange within MAPPA, rather than on the active management of an offender. MAPPA meetings to review and plan work with offenders were well attended and held at the right frequency. The chairs of the meetings worked hard to ensure that all the participants were able to make a contribution. However, in many meetings, the emphasis was more on the exchange of information between agencies rather than on the development of strategies actively to manage the risk of harm presented by the offender. As a result, the chair did not always hold agencies sufficiently to account for their actions. In order to do this, chairs of meetings not only needed to be knowledgable about process and procedures, they also needed to be assertive and have well developed skills in chairing and managing meetings. Documentation Minutes of MAPPA meetings were often not fit for purpose. Minutes recording the details of MAPPA meetings were generally poorly written and presented. In many instances, there were delays in distribution and we found numerous examples of minutes that contained out of date information, or information that was wrong. Some were lengthy and difficult to read because discussions had been transcribed verbatim. In one area, the minutes contained pages of action points, whilst in others, there were almost none. As a result, the minutes were rarely used as a working tool and staff tended to develop their own recording systems. The poor quality of the minutes meant that the agencies within MAPPA would not always be able demonstrate that they had made defensible decisions in the event of a challenge. ViSOR -- We also undertook a detailed audit of the ViSOR records held on the offenders in the inspection sample. Our findings were disappointing. We found that ViSOR was not used as a shared working tool by police and probation staff, mainly because, whilst ViSOR was reasonably accessable to police staff, access by probation staff was severly constrained. In addition, the quality of the information held on the system was not always of a high standard. Conclusion -- In order to work well, all the participants in MAPPA need to work together to develop a shared view about the nature of the risk presented by an individual offender to the public, draw up a plan to manage that risk and then ensure that the plan is implemented, reviewed and updated in response to events. In this report, we identify a number of areas where these elements of MAPPA work can be improved and we make a range of recommendations to address these findings. Details: London: Criminal Justice Joint Inspection, 2011. 50p. Source: Internet Resource: Accessed November 19, 2011 at: http://www.justice.gov.uk/downloads/publications/inspectorate-reports/hmiprob/mappa-thematic-report.pdf Year: 2011 Country: United Kingdom URL: http://www.justice.gov.uk/downloads/publications/inspectorate-reports/hmiprob/mappa-thematic-report.pdf Shelf Number: 123404 Keywords: Agency Collaboration (U.K.)Community Based CorrectionsOffender SupervisionPartnershipsProbationRisk Management |
Author: Tan, Lourdes Elisse Title: Forging New Alliance: Exploring the Social Work - Police Constable Partnership within the Abuse Against Older Adults Unit Summary: Elder abuse interventions need a multidisciplinary approach to address the complex dynamics of the abusive situation. The introduction of the Abuse Against Older Adults (AAOA) unit provides a unique opportunity to address the psychosocial, criminal and legal dimensions related to elder abuse. This thesis focuses on the evaluation of the AAOA unit in its first year of operation in Vancouver, B.C. A qualitative research study was conducted, utilizing focus groups to gather data. The findings show that a police-social worker partnership model is critical in meeting service gaps in this area of practice. The data also explored the interaction between the AAOA unit and the external health care agencies that refer cases to this team. The results encourage future research to continue studying collaboration across multidisciplinary service providers, and further study on the social work role in law enforcement culture. Details: Vancouver: The University of British Columbia, 2011. 101p. Source: Master's Thesis: Internet Resource: Accessed March 13, 2012 at https://circle.ubc.ca/bitstream/handle/2429/34183/ubc_2011_fall_tan_lourdes.pdf?sequence=1 Year: 2011 Country: Canada URL: https://circle.ubc.ca/bitstream/handle/2429/34183/ubc_2011_fall_tan_lourdes.pdf?sequence=1 Shelf Number: 124525 Keywords: Elder Abuse (Canada)PartnershipsPolicing (Canada)Social Work (Canada) |
Author: Petro, John Title: Increading Collaboration and Coordination of the Child Welfare and Juvenile Justice Systems to Better Serve Dual Jurisdiction Youth: A Literature Review Summary: Dual jurisdiction youth are children and youth who are under the jurisdiction of the child welfare system; who are placed in out-of-home care; and who come to the attention of the juvenile justice system. Out-of-home care can consist of foster care, group care, kinship care, or residential placement. These youth cross between or concurrently exist in both the child welfare and juvenile justice systems. Research suggests that children who are abused or neglected are more likely to go on to commit delinquent acts than the general population. From the standpoint of child welfare and juvenile justice professionals, dual jurisdiction youth pose special challenges and require special attention, thereby straining limited resources. Although dual jurisdiction youth make up only a small percentage of the juvenile court’s total caseload, the research suggests that these youth may require a disproportionate share of agency resources. Dual jurisdiction youth make up a large proportion of the court’s deeper-end delinquency caseload. For instance, 42% of all juveniles in a probation placement also had a dependency petition active for at least a portion of that calendar year (Halemba et al., 2004). Dual jurisdiction youth also have higher recidivism rates than those with no history of involvement with the child welfare system. From the standpoint of the youth themselves, contact with the juvenile justice system may result in heightened trauma, increased instability, contribute to a child’s propensity to antisocial behavior, and impair a child’s educational attainment and income. The Child Welfare League of America (CWLA), therefore, is seeking to identify ways in which the child welfare and juvenile justice agencies can collaborate and coordinate their efforts to better serve dual jurisdiction youth and prevent those children with a history of maltreatment from going down the path of delinquency. It is to this effect that CWLA is undertaking the creation of practice guidelines. Developed with the assistance of a national advisory committee comprised of behavioral health, child welfare, and juvenile justice practitioners, experts, and advocates, the practice guidelines will delineate the necessary factors and components of systems collaboration on behalf of youth in out-of-home care entering and transitioning through the juvenile justice system. Practice guidelines are developed to provide practical guidance to the field in a particular area and represent the “best thinking” of professionals across program areas. This review of the literature will give first an overview of the research that suggests a link between maltreatment and delinquency. Second, we will review the research that evaluates the effect of placement on a child’s likelihood of delinquency. Next, we will examine programmatic responses child welfare and juvenile justice agencies may undertake to identify and deliver services to those children at risk of becoming dual jurisdiction youth. Lastly, we will examine models of collaboration between these agencies and review any policies, practices, or programs that have been evaluated for their effectiveness in assisting dual jurisdiction youth. Details: Washington, DC: Child Welfare League of America, . 25p. Source: Internet Resource: Accessed March 25, 2012 at http://www.cwla.org/programs/juvenilejustice/jjlitreview.pdf Year: 0 Country: United States URL: http://www.cwla.org/programs/juvenilejustice/jjlitreview.pdf Shelf Number: 124737 Keywords: Child WelfareFoster CareJuvenile Justice SystemsPartnerships |
Author: Dean, Charles W. Title: Social Work and Police Partnership: A Summons To The Village Strategies and Effective Practices Summary: The introductory chapter notes that social work/police partnerships are the next logical step in the development of community policing, since such a partnership meets the mandate to work together for the benefit and survival of the community. The second chapter provides a background overview of social work/police partnerships. It indicates that law enforcement and social work have continually served the same target groups, but with varying success. Currently, there are social work/police partnerships in several North Carolina jurisdictions that follow the crisis intervention paradigm that consists of the three stages of response, stabilization, and prevention. The third chapter profiles five social work/police partnerships that address domestic violence situations; four are in North Carolina jurisdictions, and one is in Memphis, TN. The next chapter presents observations and identifies critical concerns. It notes that the various models described focus on multi-problem households and some first-time callers with severe problems. In such situations, police act to restore order, mediate, separate if needed, stabilize the situation, arrest when warranted, and then leave, typically providing no prevention services. Social workers are involved in the coordinated response, either with the police on initial calls or the next day. They assess the situation, provide emergency service, mediate or facilitate separation when needed, read police reports, conduct background checks, refer to other agencies, and provide interim counseling until referral services begin. They monitor client progress and advocate for clients who need assistance. The fifth chapter outlines steps for communities to follow in assessing the need for social work/police partnerships; and the sixth chapter presents a checklist of effective practices for such partnerships. The concluding chapter outlines the measures that can be used to assess the effectiveness of social worker/police partnerships. Details: Raleigh, NC: North Carolina Governor's Crime Commission, Criminal Justice Analysis Center, 2000. 68p. Source: Internet Resource: Accessed March 25, 2012 at Year: 2000 Country: United States URL: Shelf Number: 124739 Keywords: Domestic AssaultDomestic ViolencePartnershipsPolicingSocial Work |
Author: McCampbell, Michael S. Title: The Collaboration Toolkit for Community Organizations: Effective Strategies to Partner with Law Enforcement Summary: The goal of this toolkit is to help community organizations accomplish the following objectives: - Strengthen partnerships between the community and law enforcement; - Further the community's role as a partner in crime reduction efforts; - Identify and address social issues that diminish the quality of life and threaten public safety in communities; - Link those in need to services and resources that currently exist in the community. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2010. 60p. Source: Internet Resource: Accessed April 9, 2012 at: http://www.ojp.gov/fbnp/pdfs/Collaboration_Toolkit.pdf Year: 2010 Country: United States URL: http://www.ojp.gov/fbnp/pdfs/Collaboration_Toolkit.pdf Shelf Number: 124911 Keywords: CollaborationPartnershipsPolice-Community Relations |
Author: Petro, John Title: Juvenile Justice and Child Welfare Agencies: Collaborating to Serve Dual Jurisdiction Youth Survey Report Summary: Research suggests that children who are abused or neglected are more likely to commit delinquent acts than the general population (Carter et al., n.d.; English et al., 2002). Those that do become delinquent form a population of youth known as dual jurisdiction youth. For the purposes of this report, dual jurisdiction youth are children and youth under the jurisdiction of the dependency system, placed in out-of-home care, and who come to the attention of the juvenile justice system. Out-of-home care can consist of foster care, group care, kinship care, or residential placement. These dual jurisdiction youth cross between or concurrently exist in both the child welfare and juvenile justice systems. From the standpoint of child welfare and juvenile justice professionals, dual jurisdiction youth pose special challenges and require special attention, thereby straining limited resources. From the standpoint of dual jurisdiction youth, contact with the juvenile justice system may result in heightened trauma and also contribute to a child’s propensity to antisocial behavior and impair a child’s educational attainment and income (Conger & Ross, 2001). The Child Welfare League of America (CWLA), therefore, is seeking to learn about and provide support for methods by which child welfare and juvenile justice agencies can collaborate, coordinate, and integrate public agency and private provider efforts to better serve dual jurisdiction youth and prevent children with a history of maltreatment from penetrating deeper into the delinquency system. Through the ongoing generous support of the John D. and Catherine T. MacArthur Foundation, the Juvenile Justice Division of CWLA and the Research and Evaluation Division conducted a nationwide survey of child welfare and juvenile justice professionals to gauge what agencies are doing at the state level to address the challenges and issues that surround dual jurisdiction youth. The survey specifically examined whether collaborative efforts are underway, and if so, what collaborative efforts have these agencies undertaken to identify and deliver services to dual jurisdiction youth? Details: Washington, DC: Child Welfare League of America, Undated. 15p. Source: Internet Resource: Accessed May 8, 2012 at http://www.cwla.org/programs/juvenilejustice/jjsurveyreport.pdf Year: 0 Country: United States URL: http://www.cwla.org/programs/juvenilejustice/jjsurveyreport.pdf Shelf Number: 125207 Keywords: Child WelfareFoster CareJuvenile Justice SystemsPartnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Profile of the DuPage County Metropolitan Enforcement Group Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the DuPage County Metropolitan Enforcement Group (DUMEG), which covers DuPage County with an estimated total population of 932,541 in 2010. In 2011, 23 local police agencies participated in DUMEG. These agencies served more than two-thirds, or 69 percent, of the population in DuPage County. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Twelve officers and one State’s Attorney Inspector were assigned to DUMEG in 2011, nine of the officers were assigned by participating agencies and three from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed May 9, 2012 at: http://www.icjia.state.il.us/public/pdf/megprofiles/DuPage_MEG_Profile_042012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/DuPage_MEG_Profile_042012.pdf Shelf Number: 125230 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Turley, Caroline Title: Delivering Neighbourhood Policing in Partnership Summary: This report describes the nature of neighbourhood policing partnerships between neighbourhood policing teams (NPTs), partner agencies and residents in six local areas which were identified as having a strongly embedded partnership approach. The research is based on interviews with local partners and focus groups with residents conducted in these six areas between January and August 2010. The report sets out the perceived benefits of delivering neighbourhood policing in partnership and offers some advice to practitioners on how to work effectively in partnership, and how to overcome key barriers. The findings may also be informative for Police and Crime Commissioners in thinking about how local policing can best be delivered. Details: London: Home Office, 2012. 11p. Source: Internet Resource: Research Report 61: Accessed May 23, 2012 at: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr61?view=Binary Year: 2012 Country: United Kingdom URL: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr61?view=Binary Shelf Number: 125315 Keywords: CollaborationNeighborhood Policing (U.K.)PartnershipsPolice-Community Relations |
Author: Charlton, Michelle Title: Practitioners' Perceptions of the Role of Neighbourhood Crime and Justice Co-ordinators Summary: Thie study provides findings from interviews held with community safety and criminal justice practitioners in 9 of the 60 local authority areas where Neighbourhood Crime and Justice co-ordinators were introduced. The purpose of the study was to identify what benefits the Neighbourhood Crime and Justice co-ordinators had delivered, and what made the role effective. In general, the research has suggested that the role was perceived as having a positive effect, with practitioners identifying a range of benefits of the role, though this was not a universal view. Whilst central funding for the role is no longer available, some partners suggested that the most useful aspects of the role could continue by being absorbed into other posts. A number of recommendations emerge from the study, which may help to inform local areas and Police and Crime Commissioners on how best to set up an NCJ co-ordinator or a similar role to maximise its effectiveness. Details: London: Home Office, 2012. 18p. Source: Internet Resource: Research Report 62: Accessed May 23, 2012 at: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr62?view=Binary Year: 2012 Country: United Kingdom URL: http://www.homeoffice.gov.uk/publications/science-research-statistics/research-statistics/crime-research/horr62?view=Binary Shelf Number: 125316 Keywords: CollaborationPartnershipsPolice-Community Relations |
Author: Green, Anne E. Title: Keeping Track: Mapping and Tracking Vulnerable Young People Summary: The notion of social exclusion, and the need for its existence and effects to be addressed and combated by government social policy, has gained great prominence in recent years, as illustrated by the establishment and work of the Social Exclusion Unit (SEU). One of the issues of particular interest and concern to policy makers and practitioners has been the fortunes of ‘vulnerable’ young people, especially those who become detached from ‘mainstream’ youth transitions. Such transitions have tended to become longer, more ambiguous or uncertain and more diverse as a plethora of different pathways into the labour market and other domains of adulthood have emerged. The acknowledgement of the problems posed by the existence in successive cohorts of young people of a significant proportion who could be categorised as ‘vulnerable’ or ‘disaffected’, has led to a range of policies designed to support young people at risk. Increasing participation in and access to education is a central element in support of the goal of building a fair and prosperous society. Careers services have been charged with prioritising work with vulnerable young people, and with developing better systems for identifying and keeping in touch with them – usually in collaboration with other agencies, in light of the recognition that a multi-agency response is required. The emphasis on partnership working and joined-up policy delivery has led to the development of the Connexions strategy, with the Connexions service, a support service for all young people, as its centrepiece. Connexions is a new advice, guidance and support service for all young people aged 13-19 years, phased in across England from April 2001. It is designed to integrate existing careers advice and support services for young people, creating a single point of access through personal advisers who will be able to give advice and guidance on learning opportunities and careers, and help young people overcome barriers to a successful transition to adult life. The intention is that the Connexions service will ensure that access to all the support services that a young person might need is coordinated through a personal adviser (DfEE, 2000a). the advantages and limitations of ‘mapping’ and ‘tracking’ methodologies, identifying examples of good practice and the difficulties which agencies have encountered in building reliable, accurate, up-to-date and robust systems. Scope In order to achieve this aim, the study involved: • identifying a range of attempts to develop systems of mapping and tracking vulnerable young people, from across different types of agencies; • comparing and contrasting different approaches to mapping and tracking; • highlighting difficulties (both conceptual and practical) encountered, and key issues arising, in the course of the development of mapping and tracking systems; • identifying examples of interesting and good practice; • outlining implications for policy and making recommendations for future practice. It is hoped that the findings from the study will influence the debate concerning, and contribute to the agenda for, the Connexions service, as well as raise issues of wider relevance to the research agenda on young people, partnership working, and mapping and tracking methodologies. Mapping and tracking initiatives in England form the focus of this study, although some evidence was gathered from other parts of the United Kingdom. This additional evidence included some Social Inclusion Partnership projects in Scotland and various projects concerned with working together to tackle the problems of exclusion of young people from the labour market supported by the European Social Fund (ESF) under the YOUTHSTART strand of the EMPLOYMENT community initiative. This extra material has informed the discussions and conclusions presented in this report. Details: Bristol, UK: The Policy Press and the Joseph Rowntree Foundation, 2001. 64p. Source: Internet Resource: Accessed September 5, 2012 at: http://www.jrf.org.uk/system/files/jr096-vulnerable-young-people.pdf Year: 2001 Country: United Kingdom URL: http://www.jrf.org.uk/system/files/jr096-vulnerable-young-people.pdf Shelf Number: 126262 Keywords: At-Risk Youth (U.K.)Delinquency PreventionPartnerships |
Author: Northern Ireland. Criminal Justice Inspection Title: Anti-Social Behaviour: An Inspection of the Criminal Justice System's Approach to Addressing Anti-Social Behaviour in Northern Ireland Summary: Anti-social behaviour can vary in scale from simply being a source of irritation, to being the bane of people’s lives. In its worst form it can lead to the victimisation and intimidation of individuals, families and whole communities, and as such will require a full and rigorous response from the criminal justice system. Equally, there can be times when the behaviour falls short of a breach of criminal law and a more thoughtful problem solving approach is called for. The police have become more focussed on this issue as our society normalises, and the strengthening of Neighbourhood Policing Teams together with the integration of Youth Diversion and Community Safety Officers, has improved the effectiveness of police response. Early and targeted interventions can make a real difference and we have already reported on the need for a clearer, more cohesive strategy in dealing with young people who are at risk of coming into contact with the criminal justice system. The proportionate use of Anti-Social Behaviour Orders (ASBOs) has continued, though we make a recommendation to ensure that in so far as they are applied to young people, they should be subject to review every six months. A partnership approach is advocated, and with responsibilities and action now vested in the new Policing and Community Safety Partnerships, we believe that there is an opportunity to build on the previous good work of their predecessors, the Community Safety Partnerships. It is too early to assess how effective they can be without the glue of a statutory duty for public bodies, though we make a strategic recommendation to the Department of Justice (DoJ) to continue to encourage the fulsome participation of both justice and non-justice agencies in helping deliver the Community Safety Strategy. There are some innovative, effective individual schemes operating in parts of Northern Ireland, and it is important that they become exemplars of best practice in order that they can be replicated in other areas. We make a small number of operational recommendations for the Police Service of Northern Ireland (PSNI), the Northern Ireland Courts and Tribunals Service (NICTS) and, under the auspices of the DoJ, the Policing and Community Safety Partnerships. Details: Belfast: Criminal Justice Inspection Northern Ireland, 2012. 95p. Source: Internet Resource: Accessed October 11, 2012 at: http://www.cjini.org/CJNI/files/3e/3e02e6eb-f2bd-446e-a3fe-5b72d4ee8a85.pdf Year: 2012 Country: United Kingdom URL: http://www.cjini.org/CJNI/files/3e/3e02e6eb-f2bd-446e-a3fe-5b72d4ee8a85.pdf Shelf Number: 126670 Keywords: Antisocial Behaviour (Northern Ireland, U.K.)CollaborationDisorderly ConductIncivilitiesNuisance Behaviours and DisorderPartnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Profile of the Quad Cities County Metropolitan Enforcement Group Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the Quad Cities Metropolitan Enforcement Group (QCMEG), which covers Rock Island County with an estimated total population of 147,546 in 2010. In 2010, 5 local Illinois police agencies and 5 agencies from Iowa participated in the QCMEG. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Twelve officers and one office manager and one criminal analyst were assigned to the QCMEG in 2010, seven of the officers were assigned by participating agencies from Illinois and five from Iowa. These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/QCMEG_092012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/QCMEG_092012.pdf Shelf Number: 126769 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile of the Blackhawk Area Task Force Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the Blackhawk Area Task Force (BATF), which covers Carroll, Henry, Ogle, and Whiteside Counties with an estimated total population of 177,868 in 2010. In 2010, five local police agencies participated in BATF. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Nine officers were assigned to BATF in 2010, six of the officers were assigned by participating agencies and three from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/BATF_Profile_082012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/BATF_Profile_082012.pdf Shelf Number: 126770 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile of the State Line Area Narcotics Team Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the State Line Area Narcotics Team (SLANT), which covers two Illinois counties (Stephenson and Winnebago), as well as one Wisconsin county (Green) with an estimated total population of 342,975 in Illinois and 36,842 in Wisconsin in 2010. In 2010, 6 local police agencies participated in SLANT. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Eleven officers were assigned to SLANT in 2010, seven of the officers were assigned by participating agencies and four from the Illinois State Police (ISP). These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/SLANT_Profile_082012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/SLANT_Profile_082012.pdf Shelf Number: 126771 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile Task Force 6 Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the Task Force 6, which covers DeWitt, Livingston, and McLean counties with an estimated total population of 225,083 in 2010. In 2010, six local police agencies participated in Task Force 6. These agencies served more than two-thirds, or 69 percent, of the population in the region. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Six officers were assigned to Task Force 6 in 2010, five of the officers were assigned by participating agencies and one from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/TaskForce6_MEG_Aug2012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/TaskForce6_MEG_Aug2012.pdf Shelf Number: 126772 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile of the Multi-County Narcotics Enforcement Group Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the Multi-County Narcotics Enforcement Group (MCNEG), which covers Knox, Marshall, Peoria, Stark, Tazewell, and Woodford counties with an estimated total population of 432,105 in 2010. In 2010, eight local police agencies participated in MCNEG. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Ten officers were assigned to MCNEG in 2010, eight of the officers were assigned by participating agencies and two from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/MCNEG_092012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/MCNEG_092012.pdf Shelf Number: 126773 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile of the West Central Illinois Task Force Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the West Central Illinois Task Force (WCITF), which covers Adams, Brown, Fulton, Pike, Schuyler, and Warren Counties (WCITF counties) with an estimated total population of 152,790 in 2010. In 2010, six local police agencies participated in WCITF. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Fifteen officers were assigned to WCITF in 2010, eight of the officers were assigned by participating agencies and seven were from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/WCITF_MEG_Aug2012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/WCITF_MEG_Aug2012.pdf Shelf Number: 126775 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Reichert, Jessica Title: Examining Multi-Jurisdictional Drug Task Force Operations in Illinois Summary: Local police departments across the country struggle to fight drug crime without dedicated resources. Drug task forces were designed to combine resources of many local police departments and provide services across jurisdictions. Illinois’ metropolitan enforcement groups (MEGs) and multi-jurisdictional drug task forces are charged with combating mid-level drug crime, including drug distribution and sales. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Officers often work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests. In Illinois in the 1970’s, MEGs were developed through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards play an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer (or their designees) from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to enforcing drug laws and certain weapons offenses, as well as the investigation of street gang-related crimes (Adams, 2012). Multi-jurisdictional drug task forces began in the 1980’s through the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Drug task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations the way MEGs are (Adams, 2012). In this report, MEGs and multi-jurisdictional drug task forces will be referred to as “drug task forces.” Twenty-two drug task forces operate in Illinois. The Illinois Criminal Justice Information Authority (ICJIA) supports these task forces with federal Edward Byrne Justice Assistance Grants. In state fiscal year 2011, ICJIA funded 19 drug task forces (Figure 1). In 2011, ICJIA funded 208 drug task force officers and 19 support staff. Three drug task forces receive the majority of their funding through the Illinois State Police. In order to study drug task force operations, ICJIA researchers conducted two focus groups comprised of officers working on ICJIA-funded drug task forces. The goals of the focus groups were to: Provide general information on drug task forces in a published report; and, Identify programmatic issues that can help establish performance measures and strategic priorities. Focus group participants offered information on drug task force goals and priorities, the identification of drug trends, operations, funding, collaboration, and success. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 40p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.org/public/pdf/ResearchReports/Examining_multi-jurisdictional_drug_task_force_operations_Aug2012.pdf Year: 2012 Country: United States URL: http://www.icjia.org/public/pdf/ResearchReports/Examining_multi-jurisdictional_drug_task_force_operations_Aug2012.pdf Shelf Number: 126777 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-jurisdictional Task Forces: A Profile of the Vermilion County Metropolitan Enforcement Group Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the ICJIA profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the Vermilion County Metropolitan Enforcement Group (VMEG), which covers Vermilion County with an estimated total population of 8,625 in 2010. In 2010, 2 local police agencies participated in VMEG. This is the only narcotics unit serving Vermilion County. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Eight officers and two support personnel were assigned to VMEG in 2010, four of the officers were assigned by participating agencies and four from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago, IL: Illinois Criminal Justice Information Authority, 2012. 47p. Source: Internet Resource: Accessed October 22, 2012 at http://www.icjia.state.il.us/public/pdf/megprofiles/VMEG_Aug2012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/VMEG_Aug2012.pdf Shelf Number: 126778 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-Jurisdictional Task Forces. Profile of the South Central Illinois Drug Task Force Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties. Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests. There are two kinds of drug task forces that operate in Illinois—metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970’s through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Multi-jurisdictional drug task forces began in the 1980’s using the organizational authority from the Intergovernmental Cooperation Act [5 ILCS 220/1]. Task force policy boards are not governed by legislated structure or composition requirements or restricted by statute in their scope of operations. Periodically, the Illinois Criminal Justice Information Authority (ICJIA) profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA’s website: http://www.icjia.state.il.us. This profile focuses on the South Central Illinois Drug Task Force (SCIDTF), which covers Bond, Calhoun, Greene, Jersey, Macoupin, and Montgomery Counties with an estimated total population of 137,597 in 2010. In 2010, 2 local police agencies participated in SCIDTF. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Seven officers and one office manager were assigned to SCIDTF in 2010, five of the officers were assigned by participating agencies and two from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed January 24, 2013 at: http://www.icjia.state.il.us/public/pdf/megprofiles/SCIDTF_112012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/SCIDTF_112012.pdf Shelf Number: 127375 Keywords: CollaborationDrug Abuse and CrimeDrug Enforcement (Illinois)Partnerships |
Author: Ransley, Janet Title: Reducing the Methamphetamine Problem in Australia: Evaluating Innovative Partnerships between Police, Pharmacies and other Third Parties Summary: The aim of this research was to explore the role of partnerships between the police and third parties in reducing methamphetamine problems in two different states in Australia. A variety of research methods and data sources were used to comprehensively assess the nature and impact (both intended and unintended) of these partnerships so as to contribute to the drug law enforcement evidence base and help police to better control drug problems in Australia. The overall research objectives, as set out in the original grant submission, were to: document the creation, nature and characteristics of partnerships between the police and third parties that seek to reduce sales of pseudoephedrine and control the methamphetamine problem in Queensland and Victoria; understand the wider impact of law enforcement efforts to reduce pseudoephedrine sales in terms of treatment, prevention and harm reduction across Queensland and Victoria; evaluate the impact of drug law enforcement partnerships with third parties (including Queensland's Project STOP) on the methamphetamine market in Queensland and Victoria; and assess any displacement (spatial, temporal, tactical, offence), diffusion of crime control benefits, or other unintended consequences of these partnerships (including Project STOP). The research has been jointly funded by the National Drug Law Enforcement Research Fund (NDLERF) and the Drug Policy Modelling Program (DPMP) at the University of New South Wales, a collaboration between the National Drug and Alcohol Research Centre (NDARC) and a number of other organisations. This report discusses findings and outcomes in relation to the aspects of the research funded by NDLERF. Research funded by DPMP is still in progress and will be separately reported at a later date. Together, these two arms of the research will represent a comprehensive evaluation of the Project STOP partnership. This report therefore focuses on the first and second objectives above, the documenting and analysis of police partnerships with third parties and understanding the wider impact of law enforcement efforts to reduce pseudoephedrine sales across Queensland and Victoria. In addition, it includes best practice guidelines for reducing problems in relation to pseudoephedrine diversion. The research yet to be completed will address the final two research objectives listed above, namely the impact if any of Project STOP on methamphetamine markets and crime outcomes. This arm of the research will be completed in 2011. Details: Canberra: National Drug Law Enforcement Research Fund, 2011. 59p. Source: Internet Resource: Monograph Series No. 39: Accessed February 14, 2013 at: http://www.ndlerf.gov.au/pub/Monograph_39.pdf Year: 2011 Country: Australia URL: http://www.ndlerf.gov.au/pub/Monograph_39.pdf Shelf Number: 127622 Keywords: Drug Abuse PreventionDrugs and CrimeMethamphetamine (Australia)PartnershipsPharmaciesThird-Parties |
Author: Trotter, Chris Title: Evaluation of Programs for Support of Prisoners and Ex-Prisoners Summary: In 2006 representatives from four community sector organisations, Melbourne Citymission, Whitelion, Prison Network Ministries and Prison Fellowship Victoria - Australia commissioned researchers from the Monash University Criminal Justice Research Consortium, to undertake an evaluation of prison transition programs conducted by each of the four agencies. The purpose of the research was to evaluate the effectiveness of transitional support programs and develop an evidence base that would assist the agencies to advocate for transitional support for people exiting prison. The report highlights the most effective approaches in delivery of pre and post release programs and interventions. It underlines the importance of programs that provide holistic support to people exiting prison, pro-social modelling, and assistance to develop problem solving with a focus on goals settings. The report also acknowledges the significance on the worker client relationship in achieving positive outcomes. Partnerships between services are also recognised as critical to the success of these pre and post release programs. The authors also argue that these programs should be offered to medium to high risk clients. Details: Clayton, VIC: Monash University, Criminal Justice Research Consortium, 2009. 42p. Source: Internet Resource: Accessed March 5, 2013 at: http://www.whitelion.asn.au/files/publications/Transition_Evaluation_final_revised_7_July_2009.pdf Year: 2009 Country: Australia URL: http://www.whitelion.asn.au/files/publications/Transition_Evaluation_final_revised_7_July_2009.pdf Shelf Number: 127831 Keywords: Ex-OffendersPartnershipsPrisoner Reentry (Australia)Rehabilitation |
Author: Mendel, Richard Title: Juvenile Justice Reform in Connecticut: How Collaboration and Commitment Have Improved Public Safety and Outcomes for Youth Summary: Over the past two decades, a tremendous volume of new knowledge has emerged about causes of adolescent delinquency and the effective responses. Through research and policy experimentation, scholars and practitioners have proven that several new approaches significantly improve outcomes for youth who become involved in delinquency, thereby enhancing public safety and saving taxpayers’ money. These advances provide public officials with unprecedented opportunities to redesign their juvenile justice systems for the benefit of youth, families and communities. Unfortunately, most states and localities have been slow to recognize and act on this new information, slow to seize these opportunities for constructive change. Progress has been uneven. Perhaps more than any other state, Connecticut has absorbed the growing body of knowledge about youth development, adolescent brain research and delinquency, adopted its lessons, and used the information to fundamentally re-invent its approach to juvenile justice. As a result, Connecticut’s system today is far and away more successful, more humane, and more cost-effective than it was 10 or 20 years ago. This report will describe, dissect, and draw lessons from Connecticut’s striking success in juvenile justice reform for other states and communities seeking similar progress. The first section details the timeline and dimensions of change in Connecticut’s juvenile justice system over the past two decades. In 1992, Connecticut routinely locked up hundreds of youths – many of them never convicted or even accused of serious crimes – in decrepit and unsafe facilities while offering little or no treatment or rehabilitation. The state was one of only three in the nation whose justice system treated all 16- and 17-year-olds as adults – trying them in criminal courts, with open records, and sentencing many to adult prisons without education or rehabilitative services designed for adolescents. By 2002 there was a growing awareness that these problems could no longer be ignored. Over the decade that followed, a movement for sweeping reforms began to build momentum and take root. And by 2012, Connecticut had a strong commitment to invest in alternatives to detention and incarceration, improve conditions of confinement, examine the research, and focus on treatment strategies with evidence of effectiveness. Most impressively, these changes have been accomplished in Connecticut without any added financial cost, and without any increase in juvenile crime or violence. To the contrary, the costs of new programs and services for Connecticut’s court-involved youth have been fully offset in the short-term by reduced expenditures for detention and confinement, and promise additional savings down the road as more youth desist from delinquency and crime. Arrests of youth have fallen substantially throughout the reform period, both for serious violent crimes and for virtually all other offense categories as well. The report then looks under the hood of Connecticut’s reform efforts and explores the critical factors underlying these accomplishments. The discussion begins by detailing the main elements and key champions of progress and by identifying the turning points that built momentum toward reform. The report’s final section explores what other states or local jurisdictions can learn from Connecticut’s experience. The most important lesson, it finds, is that a new and vastly improved juvenile justice system is within reach for any jurisdiction that summons the energy and commitment, the creativity and cooperative spirit to do what’s best for their children, their families, and their communities. Details: Washington, DC: Justice Policy Institute, 2013. 55p. Source: Internet Resource: Accessed March 5, 2013 at: http://www.justicepolicy.org/uploads/justicepolicy/documents/jpi_juvenile_justice_reform_in_ct.pdf Year: 2013 Country: United States URL: http://www.justicepolicy.org/uploads/justicepolicy/documents/jpi_juvenile_justice_reform_in_ct.pdf Shelf Number: 127842 Keywords: Delinquency PreventionJuvenile Justice (Connecticut, U.S.)Juvenile Justice ReformJuvenile OffendersPartnerships |
Author: Celeste, Gabriella Title: The Bridge to Somewhere: How Research Made its Way into Legislative Juvenile Justice Reform in Ohio: A Case Study Summary: In 2011, Ohio Governor John Kasich signed House Bill 86, landmark legislation that established juvenile justice reforms based on evidence-based practices and adolescent development research. This legislative achievement, which includes significant cost savings, was the result of a collaborative policy change model that relied upon critical engagement among experts, practitioners, key stakeholders, advocates, and policymakers. The case study, “The Bridge to Somewhere: How Research Made its Way into Legislative Juvenile Justice Reform in Ohio,” explores what led to passage of House Bill 86. On January 14, the Schubert Center published this case study describing the partners, the collaborative model, and key elements in achieving this major policy change. The case study is meant to be a learning tool for those interested in understanding a collaborative approach to policy change and potentially pursuing similar efforts in the future. The intended audience includes scholars and students in the areas of public policy and political science, researchers, practitioners, philanthropic organizations, public agencies, advocates, lobbyists, and policymakers. The center hopes its partners and colleagues will find the case study useful when considering strategies to promote compelling, research-based, cost-effective policy change with positive outcomes for young people, families, and communities. Details: Cleveland, OH: Case Western Reserve University, Schubert Center for Child Studies, 2012. 44p. Source: Internet Resource: Accessed March 20, 2013 at: http://schubert.case.edu/Case_Study_Release.aspx Year: 2012 Country: United States URL: http://schubert.case.edu/Case_Study_Release.aspx Shelf Number: 128014 Keywords: CollaborationEvidence-Based PracticesJuvenile Justice ReformJuvenile Justice Systems (Ohio, U.S.)Partnerships |
Author: Rennison, Claire Title: ViP- Volunteering in Probation Evaluation of the Kirklees Mentoring Project Summary: The Kirklees Mentoring Project was a 12 month pilot partnership between West Yorkshire Probation Trust and Foundation. Its aim was to improve the successful completion rates of Community Orders in Kirklees, to break down barriers to compliance and assist offenders to build pro-social links within the community. It also aimed to provide positive role models from members of the local community some of whom are ex-offenders themselves. This report is an evaluation of the partnership. Data was collected and analysed via pre and post mentoring questionnaires, file reads of mentee case files and interviews with offenders, Offender Managers, volunteers and Foundation representatives. The report presents the findings gained from this information and recommendations for practice. Details: Wakefield, UK: West Yorkshire Probation Trust, 2011. 55p. Source: Internet Resource: Accessed April 5, 2013 at: http://www.westyorksprobation.org.uk/documentlist.php?type=1&year=2011 Year: 2011 Country: United Kingdom URL: http://www.westyorksprobation.org.uk/documentlist.php?type=1&year=2011 Shelf Number: 128267 Keywords: MentoringPartnershipsProbation (U.K.)ProbationersVolunteers |
Author: Robinson, Emma Title: What Women Want? An Evaluation of the TWP/EVOLVE partnership with West Yorkshire Probation Summary: This research was commissioned to evaluate the partnership arrangements between West Yorkshire Probation Trust, WomenCentre and the Together Women Project (TWP). Within these partnerships, a percentage of WYPT’s female offenders are co-supervised by Offender Managers and Project Workers at partner premises in Calderdale (WomenCentre), Leeds and Bradford (both TWP). The aim of the evaluation was to follow-up cases referred to both TWP and WomenCentre The evaluation sample comprised 150 women who have been supervised by either of the two agencies. Interviews were also conducted with offenders, project staff, and offender managers co-located at the partner agency premises. Details: Wakefield, UK: West Yorkshire Probation Services, 2010. 37p. Source: Internet Resource: Accessed April 5, 2013 at: http://www.westyorksprobation.org.uk/documentlist.php?type=1&year=2010 Year: 2010 Country: United Kingdom URL: http://www.westyorksprobation.org.uk/documentlist.php?type=1&year=2010 Shelf Number: 128268 Keywords: Community-based CorrectionsFemale Offenders (U.K.)PartnershipsProbationProbationers |
Author: Vanhauwaert, Rosita: European Crime Prevention Network Title: The Prevention of Youth Crime Through Local Cooperation with the Involvement of the Police – A Pilot Study Summary: The pilot study aims to identify EU good practices regarding local cooperation, with the involvement of the police to prevent youth crime. The purpose of the study is to know what kind of local cooperation involving the police exists in the EU Member States to prevent youth crime and which of these are effective in preventing youth crime (i.e. what works). The projects that were identified are divided according to the risk factor prevention paradigm (individual/peer, school, family and community). The pilot study concludes that despite the abundance of local cooperation forms, it is almost impossible to know which types of local cooperation are effective, due to a lack of solid monitoring and evaluating of inter-agency work in crime prevention. Details: Brussels: EUCPN Secretariat, 2012. 40p. Source: Internet Resource: Thematic Paper No. 2: Accessed April 5, 2013 at: http://www.eucpn.org/research/reviews.asp Year: 2012 Country: Europe URL: http://www.eucpn.org/research/reviews.asp Shelf Number: 128294 Keywords: Delinquency Prevention (Europe)Inter-Agency CooperationPartnershipsPolice-Citizen Interactions |
Author: Draper, Laura Title: Lessons Learned: Planning and Assessing a Law Enforcement Reentry Strategy Summary: Law enforcement officers across the country report that they repeatedly encounter and arrest the same individuals in their jurisdictions. In many areas, recidivism rates remain stubbornly high—with more than 60 percent of individuals leaving prison reincarcerated within a few years after their release. Although many police agencies already have the building blocks to help make prisoner reentry safer and more successful, law enforcement professionals often lack the practical guidance to implement a comprehensive and effective initiative. The Council of State Governments Justice Center (CSG Justice Center) joined with the Office of Community Oriented Policing Services (COPS) on a national project to learn in detail how agencies create a reentry strategy or enhance an existing effort. The project team selected four “learning sites” to receive technical assistance from national experts. In addition to receiving assistance, the sites would in turn inform project staff and other jurisdictions about elements of reentry for which they found solutions to common challenges. The lessons learned from that work and subsequent information-gathering efforts formed the foundation for this report. The four law enforcement agencies selected as learning sites—the Las Vegas (Nevada) Metropolitan Police Department, Metropolitan (District of Columbia) Police Department, Muskegon County (Michigan) Sheriff’s Department, and White Plains (New York) Police Department—each had reentry strategies that addressed key aspects of a successful reentry program. The project also benefitted from the work conducted on a previously published guide the Justice Center developed in partnership with the COPS Office and the Police Executive Research Forum (PERF) for law enforcement professionals and reentry partners. Planning and Assessing a Law Enforcement Reentry Strategy was crafted to serve as a starting point for police officials to direct and assess progress on reentry. That guide helped agencies identify areas of weakness or issues that created implementation challenges. The learning sites project was launched to take agencies to the next level by providing detailed recommendations for overcoming some of these commonly experienced obstacles to program implementation. The rich information gleaned from practitioners’ experiences at the learning sites (and beyond) is summarized in this report. The major challenges the agencies face can be grouped into three categories: collaboration, program terms, and data collection and analysis. In an effort to address these, this report provides information on the following recommendations, grounded in advice from law enforcement professionals and their partners on the front lines of reentry. Details: New York: Council of State Governments Justice Center, 2013. 60p. Source: Internet Resource: Accessed April 6, 2013 at: http://reentrypolicy.org/documents/0000/1687/Law_Enforcement_Lessons_Learned.pdf Year: 2013 Country: United States URL: http://reentrypolicy.org/documents/0000/1687/Law_Enforcement_Lessons_Learned.pdf Shelf Number: 128302 Keywords: PartnershipsPrisoner Reentry (U.S.) |
Author: Sim, Susan, ed. Title: Building Resilient Societies. Forging Global Partnerships Summary: The theme for the International Crime Prevention Conference 2011 - “Building Resilient Societies. Forging Global Partnerships” - succinctly captures the central tenets that underpin our policing strategy – community and global partnerships. Singapore is one of the safest cities in the world with a low crime rate of 653 per 100,000 of population in 2010. The Police Force was able to achieve this commendable result with a lean police to population ratio of 259 per 100,000 of population. This did not happen by chance. It is the result of the strong partnerships forged over the years with the local population and overseas counterparts. The close trust and understanding built up has translated into enhanced crime-fighting capabilities. Last year, 4 out of 10 crime cases in Singapore were solved with the assistance of members of the public. We must seek ways to consolidate and build upon these outcomes. The Singapore Police Force is currently developing its Next-Generation Frontline Policing Model. The new model will enhance the way in which the Police Force works in, with and through the community. These changes will allow the Police to better fight complex crimes, and raise its crime-fighting abilities to the next level. Policing strategies must evolve in tandem with changes in the community in order to remain relevant. Crime prevention is core to our policing strategy. Policing is not just about reacting to, and solving crime. We want to fight crime upstream - to prevent and deter crime before it occurs. The NCPC is a key in this strategy. Working through NCPC’s dedicated volunteers, the Police is better able to reach out to the community, and encourage every individual to do his or her part to reduce the possibility of crime occurring. Besides engaging the public, the Police also works with the business sector through the Safety and Security Watch Groups to formulate initiatives and strategies that can better help industries and the public prevent and fight crime. For example, information on crime trends and the description of suspects, if any, are shared within business groups to prevent others from falling prey. Such Police-community partnerships are crucial to the efficacy of our policing efforts. Forging Global Partnerships The Police also values the strong partnership and cooperation it has with the international community. With economies becoming more closely linked, crime has taken on a transnational character. Many activities such as human trafficking, drug trafficking, money laundering, cybercrime and terrorism-related activities are no longer confined within national boundaries. It is, therefore, important for countries to respond in unison, with purpose and conviction, to effectively curb the growth of transnational criminal groups. Exchanging intelligence, establishing a comprehensive legal system, forging bilateral agreements and forming networks to create effective solutions are indispensable to fighting crime today. Singapore is no stranger to international collaborations. We work closely with our foreign counterparts to deal swiftly and resolutely with threats. For example, Singapore is the lead shepherd for cybercrime amongst the ASEAN countries, and has been active in various programmes to develop cybercrime investigation capabilities in member countries. As criminals take advantage of new technology and the anonymity that the virtual world affords, it is crucial for Police to stay one step ahead by having real-time access to information beyond their borders. A key focus of the IGCI will be on cutting-edge research to identify crimes and criminals especially in cybercrime and digital security. This Complex will also enhance our ability to tap on international law enforcement networks, and enable us to share intelligence and professional knowledge with our foreign counterparts. Conclusion Crime prevention is an important strategy that can only be sustained if there is strong support from the community. In this regard, NCPC will continue to play a key role to enhance police-community partnership to combat crime. International collaboration is equally important to this effort, given the transnational nature of crime in the globalised economy. During ICPC 2011, a distinguished group of industry leaders and experienced law enforcement practitioners spoke on a wide range of topics, from trends in transnational crime, to the changing nature of community policing, and to the use of new media to fight crime. The conference served as a useful opportunity for the exchange of valuable insights and best practices in the fight against crime. Details: Ottawa: National Crime Prevention Council, 2012. 204p. Source: Internet Resource: Accessed April 16, 2013 at: http://www.ncpc.gov.sg/pdf/ICPC_ebook_3_aug.pdf Year: 2012 Country: Singapore URL: http://www.ncpc.gov.sg/pdf/ICPC_ebook_3_aug.pdf Shelf Number: 128388 Keywords: Community PolicingCrime Prevention (Singapore)PartnershipsPolice-Community Relations |
Author: Patten, Ryan Title: The Washington Department of Fish and Wildlife's Paradigm Shift : A Grounded Theory Analysis of Law Enforcement Officers' Receptivity Toward Collaborative Problem Solving Summary: This dissertation utilizes a grounded theory approach to understanding in the exploration of the opinions and attitudes of Washington Department of Fish and Wildlife (WDFW) law enforcement officers regarding their agencys effort to accomplish a paradigm shift toward collaborative problem solving to gain compliance with resource-protective regulations. While a laudable and timely goal, such a paradigm shift faces numerous internal and external barriers to successful implementation by the WDFW law enforcement division. By way of general context, over a century of natural resource rule-making and regulation by the federal government has angered many citizens in the American West, and this resentment creates difficulties for the WDFW and similar natural resource regulatory agencies as they attempt to utilize collaboration in the field. Although the use of collaboration has been on the rise in the United States since the 1970s, it is generally not yet the preferred method of natural resource conflict resolution. Additionally, paradigm shifts of the sort being dealt with here in American law enforcement agencies have been historically difficult to implement. In recent history, the effort to implement community-oriented policing (COP) has been confronted by numerous internal obstacles among the most important being officer resistance to change. The 43 WDFW law enforcement officers interviewed for this research study revealed that there remains a general lack of rank-and-file commitment to make use of collaboration to resolve contentious natural resource problems on the part of the officers. This lack of commitment would seem to result from two principal sources: the current reward system does not give due recognition to officer efforts to use collaboration, and very little communication takes place between veteran and rookie officers concerning the utility of collaboration in natural resource law enforcement work. To the extent that the WDFW is typical of other natural resource regulatory agencies, the lessons learned from this research study should be of interest to the many other public agencies seeking to make the paradigm shift from feared regulator to a trustworthy collaborative problem solver. Details: Pullman, WA: Washington State University, Program in Criminal Justice, 2006. 227p. Source: Internet Resource: Dissertation: Accessed April 17, 2013 at: http://clbarchive.wsu.edu/xmlui/bitstream/handle/2376/482/r_patten_050106.pdf?sequence=1 Year: 2006 Country: United States URL: http://clbarchive.wsu.edu/xmlui/bitstream/handle/2376/482/r_patten_050106.pdf?sequence=1 Shelf Number: 128394 Keywords: PartnershipsProblem SolvingWildlife ConservationWildlife Crimes (U.S.)Wildlife Law Enforcement |
Author: Hipple, Natalie Kroovand Title: Project Safe Neighborhoods Case Study Report: District of Nebraska Summary: Unlike the other initiatives which were created in local jurisdictions, Project Safe Neighborhoods (PSN) was created as a national program. PSN was designed in 2001 by officials in the U.S. Department of Justice. PSN was coordinated through 93 U.S. Attorneys’ Offices that encompass the United States and its territories. United States Attorneys are federal prosecutors who are considered the chief law enforcement official within each federal jurisdiction. In designing PSN, the U.S. Department of Justice emphasized five core components: partnerships, strategic planning, training, outreach, and accountability. PSN proposed to increase partnerships between federal, state, and local law enforcement agencies through the formation of a local gun crime reduction task force. Additionally, PSN encouraged establishing partnerships with other sectors of local government, social services, community groups, and citizens to increase resources for gun crime prevention components as well as to increase the legitimacy of interventions. The strategic planning and problem solving component of PSN was designed to help jurisdictions tailor PSN to the local context. Specifically, PSN provided resources for the inclusion of a research partner. The research partner would work with the PSN task force to analyze the local gun crime problem and to share the findings with the task force for the development of a proactive plan for gun crime reduction. And, the research partner would assist in the ongoing assessment of the program implementation and provide feedback to the task force. Finally, PSN included a significant commitment of resources to support training and community outreach. Although there was variation across the 93 PSN task forces,2 the provided training emphasized several common features. First, it was a focused deterrence model. Rather than increasing the threat of sanctions for all offenders, this program was highly focused on reducing gun crime. Additionally, emphasis was placed on understanding the patterns of gun crime in the local jurisdiction so that enforcement and prevention resources could be directed to the people, places, and contexts generating gun crime. One example of an intervention that emerged in several communities was the use of a data driven approach to identify high risk, high volume, violent offenders for whom enforcement resources would be concentrated (Bynum et al., 2006). Second, resources were provided to communicate the deterrent message to those at risk for engaging in gun crime as both offenders and victims. This included a media campaign of risk messages through a variety of outlets (e.g., radio, television, billboards, posters in jails and community centers). Third, resources were provided for the development of intervention and prevention programs. Again, there was wide variation across the various PSN sites in terms of the nature of these programs. Following the Boston and Indianapolis programs described above, a number of sites attempted combine a deterrence message with social support opportunities specifically tailored to high risk offenders. This was a common PSN strategy using direct communication to at-risk individuals through what has become known as offender notification meetings (McDevitt et al., 2006). In addition to providing support (e.g., mentoring, vocational training, job preparation) these meetings were intended to increase the sense of fairness and legitimacy of the overall approach. Not only were these individuals being told to stop carrying guns and to stop the violence but they were being offered support and the hope for an alternative set of choices. The current repon focuses on the District of Nebraska. Similar to PSN in the Eastern District of Missouri and in the District ofMassaehusetts, PSN in Nebraska built upon prior experience with multi-agency strategic problem solving through the district's panicipation as an informal participant in the SACS I initiative. Details: East Lansing, MI: School of Criminal Justice, Michigan State University, 2007. 44p. Source: Internet Resource: Case Study 9: Accessed April 22, 2013 at: https://www.ncjrs.gov/pdffiles1/nij/grants/241727.pdf Year: 2007 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/241727.pdf Shelf Number: 128426 Keywords: CollaborationGun Violence (Nebraska)Media CampaignsPartnershipsProject Safe NeighborhoodsViolence PreventionYouth Violence |
Author: Centre for Social Justice Title: The New Probation Landscape: Why the voluntary sector matters if we are going to reduce reoffending Summary: The Ministry of Justice is in the process of implementing an extensive programme of reform for the delivery of probation services across England and Wales. As part of this agenda, which is designed to reduce 'stubbornly high rates of reoffending', work with approximately 236,000 low- and medium-risk offenders will be contracted out to private and voluntary organisations and statutory support will be extended to prisoners on short sentences. If these reforms are to be successful they will need to consist of strong and resilient partnerships between the private and voluntary sectors. This paper is designed to inform those partnerships and sets the nature of the organisations that make-up the sector; why they're important; and what they think about the reforms. Details: London: Centre for Social Justice, 2013. 34p. Source: Internet Resource: Accessed November 11, 2013 at: http://www.centreforsocialjustice.org.uk/UserStorage/pdf/Pdf%20reports/landscape.pdf Year: 2013 Country: United Kingdom URL: http://www.centreforsocialjustice.org.uk/UserStorage/pdf/Pdf%20reports/landscape.pdf Shelf Number: 131625 Keywords: PartnershipsPrivatizationProbation (U.K.)Voluntary and Community Organizations |
Author: Braga, Anthony A. Title: SMART Approaches to Reducing Gun Violence Summary: Despite significant decreases in crime nationwide, America continues to experience criminal gun violence at extraordinarily high levels - more than 11,000 individuals are murdered by firearms and 75,000 are treated for nonfatal gunshot wounds at hospitals annually, and these incidents are certainly undercounted in our statistics. Beyond the devastating toll measured in injuries and loss of life, gun violence also imposes a heavy burden on our standard of living, from increased fear and reduced quality of life to depressed property values. While the public tends to focus its attention on mass shootings, the most common forms of gun violence occur on a daily basis involving gang members, violent youth, and others involved in crime. As a result, local police departments are in a strategic position on the front lines poised to curb or even prevent gun crime, injuries, and deaths. In response, a number of departments are experimenting with new, evidence-based strategies and tactics aimed at addressing the chronic and pervasive gun violence problem. Yet, the question remains: Can the police effectively reduce and prevent gun crimes and associated violence? The Smart Policing Initiative (SPI) emerged on the law enforcement landscape in 2009. With SPI, the Bureau of Justice Assistance (BJA) sought to identify effective and efficient solutions to chronic local crime problems, including gun violence. This program provides a valuable opportunity for local police agencies to partner with academic researchers and rigorously assess whether gun violence reduction strategies have the intended effects on crime, violence, and communities. Indeed, nine of thirty-five SPI-funded police agencies nationwide have targeted gun violence as part of their Smart Policing Initiatives (Boston, MA; Los Angeles, CA; Baltimore, MD; Joliet, IL; Las Vegas, NV; Cambridge/Somerville/Everett, MA; Kansas City, MO; Rochester, NY; and East Palo Alto, CA). This Spotlight report reviews the common strategies that police have employed across those nine sites. These evidence-based strategies, which reflect core tenets of the SPI, are grounded in a risk-focused framework that recognizes the importance of targeting efforts on the places, people, and times at greatest threat of violence. The common strategies identified for implementation in the nine SPI sites include: - Targeting persistent gun violence hot spots - Targeting prolific offenders in persistent hot spots - Employing new technologies and advanced crime analysis - Engaging a wide range of collaborative partners - Conducting advanced problem analysis We prepared the Gun Violence Spotlight to further the national conversation on the gun violence problem and to provide a resource for local officials seeking to make informed, evidence-based decisions regarding their prevention, intervention, and suppression efforts. Though many of the SPI projects are ongoing, several sites have produced important findings, derived through rigorous research methodologies, which indicate that their interventions have effectively reduced gun violence: - Boston's problem-oriented strategy focusing on micro-level hot spots reduced aggravated assaults by more than 15 percent, violent crime by more than 17 percent, and robberies by more than 19 percent. - Baltimore's strategy of targeted enforcement within selected crime hot spots reduced homicides by 27 percent; and a related focused deterrence intervention reduced non-fatal shootings in one neighborhood by 40 percent. - Baltimore's Gun Offender Registry reduced gun-related re-offending risks among participants by 92 percent. - Los Angeles' LASER initiative, which combined place and offender strategies with the use of criminal intelligence data, reduced homicides by more than 22 percent per month in the target division (Newton), and gun crimes by 5 percent in each reporting district of the target division. The Boston, Baltimore, and Los Angeles findings are certainly encouraging, and they strongly suggest that the SPI has generated significant declines in gun crime and related violence. Results for other SPI sites will be forthcoming in the near future. This Spotlight identifies a number of next steps for addressing gun violence, most notably the development of supply-side approaches that disrupt illicit gun supply lines and combat illegal gun sales. Details: Washington, DC: CNA Analysis & Solutions, 2014. 36p. Source: Internet Resource: Smart Policing Initiative Spotlight Report: Accessed April 21, 2014 at: http://www.cna.org/sites/default/files/research/SPIGunViolenceSpotlight.pdf Year: 2014 Country: United States URL: http://www.cna.org/sites/default/files/research/SPIGunViolenceSpotlight.pdf Shelf Number: 132098 Keywords: CollaborationCrime Prevention ProgramsGun ControlGun ViolenceHot SpotsIllegal MarketsPartnershipsViolent Crime |
Author: Webster, Julianne Title: Innovative Police Responses to Drug Problems: Exploring a Third-Party Policing Partnership Between Police and Community Pharmacy Summary: Third-party policing partnerships are a policing innovation increasingly discussed in the crime prevention literature, but what we actually know about third-party policing partnerships is extremely limited. In the main, studies examine voluntary community-oriented partnerships, 'hot-spots' approaches and strategies utilising legal-levers to mobilise third-parties to perform a crime prevention or crime control response. Typically, the results of such studies are observed through changes to crime and disorder concerning the particular intervention at the designated place. However rarely do studies seek to understand the processes underpinning the development and implementation of third-party policing partnerships which are mandated by regulation; the role of third-parties; the role of regulation in the mobilisation of the partnership; the impact of the intervention for the third-party; or the effectiveness of the strategy from the perspective of the regulated third-parties. This dissertation seeks to further understand how such third-party policing partnerships are developed; how they are implemented; the nature of their impact; and how they perform against their crime control objectives. This study of third-party policing partnerships draws upon a case study of a policing partnership implemented to control access to pseudoephedrine products from community pharmacies. Products containing pseudoephedrine are utilised as a key precursor chemical in the domestic manufacture of illicit synthetic drugs such as methylamphetamine in clandestine laboratories. Hence the diversion of these products for non-therapeutic purposes represents a serious crime problem. Details: Mt. Gravatt, QLD: Griffith University, Key Centre for Ethics, Law, Justice and Governance, 2012. 350p. Source: Internet Resource: Dissertation: Accessed April 22, 2014 at: https://www120.secure.griffith.edu.au/rch/file/de2de64f-4945-5f94-96ea-b1615c5f831c/1/Webster_2012_02Thesis.pdf Year: 2012 Country: Australia URL: https://www120.secure.griffith.edu.au/rch/file/de2de64f-4945-5f94-96ea-b1615c5f831c/1/Webster_2012_02Thesis.pdf Shelf Number: 132110 Keywords: CollaborationDrug Abuse and CrimeDrug EnforcementPartnershipsThird-Party Policing |
Author: Buckley, Laura Title: An Evaluation Activity Undertaken by Crime and Disorder Reduction Partnerships in the North West Which Aim to Engage Young People in Crime Prevention and Reduction Initiatives Summary: In 2009 the ten Neighbourhood and Home Watch (NHW) regions in England and Wales were awarded a small sum of money by the Home Office to spend on developing the capacity of the movement regionally to better engage with the communities they serve. Neighbourhood and Home Watch North West decided to look specifically at the engagement of young people and, as part of this strategy, commissioned the International School for Communities, Rights and Inclusion at the University of Central Lancashire to undertake a small scale evaluation of existing activity undertaken to engage young people in crime reduction and crime prevention initiatives. It was agreed that there would be three strands to this work: 1. A brief literature review of published and grey literature relating to the engagement of young people in crime reduction activity to identify any best practice with respect to the engagement of young people in crime reduction and crime prevention initiatives; 2. A survey of Crime and Disorder Reduction Partnership (CDRP) leads for the North West to identify examples of successful engagement practice. 3. The production of a report identifying best practice and making practical and strategic recommendations for future Neighbourhood Watch activity across the North West. This research proposal was reviewed by an Ethics Committee at the University of Central Lancashire in order to ensure compliance with appropriate standards of ethics and procedures. This report sets out the findings and recommendations from the work and is split in to three parts. Part 1 - the literature review Part 2 - findings from the survey data Part 3 - discussion and recommendations for Neighbourhood and Home Watch North West Details: Lancashire, UK: University of Central Lancashire, 2010. 26p. Source: Internet Resource: Accessed April 22, 2014 at: http://www.ourwatch.org.uk/uploads/general/Research_Paper_on_engagement_with_young_people_in_crime_prevention_initiatives_by_CDRPs_in_the_North_West_region.pdf Year: 2010 Country: United Kingdom URL: http://www.ourwatch.org.uk/uploads/general/Research_Paper_on_engagement_with_young_people_in_crime_prevention_initiatives_by_CDRPs_in_the_North_West_region.pdf Shelf Number: 132117 Keywords: Crime PreventionDelinquency PreventionNeighborhood WatchPartnerships |
Author: Shirk, David A. Title: Building Resilient Communities in Mexico: Civic Responses to Crime and Violence Summary: This study is part of a multiyear effort by the Mexico Institute at the Woodrow Wilson International Center for Scholars and the Justice in Mexico Project at the University of San Diego to analyze the obstacles to and opportunities for improving citizen security in Mexico. Each of the authors featured in this edited volume makes a significant contribution to this endeavor through original research - including exhaustive data analysis, in-depth qualitative interviews, and direct field observations - intended to inform policy discussions on how to foster robust civic responses to the problems of crime and violence. This research was developed with an intended audience of policymakers, journalists, leaders of nongovernmental organizations, and other current and future leaders working to address these problems in Mexico. However, there are also important lessons from Mexico's experience that may have resonance in elsewhere in Latin America and other societies grappling with similar challenges. Details: Washington, DC: Wilson Center, Mexico Institute, 2014. 294p. Source: Internet Resource: Accessed April 24, 2014 at: http://www.wilsoncenter.org/sites/default/files/Resilient_Communities_Mexico.pdf Year: 2014 Country: Mexico URL: http://www.wilsoncenter.org/sites/default/files/Resilient_Communities_Mexico.pdf Shelf Number: 132178 Keywords: Crime PreventionGangsPartnershipsPolice-Citizen InteractionsPublic SecurityViolence (Mexico)Violent Crime |
Author: Connery, David Title: The Commonwealth's Part in the fight Against Organised Crime: It's worth doing more Summary: Organised crime is a significant threat to Australia's society and economy, and Australian governments already devote much attention and resources to combating it. This attention includes a new initiative to enhance Commonwealth - state law enforcement cooperation: an anti-gangs squad. The new squad will bring a range of new information sources to help state police forces in practical and direct ways. It will be welcome and is likely to enhance the existing effort against organised crime. But there's another area where the Commonwealth could show leadership: by helping all Australian jurisdictions to build capability to counter organised crime. Capability is simply the mixture of people, equipment, processes and training that gives an organisation the potential to achieve its mission. But capability development, as it's known, is an active process that requires money and attention. After making the case for the Commonwealth to do more in the area of organised crime, and outlining the role and function of the Australian Government's anti-gangs squad initiative, this paper proposes two options for how the government could promote nationwide capability development in this area. The first is to expand the function and resources given to the Senior Officers Group on Organised Crime (SOG on OC) so that it has the funds and support to make a plan for new, nationally consistent capability. This option would cost around $18 million a year and require an expansion of the committee. The second option is to extend the remit of the Australia - New Zealand Counter-Terrorism Committee. This option would leverage the extensive (but not complete) overlap between the needs of countering terrorism and countering organised crime. Of the two options, expanding and funding the SOG on OC, using money from proceeds-of-crime or unexplained wealth confiscations, is suggested as a good first step because it involves the least amount of change. But it should be only an interim step. What should also occur at the same time is an extensive review of the interjurisdictional governance arrangements for domestically oriented security challenges in Australia. The review should aim to minimise the current duplications among committees and enhance the effectiveness of the Commonwealth-state partnerships in areas including crime fighting, counterterrorism, emergency management and cybersecurity. Details: Australian Strategic Policy Institute, 2013. 12p. Source: Internet Resource: Accessed May 17, 2014 at: https://www.aspi.org.au/publications/the-commonwealths-part-in-the-fight-against-organised-crime/SR61_Organised_crime.pdf Year: 2014 Country: Australia URL: https://www.aspi.org.au/publications/the-commonwealths-part-in-the-fight-against-organised-crime/SR61_Organised_crime.pdf Shelf Number: 132379 Keywords: Counter-TerrorismCriminal GangsCybersecurityOrganized Crime (Australia)Partnerships |
Author: U.S. Department of Justice Title: Federal Strategic Action Plan on Services for Victims of Human Trafficking in the United States, 2013-2017 Summary: In commemoration of the 150th anniversary of the Emancipation Proclamation, the Obama Administration reaffirmed the American values of freedom and equality by asking federal agencies to develop a plan to strengthen services for victims of human trafficking. Coordination, Collaboration, Capacity, the Federal Strategic Action Plan on Services for Victims of Human Trafficking in the United States, 2013-2017 (the Plan) embraces these principles and builds on the progress that our Nation has made in combating human trafficking and modern day forms of slavery through government action, as well as partnerships with allied professionals and concerned citizens. As our understanding of the scope and impact of human trafficking evolved over the years, we now recognize a more complex web of exploitation affecting diverse communities across the country. Today, we acknowledge that human trafficking affects U.S. citizens and foreign nationals, adults and children, and men, women, and transgender individuals who are victimized across a wide range of commercial sex and forced labor schemes. This Plan details a series of coordinated actions to strengthen the reach and effectiveness of services provided to all victims of human trafficking, regardless of the victims' race, color, national origin, disability, religion, age, gender, immigration status, sexual orientation, or the type of trafficking they endured. The purpose of this Plan is to describe the steps that federal agencies will take to ensure that all victims of human trafficking in the United States are identified and have access to the services they need to recover. This includes steps to create a victim services network that is comprehensive, trauma-informed, and responsive to the needs of all victims. While prevention and prosecution activities fall outside the scope of this document, the Administration recognizes that addressing human trafficking through prevention, exploring and implementing demand reduction strategies, and using prosecution to hold offenders accountable are critical elements in the U.S. Government's comprehensive approach to combating all forms of human trafficking. The Plan focuses on providing and coordinating support for victims and it aligns with all other efforts of the Federal Government to eliminate human trafficking and prevent further victimization, particularly as outlined in the Attorney General's Annual Report to Congress and Assessment of U.S. Government Activities to Combat Trafficking in Persons. The Plan identifies several "core values" related to trafficking victims' services and key areas for improving service delivery. Recognizing that government alone cannot stop this insidious crime, the Plan is written to appeal to a wide audience in order to bring additional resources, expertise, and partnerships to end human trafficking and better support victims. For example, public awareness must be increased to engage more stakeholders and increase victim identification. There must also be an expansion of access to victim services. Finally, the quality of the services, not merely the quantity, must be addressed to ensure that victims are supported throughout their long-term journey as survivors. The Plan lays out four goals, eight objectives, and contains more than 250 associated action items for victim service improvements that can be achieved during the next 5 years. Federal agencies will coordinate efforts and work toward each of these goals simultaneously. Actions to improve victim identification are woven through each of the goals. Details: Washington, DC: U.S. Department of Justice, Office for Victims of Crime, 2014. 84p. Source: Internet Resource: Accessed May 19, 2014 at: http://www.ovc.gov/pubs/FederalHumanTraffickingStrategicPlan.pdf Year: 2014 Country: United States URL: http://www.ovc.gov/pubs/FederalHumanTraffickingStrategicPlan.pdf Shelf Number: 132396 Keywords: Forced LaborHuman Trafficking (U.S.)Human Trafficking VictimsPartnershipsProstitutionSexual ExploitationVictim Services |
Author: Giblin, Matthew J. Title: Understanding Influence Across Justice Agencies: The Spread of "Community Reforms" from Law Enforcement to Prosecutor Summary: Within the last few decades, police departments and prosecutors' offices innovated with new policies and practices, particularly those stressing the community (i.e., community policing, community prosecution). Although organizational innovation has been empirically researched within the discipline of criminal justice, most of these studies focused on the police in isolation from the other components of the criminal justice system. These valuable studies have identified several factors that are associated with innovation including those both internal and external to organizations, but researchers have rarely considered the influence of the policies and practices of other criminal justice agencies. Police and prosecutors, even though interconnected and part of the same system, are studied individually and the cross-component effects of other agencies within the criminal justice system have not received much attention in the literature. This study explores the innovation of community prosecution using organizational predictors typically associated with innovation while also including measures of community policing within the jurisdiction of the prosecutors' offices. Community policing practices of the agencies within the jurisdiction are potentially powerful influences on community prosecution. Using data from the 2001 and 2005 waves of the National Prosecutors Survey and the 2000 and 2003 waves of the Law Enforcement Management and Administrative Statistics survey, analyses show that community reforms are not connected across system components. Several possible explanations are offered to account for these findings. Details: Carbondale, IL: Southern Illinois University, Department of Criminology and Criminal Justice, 2014. 87p. Source: Internet Resource: Accessed June 19, 2014 at: https://www.ncjrs.gov/pdffiles1/nij/grants/245945.pdf Year: 2014 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/245945.pdf Shelf Number: 132523 Keywords: Community JusticeCommunity PolicingCommunity ProsecutionCourt ReformPartnershipsProsecutors |
Author: Bjelopera, Jerome P. Title: Domestic Federal Law Enforcement Coordination: Through the Lens of the Southwest Border Summary: Federally led law enforcement task forces and intelligence information sharing centers are ubiquitous in domestic policing. They are launched at the local, state, and national levels and respond to a variety of challenges such as violent crime, criminal gangs, terrorism, white-collar crime, public corruption, even intelligence sharing. This report focuses on those task forces and information sharing efforts that respond to federal counterdrug and counterterrorism priorities in the Southwest border region. More generally, the report also offers context for examining law enforcement coordination. It delineates how this coordination is vital to 21st century federal policing and traces some of the roots of recent cooperative police endeavors. Policy makers interested in federal law enforcement task force operations may confront a number of fundamental issues. Many of these can be captured under three simple questions: 1. When should task forces be born? 2. When should they die? 3. What overarching metrics should be used to evaluate their lives? Task forces are born out of a number of realities that foster a need for increased coordination between federal law enforcement agencies and their state and local counterparts. These realities are particularly evident at the Southwest border. Namely, official boundaries often enhance criminal schemes but can constrain law enforcement efforts. Criminals use geography to their advantage, profiting from the movement of black market goods across state and national boundaries. At the same time, police have to stop at their own jurisdictional boundaries. Globalization may aggravate such geographical influences. In response, task forces ideally leverage expertise and resources-including money and manpower to confront such challenges. Identifying instances where geography, globalization, and criminal threat come together to merit the creation of task forces is arguably a process best left to informed experts. Thus, police and policy makers can be involved in highlighting important law enforcement issues warranting the creation of task forces. Task forces, fusion centers, and other collaborative policing efforts can be initiated legislatively, administratively, or through a combination of the two, and they can die through these same channels. While some clarity exists regarding the circumstances governing the creation of task forces, it is less clear when they should die and how their performance should be measured. Two basic difficulties muddy any evaluation of the life cycles of law enforcement task forces. First, and in the simplest of terms, at the federal level no one officially and publicly tallies task force numbers. The lack of an interagency "task force census" creates a cascading set of conceptual problems. - Without such information, it is challenging, if not impossible, to measure how much cooperation is occurring, let alone how much cooperation on a particular threat is necessary. - Concurrently, it may be difficult to establish when specific task forces should be disbanded or when funding for a particular class of task forces (e.g., violent crime, drug trafficking, counterterrorism) should be scaled back. - Additionally, how can policy makers ascertain whether task force programs run by different agencies duplicate each other's work, especially if they target the same class or category of criminals (such as drug traffickers or violent gangs)? For example, do the violent crime task forces led by one agency complement, compete with, or duplicate the work of another's? To give a very broad sense of federal task force activity in one geographic area, CRS compiled a list of task forces and fusion centers operating along the Southwest border, which are geographically depicted in this report. To be included in the list, a task force had to exhibit the possibility of either directly or indirectly combatting drug trafficking or terrorism. Thus, task forces devoted to fighting gangs, violent crime, public corruption, capturing fugitives, and money laundering may be included. Second, there is no general framework to understand the life trajectory of any given task force or class of task forces. What key milestones mark the development and decline of task forces? (Can such a set of milestones even be produced?) How many task forces outlive their supposed value because no thresholds regarding their productivity are established? Though federal law enforcement has embraced the task force concept, it has not agreed on the breadth or duration of such cooperation. Such lack of accord extends to measuring the work of task forces. This report suggests a way of conceptualizing these matters by framing task force efforts and federal strategies tied to them in terms of input, output, and outcome-core ideas that can be used to study all sorts of organizations and programs, including those in law enforcement. An official task force census coupled with a conceptual framework for understanding and potentially measuring their operations across agencies could greatly assist policy making tied to federal policing throughout the country, and particularly along the Southwest border. Details: Washington, DC: Congressional Research Service, 2014. 40p. Source: Internet Resource: R43583: Accessed June 26, 2014 at: http://fas.org/sgp/crs/homesec/R43583.pdf Year: 2014 Country: United States URL: http://fas.org/sgp/crs/homesec/R43583.pdf Shelf Number: 132554 Keywords: Border SecurityDrug TraffickingFusion CentersIntelligence GatheringOrganized CrimePartnershipsTerrorism |
Author: U.S. Government Accountability Office Title: Border Security: Opportunities Exist to Strengthen Collaborative Mechanisms along the Southwest Border Summary: The Department of Homeland Security (DHS) has coordinated border security efforts using collaborative mechanisms in Arizona and South Texas, specifically (1) the Joint Field Command (JFC), which has operational control over all U.S. Customs and Border Protection (CBP) resources in Arizona; (2) the Alliance to Combat Transnational Threats (ACTT), which is a multiagency law enforcement partnership in Arizona; and (3) the South Texas Campaign (STC), which integrates CBP resources and facilitates coordination with other homeland security partner agencies. Through these collaborative mechanisms, DHS and CBP have coordinated border security efforts in (1) information sharing, (2) resource targeting and prioritization, and (3) leveraging of assets. For example, to coordinate information sharing, the JFC maintains an operations coordination center and clearinghouse for intelligence information. Through the ACTT, interagency partners work jointly to target individuals and criminal organizations involved in illegal cross-border activity. The STC leverages assets of CBP components and interagency partners by shifting resources to high-threat regions and conducting joint operations. DHS and CBP have established performance measures and reporting processes for the JFC and ACTT in Arizona and the STC in South Texas; however, opportunities exist to strengthen these collaborative mechanisms by assessing results across the efforts and establishing written agreements. Each collaborative mechanism reports on its results to DHS or CBP leadership through a variety of means, such as accomplishment reports and after-action reports. However, CBP has not assessed the JFC and STC mechanisms to evaluate results across the mechanisms. JFC and STC components GAO interviewed identified challenges with managing resources and sharing best practices across the mechanisms. For example, officials from all five JFC components GAO interviewed highlighted resource management challenges, such as inefficiencies in staff conducting dual reporting on operations to CBP leadership. Best practices for interagency collaboration call for federal agencies engaged in collaborative efforts to create the means to monitor and evaluate their efforts to enable them to identify areas for improvement. An assessment of the JFC and STC could provide CBP with information to better address challenges the mechanisms have faced. In addition, DHS has not established written agreements with partners in the ACTT and STC Unified Command - the entity within STC used for coordinating activities among federal and state agencies - consistent with best practices for sustaining effective collaboration. Officials from 11 of 12 partner agencies GAO interviewed reported coordination challenges related to the ACTT and STC Unified Command, such as limited resource commitments by participating agencies and lack of common objectives. For example, a partner with the ACTT noted that that there have been operations in which partners did not follow through with the resources they had committed during the planning stages. Establishing written agreements could help DHS address coordination challenges, such as limited resource commitments and lack of common objectives. GAO recommends that CBP assess the JFC and STC, and that DHS, among other things, establish written agreements with ACTT and the STC Unified Command partners. DHS concurred with the recommendations. Details: Washington, DC: GAO, 2014. 49p. Source: Internet Resource: Accessed June 30, 2014 at: http://www.gao.gov/assets/670/664479.pdf Year: 2014 Country: United States URL: http://www.gao.gov/assets/670/664479.pdf Shelf Number: 132572 Keywords: Border SecurityHomeland SecurityPartnerships |
Author: Youth Justice Board for England and Wales Title: Modern Youth Offending Partnerships: Guidance on effective offending team governance in England Summary: New statutory guidance has been issued to Youth Offending Teams and local partners in England to ensure youth justice services remain effective in a changing landscape. 'Modern Youth Offending Partnerships', published today, recognises the many significant reforms both nationally and locally, which have affected YOTs and statutory partners. Recent changes include, the introduction of police and crime commissioners, the new health commissioning structures and initiatives such as 'Troubled Families'. The new guidance, replaces 'Sustaining the Success' published in 2004, and reaffirms the responsibilities YOTs, local authorities and statutory partners, including health, police and probation services, have within the youth justice system, while also recognising that local arrangements will vary to meet local circumstances. In writing the foreword to 'Modern Youth Offending Partnerships' Justice Minister Jeremy Wright said: 'The local and national youth justice landscape within which youth justice services are delivered has changed significantly since the first multi-agency YOTs were established. 'We now have increased co-ordination between YOTs and children's services, new youth sentencing provisions resulting in changes to how YOTs deal with young people who have offended, and more opportunity for YOTs to be innovative at a local level. 'Nevertheless, the primary duty of local authorities, together with statutory partners in health, police and probation - to oversee and co-ordinate the provision of youth justice services locally and to ensure that the actions outlined in annual youth justice plans are carried out effectively - remains the same. 'The time is right, therefore, to refresh and reissue guidance to statutory partners to help them, their YOTs and the young people and victims they work with. 'It's a timely reminder that although much has changed, the principal aim of all youth justice services remains the same: that of preventing offending by children and young people.' Details: London: Ministry of Justice, 2013. 28p. Source: Internet Resource: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/319291/youth-offending-partnerships-guidance.pdf Year: 2013 Country: United Kingdom URL: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/319291/youth-offending-partnerships-guidance.pdf Shelf Number: 132640 Keywords: Delinquency PreventionJuvenile Justice ReformJuvenile Offenders (U.K.)Partnerships |
Author: Albrecht, Peter Title: Community Policing in Sierra Leone - Local Policing Partnership Boards Summary: This report was produced in 2012-2013 in support of the Access to Security and Justice Programme (ASJP) in Sierra Leone, funded by the United Kingdom (UK) Department for International Development (DFID) and implemented by Development Alternatives Inc. (DAI). Its findings have been used to inform the program's activities as they relate to the Sierra Leone Police (SLP) community policing model, which is built up around the Local Policing Partnership Boards (LPPBs). From this point of departure, the report serves two purposes. First, it is a source of how the SLP has applied its community policing in Sierra Leone, and specifically how LPPBs operate across the country. Second, the report provides insight into the approach taken by the ASJP in support of the SLP community policing model. (For this reason, recommendations as they were formulated in 2013 have not been deleted from the report). As soon as the war in Sierra Leone officially came to an end (2002), the process of establishing LPPBs in Local Command Units (LCU) (police divisions) across Sierra Leone began. They were instituted to ensure stakeholder participation in the process of policing, signifying a perceived need within the police and among international partners to rebuild relations with local communities. They are expected to investigate and resolve conflict between members of the community, and increase the level of interaction between the police and the local communities. What this has meant in practice is under scrutiny in this report. The report analyses how community policing is organized in 17 of Sierra Leone's 33 LCUs by looking at the role and responsibilities of LPPBs in: a. Establishing linkages between local communities and the SLP; b. Enforcing local security; and c. Setting priorities of the SLP. Conclusions are based upon on-site observations and comprehensive interviews of police officers and LPPB members. The report reveals a number of reasons why the LPPBs are an important element of the SLP's policing model, but also where there is room for improvement. Details: Copenhagen: Danish Institute for International Studies (DIIS), 2014. 66p. Source: Internet Resource: DIIS Report 2014:16: Accessed August 13, 2014 at: http://en.diis.dk/files/publications/Reports2014/diisreport2014-16_forweb.pdf Year: 2014 Country: Sierra Leone URL: http://en.diis.dk/files/publications/Reports2014/diisreport2014-16_forweb.pdf Shelf Number: 133026 Keywords: Community Policing (Sierra Leone)PartnershipsPolice Reform |
Author: Martin-Roethele, Chelsie Title: Police Innovation: Enhancing Research and Analysis Capacity through Smart Policing Summary: Much research has been done on innovations in policing over the past few decades. However, little research has been done on the Smart Policing Initiative, the latest innovation in economically and financially effective crime prevention and reduction strategies. One of the key aspects of the Smart Policing Initiative is the collaboration of police agencies and research partners to more effectively address specific crime issues. The current study uses mean score comparisons and qualitative responses to evaluate this partnership to determine the extent of its value and effect. It also seeks to determine the areas of police agency crime analysis and research units that are most in need of enhancement. Findings are that the research partners are actively involved in a range of aspects involved in problem solving under the Smart Policing Initiative, and that they have positively influenced police agencies' research and crime analysis functions, and to a lesser extent, have positively impacted police agencies' tactical operations. Additionally, personnel, technology, and training were found to be the main areas of the crime analysis and research units that still need to be enhanced. Details: Phoenix: Arizona State University, 2013. 92p. Source: Internet Resource: Thesis: Accessed August 23, 2014 at: http://cvpcs.asu.edu/products/police-innovation-enhancing-research-and-analysis-capacity-through-smart-policing Year: 2013 Country: United States URL: http://cvpcs.asu.edu/products/police-innovation-enhancing-research-and-analysis-capacity-through-smart-policing Shelf Number: 133130 Keywords: CollaborationCrime AnalysisPartnershipsPolicingPolicing Innovation |
Author: Schwartz, Robert G. Title: Pennsylvania and MacArthur's Models for Change: The Story of a Successful Public-Private Partnership Summary: At the heart of the Models for Change story in Pennsylvania is the partnership between the John D. and Catherine T. MacArthur Foundation and the Juvenile Justice and Delinquency Prevention Committee (JJDPC), Pennsylvania's state advisory group (SAG). This monograph highlights some of the ways that Pennsylvania's SAG combined people, vision and dollars with those of Models for Change. It shows how the Foundation identified and collaborated with a key state agency to improve Pennsylvania's juvenile justice system. The JJDPC and Models for Change supported many separate lanes on the highway of reform, but some of those lanes merged to create a smoother, faster pathway to common goals. Details: Philadelphia: Juvenile Law Center, 2013. 64p. Source: Internet Resource: accessed August 28, 2014 at: http://www.modelsforchange.net/publications/457 Year: 2013 Country: United States URL: http://www.modelsforchange.net/publications/457 Shelf Number: 129893 Keywords: Evidence-Based Practices Juvenile Aftercare Juvenile Justice Policy Juvenile Justice Reform (Pennsylvania) Juvenile Justice Systems Juvenile Reentry Partnerships |
Author: United Nations Human Settlements Programme Title: Diagnosis of Insecurity Report in Port Moresby, Papua New Guinea Summary: In 2002, the Government of Papua New Guinea with the support of the United Nations Development Programme (UNDP) and technical assistance from the United Nations Human Settlements Programme (UN-HABITAT) launched the Safer Port Moresby Initiative with the express aim of addressing the underlying causes of crime that have accompanied the unprecedented urban growth of Port Moresby. The Safer Port Moresby Initiative (SPMI) is a citywide crime prevention initiative that is built on partnerships with public, private and popular (sector) institutions that can contribute towards crime reduction in the city. The initiative is presently being run from the offices of the Department for Community Development, formally known as the Department of Social Welfare and Development and works closely with the City Government (National Capital District Commission - NCDC). Details: Nairobi, Kenya: UN-HABITAT, 2004. 57p. Source: Internet Resource: Safer Cities Programme Series 4: Accessed September 12, 2014 at: http://unhabitat.org/publications/diagnosis-of-insecurity-report-in-port-moresby-papua-new-guinea/ Year: 2004 Country: Papua New Guinea URL: http://unhabitat.org/publications/diagnosis-of-insecurity-report-in-port-moresby-papua-new-guinea/ Shelf Number: 133301 Keywords: CollaborationCrime PreventionNeighborhoods and CrimePartnershipsUrban Areas (Papua New Guinea) |
Author: Adams, Sharyn Title: Collaborating to fight drug crime: Profile of the East Central Illinois Task Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois-metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. MEGs have been in existence in Illinois since the 1970's through the Intergovernmental Drug Enforcement Act [30 ILCS 715/1]. MEG policy boards engage in an active, formal role in the management of operations. MEG policy boards are required to include an elected official and the chief law enforcement officer, or their designees, from each participating unit of government. An elected official from one of the participating agencies must be designated to act as financial officer of the MEG to receive operational funds. MEG operations are limited to the enforcement of drug laws and delineated weapons offenses and the investigation of street gang-related crimes. Periodically, the Illinois Criminal Justice Information Authority (ICJIA) profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. This profile focuses on the East Central Illinois Task Force (ECITF), which covers Coles, Douglas, and Moultrie counties with an estimated total population of 88,339 in 2010. In 2010, 10 local police agencies participated in ECITF. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Ten officers were assigned to ECITF in 2010, eight of the officers were assigned by participating agencies and two from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed October 9, 2014 at: http://www.icjia.state.il.us/public/pdf/megprofiles/ECITF_122012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/public/pdf/megprofiles/ECITF_122012.pdf Shelf Number: 133904 Keywords: CollaborationDrug Abuse and Crime (Illinois)Drug EnforcementPartnerships |
Author: President's Advisory Council on Faith-based and Neighborhood Partnerships (U.S.) Title: Building Partnerships to Eradicate Modern-Day Slavery: Report of Recommendations to the President Summary: There are more slaves in the world today than at any other point in human history, with an estimated 21 million in bondage across the globe. Every 30 seconds another person becomes a victim of human trafficking. Trafficking in persons, or modern-day slavery, mars every corner of the globe and manifests itself in a debasement of our common humanity that is completely at odds with religious and ethical teachings alike. This heinous crime robs tens of millions of people of their basic freedom and dignity. Victims of modern-day slavery include U.S. citizens and foreign nationals, children and adults, who are trapped in forced labor and commercial sexual exploitation, with little hope of escape. Trafficking in persons is estimated to be one of the top-grossing criminal industries in the world, with traffickers profiting an estimated $32 billion every year. The extraordinary reach of this crime is shocking-with cases reported in virtually every country in the world, including in all 50 U.S. states and the District of Columbia and U.S. territories and insular areas. This report is a call to action for our government to partner with all parts of the American citizenry, including philanthropic organizations, the business community, institutions of higher education, and the non-profit sector, both religious and secular, to eradicate modern-day slavery. Our country's leadership is urgently needed to fight this heinous crime. Details: Washington, DC: The Advisory Council, 2013. 40p. Source: Internet Resource: Accessed October 24, 2014 at: http://www.whitehouse.gov/sites/default/files/docs/advisory_council_humantrafficking_report.pdf Year: 2013 Country: United States URL: http://www.whitehouse.gov/sites/default/files/docs/advisory_council_humantrafficking_report.pdf Shelf Number: 133812 Keywords: Faith-Based GroupsForced LaborHuman Trafficking (U.S.)PartnershipsProstitutionSexual Exploitation |
Author: Ziedenberg, Jason Title: Case Study: New York City Department of Probation's Federal Partnership Efforts Summary: The New York City Department of Probation (DOP) - the second largest probation department in the country - is advancing a process to infuse evidence-based policies and practices (EBPP) throughout the organization. Building on a solid organizational foundation as well as on advances in the field over the past decade, the staff and leadership are driving initiatives to use better tools to design supervision strategies, utilize communications more effectively, and improve staff development through customized training so that senior leadership through line staff are invested in the new approach. They are also engaging community partners to build capacity so that DOP's clients can thrive in the communities where they live. Details: Washington, DC: U.S. Department of Justice, Bureau of Justice Assistance, 2014. 25p. Source: Internet Resource: Accessed November 12, 2014 at: https://www.bja.gov/Publications/FVTC-NYCDOP.pdf Year: 2014 Country: United States URL: https://www.bja.gov/Publications/FVTC-NYCDOP.pdf Shelf Number: 134022 Keywords: Criminal Justice PoliciesEvidence-Based PracticesPartnershipsProbation (New York City)Probation Officers |
Author: Northern Ireland Criminal Justice Inspection Title: Policing and Community Safety Partnerships: A review of governance, delivery and outcomes Summary: Although PCSPs have delivered successful projects and events at a local level, the absence of reliable performance indicators limited the assessment of their overall impact. Working relationships with community partners were more successful than those with statutory agencies and police accountability meetings were most successful when operating in an open and transparent manner. At the end of the current four-year cycle, the efficiency and viability of PCSPs should be reviewed against baseline performance measures. The contribution made by Police and Community Safety Partnerships (PCSPs) in Northern Ireland to improving community safety in local areas and addressing concerns around policing issues, has been examined in an independent inspection report published today (4 December 2014). The report by Criminal Justice Inspection Northern Ireland (CJI) which looked at governance, performance and accountability, found a lack of reliable performance information meant it was difficult to establish the overall impact of PCSPs. It also identified that current governance arrangements were too bureaucratic and that on average 43% of the $5.5m funding provided annually to PCSPs, was being spent on administration costs. Details: Belfast: Criminal Justice Inspection Northern Ireland, 2014. 52p. Source: Internet Resource: Accessed January 15, 2015 at: http://www.cjini.org/CJNI/files/aa/aacda6ac-11fa-4d0a-944a-4ba2cd4eed28.pdf Year: 2014 Country: United Kingdom URL: http://www.cjini.org/CJNI/files/aa/aacda6ac-11fa-4d0a-944a-4ba2cd4eed28.pdf Shelf Number: 134410 Keywords: PartnershipsPolice AccountabilityPolice PerformancePolice-Community Relations (Northern Ireland) |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Increasing efficiency in the Police Service: The role of collaboration Summary: Police collaboration is not a new phenomenon. Forces in England and Wales have always looked to share resources and to outsource some parts of their business in order to increase their operational resilience. Sharing resources can also result in significant savings. This makes collaboration - whether with another force, the public or private sector - one option available to the police as they work to close the 20% savings requirement outlined in the October 2010 Spending Review (SR). However, when Her Majesty's Inspectorate of Constabulary (HMIC) last asked about this, only 29 of the 43 forces across England and Wales had identified how savings could be made through collaboration. HMIC therefore took a further snapshot of collaborative activity in winter 2011 to see if progress had been made. This report describes what we found, and includes the projected financial savings from collaborative activity over the spending review period - the first time these comparative data have been collected or published. It also includes case studies of how different forces are collaborating (and with whom); and provides data and analysis to enable forces and their governing bodies to make informed choices when considering the value of future collaborations. We end with some key questions that might be useful to forces in making these decisions. Details: London: HMIC, 2012. 79p. Source: Internet Resource: Accessed February 11, 2015 at: https://www.justiceinspectorates.gov.uk/hmic/media/increasing-efficiency-in-the-police-service.pdf Year: 2012 Country: United Kingdom URL: https://www.justiceinspectorates.gov.uk/hmic/media/increasing-efficiency-in-the-police-service.pdf Shelf Number: 134594 Keywords: PartnershipsPolice CollaborationPolice EffectivenessPolice Policies and PracticesPolicing (U.K.)Resource Sharing |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Private Sector Partnering in the Police Services Summary: 1 Police forces in England and Wales have contracted with the private sector for several decades. However, this activity has increased over the last two years as the service responds to the budget reductions required by the 2010 spending review,1 with more forces agreeing high‑value, long-term contracts. 2 Her Majesty's Inspectorate of Constabulary (HMIC) has reported on this increase in police/private sector partnering in three publications: Adapting to Austerity (2011), Increasing Efficiency in the Police Service (2012); and Adapting to Austerity: One Year On (2012). These found that: OO private/public partnerships can help forces develop new and more efficient approaches to providing services, but the service was not yet fully exploiting the benefits, and there are also associated risks (Increasing Efficiency in the Police Service); and OO there is a lack of good quality, comparative information on the potential benefits from different private or public sector collaborations (Adapting to Austerity). 3 As a result, HMIC identified a pressing need to share good quality, comparative information on the potential benefits of different private/public sector initiatives. 4 The National Audit Office (NAO) has produced numerous reports examining arrangements between the public and private sector in providing public services. These range from in-depth examinations of specific private finance initiative (PFI) contracts to wider reviews looking at thematic issues such as financing and tendering. The NAO also has a role in scrutinising the value for money of the grants that central government makes to the police service - for example, the NAO published a report looking at police procurement in March 2013. This report described the various types of collaboration forces entered into, including with private sector providers, and made recommendations for how further savings could be achieved. Details: London: HMIC, 2013. 74p. Source: Internet Resource: Accessed February 12, 2015 at: https://www.justiceinspectorates.gov.uk/hmic/media/private-sector-partnering-in-the-police-service-20130705.pdf Year: 2013 Country: United Kingdom URL: https://www.justiceinspectorates.gov.uk/hmic/media/private-sector-partnering-in-the-police-service-20130705.pdf Shelf Number: 134600 Keywords: CollaborationPartnershipsPolicing (U.K.)Private SectorPrivatization |
Author: Ramirez, Debbie A. Title: Developing partnerships between law enforcement and American Muslim, Arab, and Sikh communities: a promising practices guide Summary: The Partnering for Prevention and Community Safety Initiative (PfP) grew out of a series of conversations among American Muslim, Arab, and Sikh communities, and among federal, state, and local law enforcement leaders, that began in the fall of 2001. After the attacks of September 11th, leaders in the Muslim, Arab, and Sikh communities realized a critical need to define themselves as distinctly American communities who, like all Americans, had every desire to help prevent another terrorist attack. It was, as many have noted, their time in history. However, these communities also had the added burden of both guarding their civil liberties from heightened security measures and protecting their children, their homes, and their places of worship from hate crimes and hate incidents. To achieve these goals these communities began to prioritize law enforcement outreach efforts. At the same time law enforcement recognized that the tools used prior to September 11th were inadequate to the new post-September 11th task. Although traditional investigative tools had been useful in achieving a quick and thorough response to September 11th, law enforcement needed enhanced tools to effectively prevent future acts of terror. Specifically, September 11th reinforced the idea that for law enforcement agencies to effectively prevent future acts of terrorism, it would require the cooperation and assistance of the American Muslim, Arab, and Sikh communities. Embedded within these communities are the linguistic skills, information, and cultural insights necessary to assist law enforcement in its efforts to identify suspicious behavior. In order to have access to these critical tools and information, law enforcement recognized the need to build the bridges required for effective communication with these groups. In the fall of 2002, members of the future PfP research team came together at Northeastern University to pursue mechanisms for moving this discussion about institutionalizing partnerships forward into action. In order to assist with the development of partnerships, the team decided to research 1) the benefits of these proposed partnerships; 2) the challenges posed by this partnership model; 3) case studies of these partnerships in action; and, ultimately, 4) the "promising practices" that can be utilized by sites interested in pursuing this model. The PfP research was conducted from May 2003 to May 2004 and was based on three sites: Southeastern Michigan, Southern California, and Greater Boston. Guidance and input from national partners in Washington, DC was another critical piece of the research plan. These research sites were chosen because of their experience in developing preliminary partnerships between communities and local, state, and federal law enforcement agencies, the presence of major terrorism or hate crime investigations, and/or because significant numbers of Arab, Muslim and Sikh community members indicated an interest in participating in the study. These communities were chosen because both law enforcement and the perpetrators of hate crimes were (and in some cases still are) focused on individuals who share or are perceived to share1 characteristics with the September 11th hijackers. Specific research participants were initially identified through national organizations. Local chapters of these organizations then directed the team toward other interested community members, who were also asked to participate. On the law enforcement side, key federal, state, and local agencies were contacted in each of the three sites. Over the course of the year, PfP visited the three sites and conducted numerous focus groups, personal interviews, and discussions with community and law enforcement members. After these visits, the team continued to communicate with project participants through emails, letters, faxes, and phone calls. All project participants were given the opportunity to review a draft version of the relevant section of the report to help ensure its accuracy. As a culmination of this research, the Promising Practices Guide aims to demonstrate the research findings that: 1) The goals of the American Muslim, Arab, and Sikh communities and law enforcement are not in conflict and can in fact be achieved simultaneously; 2) The most effective model for simultaneously addressing community and law enforcement concerns is through institutionalized partnerships; and 3) While there are significant challenges to achieving these partnerships, they are not only possible but also necessary for both community safety and terrorism prevention. While this work is by no means comprehensive, it does reflect the experience of a wide range of community and law enforcement representatives. Both in terms of studying additional sites and contacting more community organizations and law enforcement entities, there is still much work in this arena to be done. The hope is that this guide will serve as the beginning of an ongoing dialogue and the catalyst for new programming and training focused on the initiation, development, and strengthening of partnerships. This research will continue and can be followed by accessing PfP's website at www.ace.neu.edu/pfp. Details: Boston: Northeastern University, Partnering for Prevention & Community Safety Initiative, 2004. 98p. Source: Internet Resource: Accessed March 11, 2015 at: http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1003&context=pfp_pubs Year: 2004 Country: United States URL: http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1003&context=pfp_pubs Shelf Number: 134905 Keywords: Community Crime PreventionCommunity ParticipationCommunity-Oriented ProgramsCrime Prevention Programs (U.S.)Minority GroupsPartnershipsPolice-Citizen InteractionsPolice-Community RelationsTerrorism |
Author: Ramirez, Debbie A. Title: The greater London experience: essential lessons learned in law enforcement - community partnerships and terrorism prevention Summary: Since the September 11, 2001 attacks on the World Trade Center and the Pentagon, United States law enforcement has feared the sleeper cell - a small group of individuals sent from abroad by a foreign terrorist organization to live quietly in Muslim neighborhoods in the United States and wait for the signal to initiate pre-planned terrorist attacks. More recently, in large part as a result of the July 7, 2005 London attacks, United States law enforcement has recognized that similar dangers may arise from homegrown militants who are either born or raised in the United States, and who operate with little or no support from foreign terrorist organizations. Information that would likely be most helpful to exposing these potential dangers lies in Muslim communities in a small number of United States cities. United States law enforcement, however, has been slow to reach out to them for assistance and guidance and develop meaningful relationships with them. Our research has shown that a significant reason for this disconnect is that United States law enforcement does not appear to know how to effectively connect with these communities. British law enforcement is far ahead of the United States both in thinking creatively about building bridges to its Muslim communities and implementing community policing programs that produce constructive interactions between these communities and various branches of law enforcement. Because they began their efforts well before the July 7, 2005 London bombings, British law enforcement was able to see firsthand how their connections with the Muslim community, particularly in the Bradford/Leeds area of England, helped them quickly identify the bombers and develop leads that were critical to their investigation. In the wake of those bombings, British law enforcement has worked even harder to expand their community policing efforts with their Muslim communities. These efforts have proven fruitful on multiple fronts, including in August 2006, when a tip from the Muslim community helped British police thwart a terrorist plot to detonate bombs on international flights departing from London's Heathrow Airport. In short, British law enforcement is far ahead of our own in connecting with Muslim communities, even though Muslim communities in Great Britain are significantly less prosperous and more alienated from the mainstream than Muslim communities in the United States. The premise of this paper is that we have much to learn from what they have begun. Details: Boston: Northeastern University, Partnering for Prevention & Community Safety Initiative, 2011. 44p. Source: Internet Resource: Partnering for Prevention & Community Safety Initiative Publications Paper no. 5: Accessed March 11, 2015 at: http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1004&context=pfp_pubs Year: 2011 Country: United Kingdom URL: http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1004&context=pfp_pubs Shelf Number: 134906 Keywords: Crime PreventionMinority GroupsMuslimsPartnershipsPolice-Community RelationsTerrorism |
Author: Philadelphia. Mayor's Office Title: Philadelphia's Strategic Plan to Prevention Youth Violence Summary: Since Mayor Michael Nutter took office in 2008, Philadelphia has reduced violent crime by 15% and property crimes by 9%. This modest success does not change the fact that a shocking number of the city's children, particularly African-American children, are growing up in one of the most violent cities in the United States. That is, if they manage to grow up. The goal of the newly-created Philadelphia Youth Violence Prevention Collaborative (YVPC) is nothing less than a reversal of the current situation for far too many of Philadelphia's youth. This Youth Violence Prevention Plan creates the blueprint for the initial strategy to mobilize the collective resources of our community-- including business, academic, non-profit, philanthropic, religious and government-- to turn one of the nation's most violent cities into one of its safest. This goal requires that Philadelphia government: 1) embeds youth violence prevention and reduction in the work and priority of every relevant city agency through accountability metrics; 2) ensures that youth and high impact communities are engaged in the work; and 3) takes a long-term approach. The Collaborative was created when the U.S. Department of Justice's Office of Juvenile Justice and Delinquency Prevention (OJJDP) selected Philadelphia to be among the ten cities participating in the National Forum on Youth Violence Prevention. The Forum is a network of communities and federal agencies that work together, share information and build local capacity to prevent and reduce youth violence. The Forum brings together people from diverse professions and perspectives to learn from each other about the crisis of youth and gang violence and to build comprehensive solutions at the local and national levels. Over 30 leaders from government, academia and other stakeholder groups in Philadelphia are part of the Collaborative, which is co-chaired by Anne Marie Ambrose, Commissioner of the Philadelphia Department of Human Services, Kevin Dougherty, Administrative Judge of the Family Court of Philadelphia, and Charles Ramsey, Philadelphia Police Commissioner. The Collaborative members represent the city's leadership across a wide cross-section of disciplines in recognition that many factors contribute to and can alleviate youth violence. Details: Philadelphia: Mayor's Office, 2013. 55p. Source: Internet Resource: Accessed March 16, 2015 at: http://www.phila.gov/Newsletters/Youth_Violence_Strategic_Plan_%20FINAL%20September%202013.pdf Year: 2013 Country: United States URL: http://www.phila.gov/Newsletters/Youth_Violence_Strategic_Plan_%20FINAL%20September%202013.pdf Shelf Number: 134940 Keywords: Delinquency Prevention ProgramsJuvenile OffendersPartnershipsViolence PreventionViolent OffendersYouth Violence (Philadelphia) |
Author: Australian Multicultural Council Title: The Australian Community. The Australian Multicultural Council's report on multiculturalism and social cohesion in Australian neighbourhoods Summary: Multiculturalism is a key feature of Australia as a modern liberal democracy. Australian multiculturalism entails actively supporting and maintaining diversity, an equal emphasis on rights and responsibilities, and a focus on democratic values of participation, inclusion, fairness, and justice. There are no special entitlements afforded under our current multicultural policy. All Australians have the same basic rights to practice and maintain their cultural heritage, traditions and language within the law and free from discrimination. In turn all Australians are expected to be loyal to Australia, obey its laws, and to become self-reliant citizens who contribute to the social and economic life of our nation. Compared with the widespread incidence of unrest that has characterised many countries around the world, Australian society has remained peaceful, harmonious and remarkably resilient. This broadly positive picture is supported by both national and international research. The latest research from the Scanlon Foundation's Mapping Social Cohesion series states that 84 per cent of Australians support multiculturalism, and social cohesion is strong at the national level. Yet indicators at the community level, particularly in neighbourhoods of high cultural diversity and low socioeconomic status, are significantly below the national average. This is reflected in: lower levels of trust, sense of safety, political participation, involvement in volunteer work, and higher levels of discrimination. Pockets of social and economic disadvantage, especially when tied to low levels of social cohesion, can have long term implications for productivity, prosperity and community harmony. The opportunity therefore exists for a more targeted focus on neighbourhoods and groups which experience lower levels of social cohesion, with attendant strategies to build trust, civic engagement, community resilience and a positive culture of hope, reward and opportunity. Details: Sydney(?):Australian Multicultural Council, 2013. 29p. Source: Internet Resource: Accessed March 25, 2015 at: http://www.crc.nsw.gov.au/__data/assets/pdf_file/0006/22965/The_Australian_Community.pdf Year: 2013 Country: Australia URL: http://www.crc.nsw.gov.au/__data/assets/pdf_file/0006/22965/The_Australian_Community.pdf Shelf Number: 135008 Keywords: Community ParticipationMinority Groups (Australia)Partnerships |
Author: North Carolina Central University. Juvenile Justice Institute Title: Durham Comprehensive Anti-Gang Initiative: Project Bull's Eye. Evaluation Report Summary: The Durham Comprehensive Anti-Gang Initiative (CAGI), a 3-year gang prevention and reduction initiative, was developed to reduce gangs and the underlying causes that support them. The Durham Comprehensive Anti-Gang Initiative adopted the combined strategies of law enforcement, prevention-intervention, and reentry, outlined by the U.S. Department of Justice, to address gangs and gang-related violence within the Bull's Eye area of Durham, North Carolina. Component 1: Suppression by law enforcement: The goal of this component was to reduce the occurrence of violent gang-related incidents in the Bull's Eye area through the use of reactive and proactive strategies. Strategies of this component included: a. Utilizing new intelligence software, specifically i2 Analyst Notebook, and i2 iBridge to link the DPD's Report Management System (RMS) and Computer Aided Dispatch (CAD) to Gang-Net, which is a statewide gang intelligence program. b. Utilizing SunGuard HTE Link Analysis software to allow investigators and officers to construct intelligence diagrams of RMS data in their investigations by structuring the information in an organized format. c. Continuing a partnership with the North Carolina Department of Community Corrections in conducting court approved searches of probationers, with a direct focus on gang members within the target area. d. Continuing the monthly Gun Review Meetings whereby all gun arrest cases from Durham County are reviewed by the Law Enforcement Task Force made up of members from the DPD, Durham County Sheriff's office, Bureau of Alcohol Tobacco Firearms and Explosives, North Carolina Department of Community Corrections, Durham County District Attorney's office and the United States Attorney's Office (Middle District). e. Instituting the High Point Drug Market Initiative in the Bull's Eye area in order to address street level drug activity and violent crime. f. Providing training for law enforcement partners in the area of gang investigation in order to arm them with the necessary knowledge to conduct successful gang investigations. g. Increasing police visibility and proactive policing efforts in the Bull's Eye area by adding additional law enforcement personnel with the use of overtime funds. Component 2: Prevention and intervention services by public/non-profit community agencies - the goal of this component was to reduce the occurrence of youth gang-related incidents and increase positive outcomes for youth at high risk of gang involvement through targeted, evidenced-based gang prevention. Community-based agencies had the opportunity to seek funding for addressing prevention/ intervention activities within the Bull's Eye area. The strategies of this component included: a. Expanding the use of the North Carolina Child Response Initiative (NCCRI). This service uses a system of care approach with a focus on acute stabilization and assessment with evidence based treatments for victims. The aim of this mental health service approach is to stabilize children in crisis, assess trauma symptoms, increase service access and coordination and avert further victimization. These services are delivered on the scene. b. Expanding the role of faith-based organizations to increase services to youth victims and offenders. The Religious Coalition for Non-Violent Durham collaborates with other local faith-based organizations in the targeted area to increase services to youth victims and offenders. c. Increasing referrals of the most troubled youth to address quality of life issues within the community and to foster positive behavior among youth living within the targeted area. Component 3:Reentry services offered by local governmental entities -- the goal of this component was to increase public safety by reducing recidivism rates for high-impact gang-involved offenders returning to the community after incarceration, through the use of vouchers, mentors and community organizations for the delivery of services and treatment. Strategies of this component included: a. Targeting 15 to 20 offenders per year b. Developing a system to identify Security Threat Group (STG) inmates prior to release c. Hiring a case manager d. Identifying other potential CAGI participants who do not come through the North Carolina Department of Correction's channels e. Identifying service providers who would deliver services to offenders at no cost f. Identifying service providers who would offer services through vouchers and enter into contracts with the Durham County Criminal Justice Resource Center Details: Durham, NC: Juvenile Justice Institute, North Carolina Central University, 2012. 166p. Source: Internet Resource: Accessed April 8, 2015 at: http://www.durhamnc.gov/agendas_new/2012/cws20120319/304732_8352_443097.pdf Year: 2012 Country: United States URL: http://www.durhamnc.gov/agendas_new/2012/cws20120319/304732_8352_443097.pdf Shelf Number: 135184 Keywords: Delinquency PreventionGangs (North Carolina)InterventionLaw Enforcement IntelligencePartnershipsReentryYouth Gangs |
Author: Rossman, Shelli B. Title: The Framework for Safer Return: A Research-Based Community Initiative Summary: Safer Return funded by the MacArthur Foundation, and designed jointly by Urban Institute researchers and Safer Foundation staff was an action research demonstration implemented in Chicago's Garfield Park neighborhood between 2008 and 2013. This brief retrospectively describes the context in which the program model was developed, the activities performed during the strategic planning process, existing evidence-based or promising programs examined for possible inclusion in Safer Return, features of the model as it was initially conceptualized, and the proposed multi-method research design that uses a quasi-experimental approach and primary and secondary data collection to capture individual, family, and community results. The founding principle of Safer Return was that the entire community must be engaged and prepared to positively impact prisoner reentry and reduce recidivism. Through the collaborative efforts of community members, law enforcement, service providers, businesses, and participants, Safer Return aimed to: Develop an innovative approach to prisoner reentry and comprehensively address the transitional needs of both the returning clients and their community Build the capacity of institutions and communities to facilitate a smooth journey home from prison Reform institutions to promote an enhanced response to returning clients by the justice system, service providers, and the business community. Details: Washington, DC: Urban Institute, 2014. 20p. Source: Internet Resource: Accessed May 6, 2015 at: http://www.urban.org/sites/default/files/alfresco/publication-pdfs/413074-The-Framework-for-Safer-Return-A-Research-Based-Community-Initiative.PDF Year: 2014 Country: United States URL: http://www.urban.org/sites/default/files/alfresco/publication-pdfs/413074-The-Framework-for-Safer-Return-A-Research-Based-Community-Initiative.PDF Shelf Number: 135517 Keywords: Collaboration PartnershipsPrisoner Reentry (Chicago) |
Author: Worwood, Erin B. Title: Evaluation of Early Case Resolution (ECR): Final Report Summary: Early Case Resolution (ECR) Court pilot program was developed as a systemic approach to address challenges faced by the criminal justice system in Utah through a collaborative partnership of state and local agencies. By identifying lower level cases that were eligible for expedited processing, ECR Court aimed to: (1) increase the speed of processing for all cases filed in Third District Court; (2) provide the 'same justice sooner'; (3) provide criminal defendants with appropriate sentences and treatment services; and (4) reduce recidivism rates. Results from this three-year study of ECR Court indicate that: 1.Case processing time was decreased for criminal cases in Third District Court as a result of ECR and the procedural changes that accompanied its implementation. 2.ECR cases received differential sentences for similar types of crime, rather than the 'same justice sooner'. Even after controlling for group differences, ECR cases received more lenient sentences (e.g., lower supervision level, shorter probation length, fewer jail days) than non-ECR cases. 3.Although not lower risk on the LSI-R alcohol and drug domain, fewer ECR cases were ordered to complete substance use disorder (SUD)-related services at sentencing. The same trend was also observed at defendants' first post-sentencing hearings for non-compliance, where fewer ECR cases were ordered to complete SUD-related services, even though they were not less likely to have committed a drug or alcohol violation. 4.Although typically sentenced to shorter probation terms, ECR cases were more likely to be terminated unsuccessfully from probation and were terminated more quickly than non-ECR cases. ECR cases also recidivated more quickly and more often than non-ECR cases; however, the relationship between ECR participation and greater recidivism was reduced for some outcomes when risk to recidivate (as measured by the LSI-R) was included in the predictive model. Details: Salt Lake City: Utah Criminal Justice Center, University of Utah, 2014. 51p. Source: Internet Resource: Accessed May 28, 2015 at: http://ucjc.utah.edu/wp-content/uploads/ECR_FinalReport.pdf Year: 2014 Country: United States URL: http://ucjc.utah.edu/wp-content/uploads/ECR_FinalReport.pdf Shelf Number: 135796 Keywords: Case ProcessingCourtsPartnerships |
Author: Flannery, Kate Title: Police for collaboration: An independent review of the Warwickshire/West Marcia Strategic Alliance Summary: The global financial crisis in 2007 ushered in the era of austerity that now dominates much of the debate around public services - where do priorities lie, and how much of their cost can the public purse bear? For police forces the impact has been dramatic. The need to adapt policing models to meet changing and growing demands, with little real growth in income, had tested chief officers and police authorities for a number of years. But the coalition government has, since 2010, ramped up these challenges. All forces must now reduce budgets in real terms by up to 20 per cent over the five-year comprehensive spending review period, while attempting to satisfy local communities' demands for traditional/visible policing and transform operational practices to cope with internet-enabled crime that recognises no conventional boundaries. How have forces and Police and Crime Commissioners reacted to this challenge? Unsurprisingly, no silver bullet has been discovered - rather, a menu of options has emerged that encompass internal restructuring, savings programmes, outsourcing, regionalisation (mostly of specialist operations) and collaboration. HM Inspectorate of Constabulary has subjected forces' efforts to independent scrutiny and, while praising the achievement of budget reductions, has been largely critical of the failure to maximise collaborative opportunities. Indeed, it has identified some examples of retrenchment, despite the Home Office's expectation that collaboration would help forces meet the twin pressures of financial constraint and new policing demands. Against this background, the success of the collaboration between Warwickshire and West Mercia is notable. Its origins lie in discussions held in 2010 and early 2011 about the nature and extent of collaboration between the four forces in the West Midlands region. The region had a strong track record of productive working together, especially on specialist operations and protective services, but the four could not agree on how to move the agenda on. Concerned about their future prospects outside a regional collaborative framework, Warwickshire and West Mercia chief officers and police authority chairs agreed to embark on what became known as a 'strategic alliance'. After the dissolution of police authorities the newly elected Police and Crime Commissioners (PCCs) determined to continue with the alliance. Three years on, the bulk of policing and support services across the two force areas are delivered under unified leadership and processes. As a model of integrated police provision it has much to commend it, offering local people greater protection from harm and value for money. But despite a confidence in the Strategic Alliance and its impact, chief officers and the PCCs did not want to rest on their laurels and invited the Police Foundation to conduct an independent review. This looked critically at both achievements and lessons to be learnt, and identified ways in which the Alliance could progress. The work is summarised in this report, focusing on: - clarifying leadership roles; - strengthening accountability and governance; - securing a cultural identity for the Alliance without losing what is valued about Warwickshire and West Mercia as individual entities; - improving the ability to manage organisational change and - resolving anomalies in structure and processes. Our conclusion is that the Strategic Alliance forged by Warwickshire and West Mercia is a beacon of collaboration that others can learn from, notably the integration of operational policing across force boundaries and the harmonisation of finance, HR and estate services. (A note of caution, however; its success is rooted in similarities of policing environment, culture and working practice that make its full replication elsewhere less than straight forward.) Details: London: Police Foundation, 2015. 36p. Source: Internet Resource: Accessed June 1, 2015 at: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Year: 2014 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Shelf Number: 135834 Keywords: CollaborationPartnershipsPolice AdministrationPolice LegitimacyPolice-Community Relations |
Author: Maguire, Edward R. Title: Reducing Bullying, Threats, and Intimidation in Westwood, MA: An Evaluation of a Problem Solving Partnership. Summary: In 1999, the Town of Westwood, Massachusetts received a School-Based Partnership grant for $113,350 from the COPS Office. The grant enabled the Westwood Police Department to implement problem-solving strategies at Thurston Middle School. Westwood is the smallest, most affluent, and most ethnically and racially homogeneous community among the five communities chosen for the national evaluation of school-based partnerships. Neither the school nor the community suffers from a serious crime problem. Like all middle-schools and junior high schools however, Thurston Middle School has experienced its share of typical adolescent problems such as teasing and bullying. The focus of the problem solving efforts therefore was bullying, threats, and intimidation. This report highlights the findings from a process and impact evaluation of the School Based Partnership project Details: Silver Spring, MD: 21st Century Solutions, 2003. 62p. Source: Internet Resource: Accessed July 16, 2015 at: http://cops.usdoj.gov/pdf/school_based/Westwood_MA.pdf Year: 2003 Country: United States URL: http://cops.usdoj.gov/pdf/school_based/Westwood_MA.pdf Shelf Number: 136084 Keywords: PartnershipsProblem-Oriented Policing School Bullying School Crimes |
Author: Homel, Peter Title: Understanding the local government role in crime prevention Summary: In Australia, crime prevention is primarily the responsibility of state and territory governments. What is less well understood is the significant role of local government in developing and delivering crime prevention at the community level, although councils have long been involved in helping to create safer communities. This research offers one of the first detailed insights into the valuable contribution made by local government within the multi-layered crime prevention strategies and initiatives which keep Australian communities safe. The Drugs and Crime Prevention Committee of the Parliament of Victoria carried out this research as part of an investigation into locally-based approaches to community safety and crime prevention in 2011. The results of a comprehensive survey of the crime prevention activities of local government authorities across Victoria are examined. This study reveals the issues local government prioritises, the responses they deploy and the challenges that they face, such as gaps in capacity and the need to manage complex relationships between participants who work on local community safety. Findings reveal a system that, while highly variable in sophistication and reach, provides an important platform for improving local community safety. The study also identifies important gaps and opportunities to improve collaboration between government and the private and NGO sectors. Details: Canberra: Australian Institute of Criminology, 2015. 12p. Source: Internet Resource: Trends & issues in crime and criminal justice no. 505: Accessed August 8, 2015 at: http://aic.gov.au/media_library/publications/tandi_pdf/tandi505.pdf Year: 2015 Country: Australia URL: http://aic.gov.au/media_library/publications/tandi_pdf/tandi505.pdf Shelf Number: 136364 Keywords: CollaborationCommunity ProgramsCommunity SafetyCrime PreventionPartnerships |
Author: Roth, Olivier Title: A Fair Cop? Elected Police Commissioners, Democracy and Local Accountability Summary: The Coalition's White Paper entitled "21st Century Policing" argues for structural changes within the police service, in order to improve local accountability and to foster citizen engagement. The current tripartite arrangement would be replaced by directly elected Police and Crime Commissioners, who would be supported in their duties by newly created Police and Crime Panels. This research paper will analyse some of the issues and tensions that this proposal creates, and will attempt to issue a set of recommendations and principles designed to maximise the benefits that can be derived from its implementation. As a complex and multi-layered issue, policing requires cross-sectoral cooperation and collaboration. Police and Crime Commissioners will therefore have to work in partnership with local authorities and other public bodies, with citizens and communities, and with the newly created National Crime Agency in order to deliver positive policing outcomes. Police and Crime Commissioners should not be able to circumvent these partnership workings, and should therefore be required to consult and work with these entities on a regular basis. This engagement should provide further opportunities for neighbourhoods and citizens to participate in the improvement of crime outcomes. While directly elected Police and Crime Commissioners should improve police visibility and give citizens a channel through which they can address their concerns, there is a risk that electoral considerations could influence the actions and focus of Police and Crime Commissioners, and that these will become too politicised. As a repository of local democracy, Police and Crime Panels should play an important part in this process, and have their functions commensurately increased. A two-thirds majority in Police and Crime Panels should allow them to veto specific key decisions from Police and Crime Commissioners. Reducing bureaucracy is a key part of the Coalition's White Paper, which NLGN fully supports. The use of technology, and a standardisation in processes, could go a long way towards both reducing bureaucracy and collecting comparable data relating to policing outcomes. These should form the basis on which citizens would judge the work that has been done by their Police and Crime Commissioners, and allow them to focus their crime-reducing initiatives on specific problems in delimited areas. Finally, special attention will have to be paid to the costs involved in these reforms. Studies have shown that elections and new structures can be expensive to finance, and mechanisms designed to keep the costs as low as possible will be needed, for example by holding Police and Crime Commissioners elections at the same time as local ones. Details: London; New Local Government Network (NLGN), 2010. 38p. Source: Internet Resource: Accessed August 19, 2015 at: http://www.instituteforgovernment.org.uk/sites/default/files/nlgn_a_fair_cop.pdf Year: 2010 Country: United Kingdom URL: http://www.instituteforgovernment.org.uk/sites/default/files/nlgn_a_fair_cop.pdf Shelf Number: 136487 Keywords: CollaborationPartnershipsPolice AccountabilityPolice AdministrationPolice LegitimacyPolice PerformancePolice Reform |
Author: Macvean, Michelle Title: The PATRICIA project: PAThways in research In collaborative inter-agency working Summary: This paper details a review conducted by the Parenting Research Centre (PRC) and the University of Melbourne at the request of Australia's National Research Organisation for Women's Safety (ANROWS). It forms part of a broader project - PAThways and Research In Collaborative Inter-Agency working, or the PATRICIA project - led by the University of Melbourne with partners from five universities, three government departments and eight community sector organisations which specialise in domestic and family violence (DFV). The PATRICIA project focuses on the relationship between statutory child protection, family law, and community-based services which seek to support women and children exposed to domestic violence. This review aims to address the following research question: What processes or practices do child protection services and specialist domestic violence services or family law engage in so that they can work better together to improve service responses for women and children living with and separating from family violence? Details: Melbourne: Australia's National Research Organisation for Women's Safety (ANROWS), 2015. 76p. Source: Internet Resource: Accessed November 28, 2015 at: http://apo.org.au/files/Resource/14_4.5_landscapes_patricia_f.pdf Year: 2015 Country: Australia URL: http://apo.org.au/files/Resource/14_4.5_landscapes_patricia_f.pdf Shelf Number: 137353 Keywords: Child Abuse and NeglectChild MaltreatmentChild ProtectionCollaborationCommunity-Based ServicesDomestic ViolenceFamily ViolenceGender-Related ViolencePartnerships |
Author: U.S. Government Accountability Office Title: Building Partner Capacity: U.S. Agencies Can Improve Monitoring of Counter-Firearms Trafficking Efforts in Belize, Guatemala, and Mexico Summary: Trafficking of illicit materials, including firearms, is widespread across Mexico's more than 700-mile southern border with Guatemala and Belize. Such trafficking presents a challenge for law enforcement in all three countries and for U.S. security interests. State and other U.S. agencies, such as ATF, have provided support to build the capacity of their counterparts in these three countries to address problems related to firearms trafficking. GAO was asked to review U.S. support to the governments of Belize, Guatemala, and Mexico to stem firearms trafficking across their shared border. This report examines, for these three countries, (1) the activities undertaken by U.S. agencies to build partner capacity to combat firearms trafficking and the extent to which they considered key factors in selecting the activities and (2) progress the United States has made in building such capacity. GAO analyzed program documentation and conducted interviews with U.S., Belizean, Guatemalan, and Mexican officials. To examine progress, GAO selected a nongeneralizable sample of eight key activities based on a number of factors, including whether the activity addressed firearms trafficking. What GAO Recommends GAO recommends that (1) ATF establish and document performance targets for its key counter-firearms trafficking activities in Belize, Guatemala, and Mexico, as appropriate, and (2) State work with other U.S. agencies and implementers to help ensure that progress reports identify key challenges and plans to address them. ATF and State agreed with these recommendations. Details: Washington, DC: GAO, 2016. 38p. Source: Internet Resource: GAO-16-235: Accessed February 3, 2016 at: http://www.gao.gov/assets/680/674640.pdf Year: 2016 Country: Central America URL: http://www.gao.gov/assets/680/674640.pdf Shelf Number: 137754 Keywords: Firearms TraffickingPartnershipsTrafficking in Weapons |
Author: Cirlig, Carmen-Cristina Title: EU-US cooperation on justice and home affairs - an overview Summary: The United States is the key partner of the European Union in the area of justice and home affairs (JHA), including in the fight against terrorism. While formal cooperation on JHA issues between the US and the EU goes back to the 1995 New Transatlantic Agenda, it is since 2001 in particular that cooperation has intensified. Today, and for the period up until 2020, the key areas of transatlantic efforts in the JHA field are personal data protection, counter-terrorism and countering violent extremism, migration and border controls, tracing of firearms and explosives, money laundering and terrorism financing, cybercrime, drugs and information exchange. Regular dialogues at all levels, extensive operational cooperation and a series of legal agreements demonstrate the development of the transatlantic partnership on JHA. Assessments state that cooperation on law enforcement and counter-terrorism has led to hundreds of successful joint operations each year, and many foiled terrorist plots. Nevertheless, important challenges remain, in particular in light of the revelations of US mass surveillance activities and the resultant growth in EU concerns about US standards for data privacy. The European Parliament is making use of its extended powers in the JHA field, by urging a high level of data protection as well as effective and non-discriminatory means of redress for EU citizens in the US over improper use of their personal data. Details: Strasbourg: European Parliamentary Research Service, 2016. 12p. Source: Internet Resource: Briefing: Accessed April 8, 2016 at: http://www.europarl.europa.eu/RegData/etudes/BRIE/2016/580892/EPRS_BRI(2016)580892_EN.pdf Year: 2016 Country: Europe URL: http://www.europarl.europa.eu/RegData/etudes/BRIE/2016/580892/EPRS_BRI(2016)580892_EN.pdf Shelf Number: 138606 Keywords: Border SecurityCounter-TerrorismCybercrimeData ProtectionDrug TraffickingExtremist GroupsInformation SharingMoney LaunderingPartnershipsTerrorismViolent Extremism |
Author: Rosemont, Hugo Title: Public-Private Security Cooperation: From Cyber to Financial Crime Summary: Over the past two years, there has been considerable focus in the UK on developing a strategic and tactical partnership between the public and private sectors in order to achieve a step-change in the country's response to financial crime. Speaking at RUSI in June 2014, Theresa May, the then home secretary, emphasised the importance of the partnership between private sector companies and law enforcement to tackling financial crime, preventing money laundering and recovering the proceeds of crime. The result: the formation of the Financial Sector Forum and the creation of the Joint Money Laundering Intelligence Taskforce (JMLIT), a public-private partnership dedicated to collaboration in order to enhance the national response to financial crime. While this nascent effort appears to be gaining traction, and the JMLIT is being moved to a permanent footing, it is certainly not the first such initiative to be established. This paper from RUSI's Centre for Financial Crime and Security Studies considers lessons that can be learnt from the establishment of previous public-private partnerships, in particular the Cyber-security Information Sharing Partnership (CiSP). The author stresses the importance of establishing measurable objectives that are co-designed and agreed upon from the outset. Too often such partnerships, established in good faith and with undoubted commitment, fade as the initial enthusiasm wanes, staff are reassigned, and those contributing time and resources question the value of their commitment. As the UK's JMLIT emerges from its pilot phase, the longevity of this initiative will be challenged as its initial momentum fades. It is therefore critical that the JMLIT draws on the experience of other, similarly important public-private sector security partnerships in order to anticipate and address the challenges it might face as it matures. Details: London: Royal United Services Institute for Defence and Security Studies, 2016. 33p. Source: Internet Resource: RUSI Occasional paper: Accessed September 2, 2016 at: https://rusi.org/sites/default/files/op_201608_rosemont_public-private_security_cooperation1.pdf Year: 2016 Country: United Kingdom URL: https://rusi.org/sites/default/files/op_201608_rosemont_public-private_security_cooperation1.pdf Shelf Number: 140119 Keywords: CybercrimeFinancial CrimeMoney LaunderingPartnershipsPrivate SecuritySecurity |
Author: Tomberg, Kathleen A. Title: Durable Collaborations: The National Forum on Youth Violence Prevention Summary: In 2012, the Research and Evaluation Center at John Jay College began to publish the results of an assessment conducted between Summer 2011 and Summer 2012. The project measured the effectiveness of the National Forum on Youth Violence Prevention. The findings suggested that the initiative was generating important changes in five communities participating in the National Forum (Boston, MA; Detroit, MI; Memphis, TN; Salinas, CA; and San Jose, CA). Survey respondents reported a number of potentially valuable outcomes, including expanded opportunities for youth, improvements in the extent of inter-agency and cross-sector collaborations, and successful efforts to draw upon the knowledge and expertise of a broad range of community members. According to survey respondents, the National Forum cities were developing stronger capacities to reduce youth violence. In 2016, with the support of the Office of Juvenile Justice and Delinquency Prevention, the John Jay research team launched a new iteration of the same survey in all 15 cities then involved in the National Forum. The respondents in the new survey were positive about their growing collaborations and the effectiveness of their strategies for preventing youth violence. As with the previous surveys, the 2016 survey measured the perceptions of community leaders. It was not a direct measure of youth violence. Details: New York: John Jay College of Criminal Justice, Research and Evaluation Center, 2016. Source: Internet Resource: Accessed September 20, 2016 at: https://jjrec.files.wordpress.com/2016/06/durablecollaborations2.pdf Year: 2016 Country: United States URL: https://jjrec.files.wordpress.com/2016/06/durablecollaborations2.pdf Shelf Number: 145625 Keywords: Community-Based ProgramsJuvenile OffendersPartnershipsViolence PreventionViolent CrimeYouth Violence |
Author: Suggit, Daniel Title: Joining Forces: A partnership approach to effective justice - community-driven social controls working side by side with the Magistracy of the Northern Territory Summary: Community Courts began as a formal pilot project in 2005 within the NT Court of Summary Jurisdiction under the direction of the then Chief Magistrate, Hugh Bradley, and with funding and support from the Yilli Rreung ATSIC Regional Council. In 2008, the pilot was 'expanded' to program status through the NT Government's Closing the Gap of Indigenous Disadvantage: A Generational Plan of Action (2007), which provided a funding commitment of $2.1 million over 5 years: 2008-2012. A Requirement of this funding was for the Department to undertake an external evaluation of the 5 year program. It is understood that the evaluation was intended to be undertaken in the third or fourth year of the 5-year program. However, this evaluation was commissioned at the start of 2012 within the program's final 6 months. The methodology employed by the consultant includes: - Stakeholder consultation (refer: Appendix 1: List of Stakeholders consulted) - Observation of one community court (Youth Justice Court) at Alyangula Court House, Groote Eylandt on 10th May 2012 - Desktop research (refer: References) - Analysis of IJIS data in relation to Community Court pilot and program implementation, reoffending and breach of court orders Key limitations to the effectiveness of this review methodology have been: - Suspension of Adult Community Courts (2011): due to the suspension of Community Courts for adult offenders from 2011 (as detailed below), there was limited opportunity within the current project timeframe to observe this specialist court operation and moreover, to discuss the effectiveness of the program with all participating stakeholders. This particular limitation undoubtedly constrained the consultant's ability to interview Indigenous community participants in relation to this model of court delivery. - Data: the Community Court program objectives refer explicitly to two quantitative indicators of program success: a reduction in both rates of reoffending and breach of court orders. While these may have been both stated program objectives, there appears to have been no commitment to establishing a data analysis framework to monitor these objectives against mainstream outcomes over the past 5 years. It has been left to the consultant - with the patient and time-consuming assistance of NTG officers within and outside the Department - to define, collate, test and analyse the various datasets from scratch. While it is admirable to have identified quantitative measures within the list of original program objectives, it would have been helpful in terms of the program's implementation and subsequent improvement to have established at the outset a framework to monitor and analyse this data. Details: Melbourne: Swinburne University of Technology, 2016. 42p. Source: Internet Resource: Accessed September 22, 2016 at: http://apo.org.au/files/Resource/d_suggit_apo_joining_forces_report_sept_2016.pdf Year: 2016 Country: Australia URL: http://apo.org.au/files/Resource/d_suggit_apo_joining_forces_report_sept_2016.pdf Shelf Number: 145604 Keywords: Community CourtsCourtsJuvenile OffendersPartnershipsYouth Justice Courts |
Author: Geddes, Louise Title: The Prolific And Other Priority Offender Programme: in search of collaborative public management Summary: The purpose of the research was to assess the implementation and management of the Prolific and Priority Offender (PPO) programme, examining the barriers to and enabling factors for managing in partnership, whilst evaluating the settlement between three management models. The research provides evidence for a newer model of management, better suited to deliver on the shared outcomes government requires from its public programmes. Research has shown that although crime is multi-causal, a range of agencies separately intervene into service users' lives. Collaborative Public Management joins up these interventions to improve crime reduction. Details: Nottingham, UK: Nottingham Trent University, 2010. 351p. Source: Internet Resource: Dissertation: Accessed October 14, 2016 at: http://irep.ntu.ac.uk/90/1/214873_Louise%20Geddes%20-Thesis.pdf Year: 2010 Country: United Kingdom URL: http://irep.ntu.ac.uk/90/1/214873_Louise%20Geddes%20-Thesis.pdf Shelf Number: 144807 Keywords: CollaborationCrime PartnershipsPartnershipsPriority Offender Programme |
Author: Wong, Kevin Title: The development and Year One Implementation of the Local Justice Reinvestment Pilot Summary: The Local Justice Reinvestment (LJR) Pilot is testing the extent to which local partners in six pilot sites can be incentivised to work together more effectively to tackle crime and reduce reoffending. These partners receive a financial reward if they reduce adult demand on criminal justice services by 5% or more and youth demand by 10% or more in each of the two test years (July 2011 – June 2012, July 2012 – June 2013) measured against the baseline period (July 2010 – June 2011). The pilot sites are Greater Manchester and the London boroughs of Croydon, Hackney, Lambeth, Lewisham and Southwark; covering adult and youth criminal justice systems in all sites except Hackney. This report focuses on the initial findings from a process evaluation of the LJR pilot (commissioned by the MoJ) and examines the early development and implementation of the pilot in the first test year. The methodology was primarily qualitative and included: interviews with strategic and operational managers; interviews and focus groups with front line staff; workshops to map partnership and criminal justice system (CJS) changes and a focus on exemplar interventions at three sites. Details: London: Ministry of Justice, 2013. 49p. Source: Internet Resource: Ministry of Justice Analytical Series : Accessed November 11, 2016 at: http://www.no-offence.org/pdfs/37.pdf Year: 2013 Country: United Kingdom URL: http://www.no-offence.org/pdfs/37.pdf Shelf Number: 130132 Keywords: Cooperation Justice Reinvestment Partnerships |
Author: Police Executive Research Forum Title: Building Successful Partnerships between Law Enforcement and Public Health Agencies to Address Opioid Use Summary: In 2014, deaths caused by opioids—including prescription drugs, heroin, and synthetic opioids such as fentanyl—reached record-breaking levels in the United States. With an estimated 78 Americans dying from opioid overdoses each day, In many places, the opioid epidemic has contributed to a shift in how law enforcement agencies fight opioid abuse in their communities. Historically, many of the law enforcement efforts to curb opioid abuse have focused on using enforcement actions (including arrests and incarceration) to target drug use and distribution. However, as opioid-related deaths continue to rise and as more is understood about the nature of opioid addiction, many law enforcement officials are realizing that a more comprehensive approach is needed. "Targeting the 'supply' side of the drug markets, which is what we've been doing for the last 50 or 60 years, is important work," said Leonard Campanello, Chief of Police for the Gloucester (Massachusetts) Police Department. "But this approach alone hasn’t solved the problem. We still have more people addicted. We have more people dying. As police, we need to start looking at the problem from a public health perspective. When our communities are suffering such great losses, it is critical that we find new ways to help." For decades, many law enforcement agencies have supported comprehensive approaches in which police provide enforcement while public health agencies, educational organizations, court systems, and others provide drug treatment and drug abuse prevention work. What is new is the extent to which the opioid epidemic has caused many law enforcement agencies to increase their own involvement in "demand-side" efforts. Today, police officers in many agencies are themselves administering naloxone to save the lives of opioid users who are in an overdose crisis and connecting people to treatment services. And some law enforcement agencies are facilitating "syringe services" programs and other harm reduction efforts and using public health data to drive policy decisions. These strategies, which focus on reducing opioid-related deaths and mitigating the harms caused by opioid abuse, rely on building strong—and often unprecedented—partnerships between the public health and public safety sectors. Details: Washington, DC: Office of Community Oriented Policing Services, 2016. 110p. Source: Internet Resource: COPS Office Emerging Issues Forums: Accessed December 21, 2016 at: https://ric-zai-inc.com/Publications/cops-p356-pub.pdf Year: 2016 Country: United States URL: https://ric-zai-inc.com/Publications/cops-p356-pub.pdf Shelf Number: 147792 Keywords: Drug Abuse and AddictionDrug Abuse TreatmentDrug-Related DeathsPartnerships |
Author: Cole, Christine M. Title: The Collaborative Reform Initiative Process: Experiences of Selected Sites Summary: Since the launch of the Collaborative Reform Initiative for Technical Assistance (CRI-TA) in 2011, interest in and support for this approach to improving trust between police agencies and the communities they serve has grown significantly. As of the writing of this report, 16 law enforcement agencies have been launched as CRI-TA sites. Given this increase in participation and investment, the COPS Office and others are interested in understanding how participating jurisdictions experience the Collaborative Reform process. This study compares and contrasts how the CRI-TA process unfolded across sites in order to shed light on elements that were similar, elements that differed, things that worked well, and areas in need of improvement. The sites reviewed in this report are the Las Vegas (Nevada) Metropolitan Police Department, Spokane (Washington) Police Department, Philadelphia (Pennsylvania) Police Department, Saint Louis County (Missouri) Police Department, Fayetteville (North Carolina) Police Department, Salinas (California) Police Department, and Calexico (California) Police Department. Oneon-one and group interviews were conducted across an array of stakeholders, including representatives from three key groups: (1) COPS Office staff (both current and former), (2) technical assistance (TA) providers and their subject matter expert (SME) partners, and (3) police agency personnel. In addition to speaking with key stakeholders, the team from the Crime and Justice Institute (CJI) reviewed available documents that could shed some light on the CRI-TA process. The specific methodology and associated limitations are discussed in the text. What is working well Overall, sites typically found that the intense, time-limited assessment process and resultant findings and recommendations served as a catalyst for change and gave participating departments direction. Sites generally felt that the findings in their respective assessment reports were fair and accurate and that the recommendations were reasonable and feasible, although there were some exceptions. The flexibility of the CRI-TA program and its ability to be tailored for diverse local contexts were also identified as positive elements. Additionally, we heard repeatedly of the legitimizing effect of the U.S. Department of Justice (DOJ)'s involvement. Sites reflected that in many instances they were aware of the work their department needed to do, but having the federal government as the source brought enhanced credibility. Several stakeholders mentioned that the voluntary nature of Collaborative Reform makes a participating police agency appear proactive about reforms and organizational transformation, unlike being forced to make reforms through a consent decree or settlement with the DOJ. Perceptions of collaboration There was no consensus on what collaboration means in the context of CRI-TA. We heard varying responses from stakeholders regarding which of the involved entities were actually the collaborators, including the participating police agency, the community, the local city or county government, the COPS Office, and the TA providers. We also heard varying responses on which points during the multiyear process should and should not be collaborative efforts. Furthermore, a number of people also noted that the meaning of collaboration has shifted since the Initiative’s formal launch in early 2012. The extent of collaboration between the TA team and the site representatives was generally deemed strong at the earlier sites, but some felt it has been decreasing at the later sites. Details: Washington, DC: Office of Community Oriented Policing Services, 2017. 57p. Source: Internet Resource: Accessed February 15, 2017 at: https://ric-zai-inc.com/Publications/cops-w0835-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0835-pub.pdf Shelf Number: 150546 Keywords: CollaborationPartnershipsPolice AgenciesPolice Reform |
Author: Collins, Megan Title: Assessment of the Collaborative Reform Initiative in the Las Vegas Metropolitan Police Department: A Catalyst for Change Summary: The Office of Community Oriented Policing Services (COPS Office) at the U.S. Department of Justice launched the Collaborative Reform Initiative for Technical Assistance for Technical Assistance (CRI-TA) in 2012 with the Las Vegas Metropolitan Police Department (LVMPD) as the first site. Under CRI-TA, law enforcement agencies facing significant issues that may impact public trust undergo a comprehensive assessment, are provided with recommendations on how to address those issues, and receive technical assistance to implement such recommendations. Over two years have passed since LVMPD’s final CRITA report was published in May of 2014 and formal oversight was complete. The COPS Office granted the Crime and Justice Institute (CJI) at Community Resources for Justice an award to assess the extent to which the reforms that were borne of CRI-TA have had an impact and have been sustained since the formal partnership ended. This report reflects the findings of a nine-month assessment of LVMPD which examined existing data from LVMPD and collected input from 74 individuals within the Department representing a range of ranks and perspectives. In sum, we found that the CRI-TA has been an important catalyst for meaningful and sustained change at the LVMPD. The message and priorities of Collaborative Reform have permeated the entire Department, as the over 70 members of the Department with whom we spoke were generally supportive of the reforms and the work that was done under CRI-TA. Use of force was a key component of the CRI-TA in Las Vegas and the overall sentiment was that the culture of LVMPD related to use of force has evolved positively since the beginning of the CRI-TA process. In addition, the Department has made positive progress in the level of transparency around officer involved shootings. It is also clear that LVMPD is continuing to make genuine and authentic efforts to engage, communicate, and develop personal relationships with a vast cross-section of the community. While some of the changes were underway prior to CRI-TA, CRI-TA provided additional support and motivation to build upon and strengthen such changes. The LVMPD is focused on being a learning organization. They learn from experience and strive continuously to improve. Once the formal monitoring phase of CRI-TA was completed, the Department not only remained committed to the changes, they continued to further advance the work that was started under CRI-TA. Based on our review of materials, content, and interviews, all provided by LVMPD, it is evident that the Department has been committed to proactively and continuously improving, while supporting officers' and community perspectives. We believe that CRI-TA has been a vehicle for organizational transformation, which does not happen overnight and any change in the culture of a police department takes time. Indeed, LVMPD had embarked on a path of reform in 2010 and the Department’s participation in Collaborative Reform starting in 2012 further advanced and strengthened their efforts. Specific key findings are: 1. The Department has made notable and sustained efforts to make progress toward verbal and tactical de-escalation 2. The Department has made impressive progress toward increased transparency and increased information sharing around officer involved shootings (OIS) and use of force (UOF). 3. The Department has continued to make efforts to engage with the community in authentic ways. 4. The number of OIS has declined notably since the start of CRI-TA (a 36 percent reduction from 25 OIS in 2010 to 16 in 2015). However, study of OIS data over the past two decades demonstrates little long term change in the annual average number of OIS, despite year-to-year variation. 5. There has been no discernable impact on the number of officer injuries. However, the share of injured officers seeking hospital treatment has increased in recent years. The reasons for this increase are unclear as it could be the result of more serious injuries or changes in how injuries and hospital treatment are documented. 6. Strong leadership on the part of the Sheriff, both Sheriff Lombardo and Sheriff Gillespie, has been a critical factor in making many of the positive changes possible. 7. Because Department leadership has worked to ensure that individuals at all levels of LVMPD feel commitment and a sense of ownership, there are high hopes for sustainability. 8. Because the Department has instituted sophisticated systems of review related to OIS that can trigger changes in policy, training, and operations, there are high hopes for sustainability Details: Washington, DC: Office of Community Oriented Policing Services , 2017. 50p. Source: Internet Resource: Accessed February 15, 2017 at: https://ric-zai-inc.com/Publications/cops-w0834-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0834-pub.pdf Shelf Number: 145321 Keywords: CollaborationPartnershipsPolice AgenciesPolice ReformPolice-Community Relations |
Author: McKay, Kyle A. Title: Evaluating Social Impact Bonds as a New Reentry Financing Mechanism: A Case Study on Reentry Programming in Maryland Summary: Social impact bonds (SIBs) represent a relatively new concept for financing and contracting for the delivery of social service programs. They are designed with the intention of shifting the financial risk of performance-based payments from providers onto investors. This allows governments to, in theory, increase the portion of funding linked to the achievement of an outcome without damaging the funding of service providers. Although actual bonds are not typically issued, the government contracts with investors, a program manager, and nonprofit service providers for a SIB program. If an independent evaluator finds that the SIB program produced outcomes equal to or greater than the targeted levels, then the government reimburses the investors for their capital, along with a return on investment. In the event that the program does not produce the targeted outcomes, then the investors receive no compensation from the government and lose their capital investment. The Department of Legislative Services (DLS) has conducted a review of the feasibility, potential benefits, and risks associated with financing reentry programs using SIBs. Reentry programs are of particular interest to the Department of Public Safety and Correctional Services (DPSCS) based on its mission. Reentry programs are also generally considered a strong candidate for SIBs due to the potential for large cost savings to the government through the successful reduction of re-imprisonment. Based on the benefits commonly associated with SIBs, DLS evaluated the potential of SIBs to generate cost savings, help finance social programs, shift outcome risk, increase innovation in reentry programming, and build more rigorous evidence for policy decisions. Even when using a set of highly optimistic assumptions, it is clear that pilot reentry programs cannot self-finance their operations. Because pilot programs cannot create a large enough reduction in demand to close a facility, the cost dynamics are driven by much smaller marginal cost savings. As a result, a program that produces a 10% reduction in recidivism for 250 prisoners per year over five years will only result in minimal avoided imprisonment costs. Before including the cost of direct services, the fixed costs of designing the contract, compensating a third-party intermediary, and conducting an independent evaluation, at $700,000 collectively, would alone exceed the fiscal benefits. Including service costs of $2,500 per participant, the program would result in a net fiscal impact of -$3.9 million. Doubling the size or assumed effectiveness of the program would not result in a positive net fiscal impact. These results indicate that the additional costs of a SIB program cannot be justified by offsetting savings. Other potential benefits do not justify the cost or complexity of a SIB program either. Given the difficulty of linking the evaluation of a social program to a highly complex contract centered on an outcome payment, the government may actually increase its operational risks in undertaking a SIB. The government would also need to budget upfront for the contingent liabilities of outcome payments. As a result, a SIB program would increase both budgetary pressure and operational risks. Reentry programs can have great social value independent of their fiscal impact. The decision to finance them should be made independent of whether or not they can be self-financed through cost savings and a SIB mechanism. Because they are especially valuable and effective when integrated and combined with larger scale policies aimed at reducing recidivism and increasing public safety, DLS recommends that DPSCS continue to directly finance reentry programs while pursuing other organizational and policy changes likely to have greater impacts while posing less risk than a SIB financed program. Details: Annapolis, MD: Maryland Department of Legislative Services, Office of Policy Analysis, 2013. 24p. Source: Internet Resource: Accessed February 17, 2017 at: http://mgaleg.maryland.gov/Pubs/BudgetFiscal/2013-Evaluating-Social-Impact-Bonds.pdf Year: 2013 Country: United States URL: http://mgaleg.maryland.gov/Pubs/BudgetFiscal/2013-Evaluating-Social-Impact-Bonds.pdf Shelf Number: 146668 Keywords: Criminal Justice FundingPartnershipsPrisoner ReentryPrivate InvestmentSocial Impact Bonds |
Author: Resource Development Associates Title: Oakland Unite: Overview of Evaluation Findings and Recommendations Summary: Resource Development Associates (RDA) has been the external evaluator for the City of Oakland's Measure Y initiative since 2008. In that role, RDA has worked with the City's Human Services Department (HSD) and contracted service providers to design and implement a mixed-methods evaluation to examine both the implementation and the impact of Oakland Unite Violence Prevention Programs. This memo is intended to provide an overview of evaluation findings to date, along with recommendations for improving Oakland Unite programs and the broader Oakland Unite service delivery infrastructure. Evaluation Overview Over the past 8 years, RDA has used a mixed methods approach to evaluate the implementation and effectiveness of the Oakland Unite initiative, as well as of specific Oakland Unite strategies, and of individual Oakland Unite programs. Our qualitative data collection activities have included interviews and focus groups with a range of Oakland Unite stakeholders, including both executive-level and line staff in community-based service providers, program participants, and leadership from partner agencies, such as the Oakland Police Department (OPD), Oakland Unified School District (OUSD), Alameda County Health Care Services Agency (ACHCSA), and more. In addition, the evaluation team has collected a range of quantitative data, including client-level service data from Oakland HSD's CitySpan data system; justic esystem data from Alameda County Probation Department's (ACPD) Juvenile Division, ACPD's Adult Division, and the California Department of Corrections and Rehabilitation (CDCR); OUSD data on youth attendance, suspensions, and expulsions; and client surveys on development assets, service quality, and more. Overview of Recommendations Drawing on our knowledge of the Oakland Unite programs, our experience in violence prevention, and conversations with experts in the field, the RDA team developed a set of recommendations intended to improve future programming by leveraging current programmatic strengths and addressing areas of need and challenge. These recommendations are grounded in best practices and the current needs of Oakland's crime prevention programs. Informed by discussions with Oakland Unite leadership, partners from other public agencies, and conversations with clients and providers, RDA conducted reviews of best practices in the areas of criminal justice, violence prevention, case management, social work, and mental health. We triangulated these best practices with our evaluation findings to develop a series of targeted recommendations. Below, we present an overview of our evaluation findings along with recommendations for addressing challenges identified in our evaluations. Details: Oakland, CA: Resource Development Associates, 2015. 87p. Source: Internet Resource: Accessed February 20, 2017 at: http://oaklandunite.org/wp-content/uploads/2011/05/RDA-Eval-Recommendations-Memo_20150520_STC.pdf Year: 2015 Country: United States URL: http://oaklandunite.org/wp-content/uploads/2011/05/RDA-Eval-Recommendations-Memo_20150520_STC.pdf Shelf Number: 146671 Keywords: CollaborationPartnershipsViolenceViolence PreventionViolent Crime |
Author: Resource Development Associates Title: Oakland Unite Violence Prevention Programs Retrospective Evaluation: 2005-2013 Summary: The City of Oakland's Measure Y ordinance provides approximately $6 million annually for the City to spend on violence prevention programs (VPP), with an emphasis on services for youth and children. The four service areas identified in the legislation and funded via Measure Y include: 1) youth outreach counselors; 2) after and in-school programs for youth and children; 3) domestic violence and child abuse counselors; and 4) offender/parolee employment training. The City's Human Services Department (HSD) is responsible for implementing the VPP component of the Measure Y legislation, which it does through the Oakland Unite programs. In consultation with the Measure Y Oversight Committee and the City Council's Public Safety Committee, HSD develops triennial funding strategies that align with the services delineated in the legislation and that meet the shifting needs of the City of Oakland. HSD then administers and monitors grants to community-based organizations and public agencies that provide these services across the City. Since 2008, the City of Oakland has contracted with Resource Development Associates (RDA) to evaluate various components of Measure Y, including the Oakland Unite Violence Prevention Programs. Over the past six years, these evaluations have taken a variety of approaches to assessing the implementation and effectiveness of Oakland Unite, collecting a range of qualitative and quantitative data to evaluate individual programs, funding strategies, and the initiative as a whole. This report integrates these approaches to provide a retrospective analysis of Oakland Unite, with a focus on the programs and strategies that directly address crime and violence, from the initiative's inception in 2005 through Fiscal Year 2012-2013. In particular, the evaluation examines: - How the Oakland Unite service model has changed over time, including target population, service array, and service dosage; - How participants' justice system involvement changes after participation in Oakland Unite programs; and - How participants' post-service justice system contact has changed over the course of the initiative. Details: Oakland, CA: Resource Development Associates, 2014. 50p. Source: Internet Resource: Accessed February 20, 2017 at: http://oaklandunite.org/wp-content/uploads/2011/05/OU-VPP_Retrospective_Report-FINAL.pdf Year: 2014 Country: United States URL: http://oaklandunite.org/wp-content/uploads/2011/05/OU-VPP_Retrospective_Report-FINAL.pdf Shelf Number: 146672 Keywords: CollaborationPartnerships Violence Violence Prevention Violent Crime |
Author: Thomas, Letty Title: Why we collaborate. Voluntary organisations talk about how they collaborate, what makes it work, and why it sometimes fails Summary: At a time of austerity in public finances and radical shake-ups in prison and probation, the voluntary sector has continued to deliver a huge variety of services for people within the Criminal Justice System. While much around them has changed drastically, voluntary sector organisations have continued to deliver some of the most remarkable results in turning around the lives of offenders and keeping communities safe. And yet, with demand likely to increase by 70% and funding to be reduced by 30%,1 experts wonder whether the independent operating models favoured by a lot of voluntary sector organisations can continue, regardless of their effectiveness. According to PricewaterhouseCoopers, small charities are under pressure to collaborate because commissioners and funders are more likely to fund partnerships and large organisations.2 In short, this view of the future suggests that basic survival for many voluntary organisations requires scale, and scale requires collaboration. However, the four cases studies that we present in this paper demonstrate that collaboration is about much more than simple survival. Rather, collaboration has its roots in the voluntary sector’s deep-seated commitment to improving outcomes for people in the justice system, their families, and the wider community. This report, and the case studies presented here, illustrate the power of collaboration to help charities provide an improved service and find new ways of working. For example, a collaboration between Fine Cell Work and RECOOP at HMP Leyhill has provided better ways of supporting prisoners to partake in purposeful activity and, in working together, the two charities have created a service which neither would have been able to manage alone. The partnership of Pact, POPS and Nepacs in delivering a model of family engagement has enabled them to scale up their service to meet rising demand. And yet the report also demonstrates that there are challenges ahead. For example, new commissioning arrangements in Brighton have disrupted the existing collaboration between partners involved in the Inspire Women’s Project, which was providing a wrap-around approach to women offenders. Similarly, there is evidence from the final case study on Golden Key, an eight-year Big Lottery-funded project in Bristol that aims to redesign the support for people with multiple needs, that austerity in public finances has undermined efforts to get service providers to focus on long-term changes. Finally, our analysis of the case studies offers some simple lessons for the sector and others in recognising the importance of collaboration to drive innovation. When working in partnership, voluntary sector organisations should: • Establish good relationships at every level of the partnership • Ensure collaboration extends to communication and practice sharing between the frontline workforces • Standardise and minimise monitoring systems where possible • Continually assess partner engagement, especially buy-in from the statutory agency • Not be afraid to start small and experiment. In order to support collaboration, commissioners should: • Understand what is already in place before commissioning • Provide long-term funding and policy commitment, which allows partners to invest time in nurturing relationships • Acknowledge the flexible nature of partnerships by being responsive to requests to re-organise partnership arrangements within funding periods. Details: London:Clinks, 2017. 24p. Source: Internet Resource: Accessed March 17, 2017 at: http://www.clinks.org/sites/default/files/basic/files-downloads/clinks_collaborate_final-web.pdf Year: 2017 Country: United Kingdom URL: http://www.clinks.org/sites/default/files/basic/files-downloads/clinks_collaborate_final-web.pdf Shelf Number: 144474 Keywords: Collaboration PartnershipsVolunteers |
Author: Connery, David Title: For the right reasons, in the right ways (Part 1): A four-nation survey of information sharing about organised crime Summary: This special report examines how government, business and the community in four nations share information about organised crime. Its key finding is that the Australian Government, businesses and community as a whole must be open to new kinds of information sharing partnerships. The report begins by defining information sharing as 'the trusted exchange of relevant knowledge or data between organisations to achieve their mutual objectives'. The types of information shared are then divided into two: case information that involves data about individuals who are usually suspected of involvement in criminal activity; and bulk data that includes people in a given set regardless of any possible connection with crime. The field work involved over 80 interviews, including visits to or discussions about a range of information sharing mechanisms in Israel, the UK, the Netherlands and the US. Those mechanisms were broadly differentiated by their location (within or outside government) and the nature of the sharing interaction (exchange or collaboration). The variety of mechanisms used in the four selected nations shows that information sharing is valued and strongly shaped by the particular national context. This means some countries rely heavily on informal systems, others have large numbers of specialised exchanges, and some are more risk accepting in their arrangements than others. The field work showed that a wide range of options for sharing information about crime exist, and Australian authorities and businesses might wish to consider a number of them in more detail. This research found both upsides and downsides to information sharing about crime. Some benefits are clear, including the opportunity to shape better interventions and build economy of effort in activities. While these upsides are undoubtedly attractive, it seems that the possible downsides of sharing - such as loss of control, the potential to compromise sensitive activities or an unwillingness to risk breaking laws, including those around privacy - were viewed as considerably strong downsides to sharing. Still, it's clear that sharing must occur. That's because the scale of the challenge posed by organised crime - and the speed, reach and depth of penetration that the internet enables - means information sharing is critical for all three groups. This report explains that information sharing is best promoted by building a strong sense of shared interest among the participants and then developing a strong system for information sharing that's governed by understood rules. This finding stands in contrast to those who emphasise interpersonal trust as the basis for sharing. Factors that work against information sharing about crime include legislative barriers and complexity, poor value propositions around sharing, the self-conceptions of the actors and what they value information for, and cultural barriers. Such barriers include a culture of secrecy in government, a lack of willingness to expose possible flaws, and the view that 'information is power'. These are perhaps the most powerful inhibitors to sharing. Efforts to enhance Australia's methods of sharing information about organised crime should be designed to cope with these inhibitors while making best use of the factors that promote this activity. Options for hosting information sharing organisations outside government, accepting a greater role for private funding for law enforcement activities, and encouragement of commercial efforts to gather and collate information, should all be considered by the Australian Government as it looks for new ways to undermine organised crime. Details: Barton ACT: Australian Strategic Policy Institute, 2016. 32p. Source: Internet Resource: Accessed April 11, 2017 at: https://www.aspi.org.au/publications/for-the-right-reasons,-in-the-right-ways-part-1-a-four-nation-survey-of-information-sharing-about-organised-crime/SR96_info_sharing_crime.pdf Year: 2016 Country: Australia URL: https://www.aspi.org.au/publications/for-the-right-reasons,-in-the-right-ways-part-1-a-four-nation-survey-of-information-sharing-about-organised-crime/SR96_info_sharing_crime.pdf Shelf Number: 144798 Keywords: CollaborationInformation SharingOrganized CrimePartnerships |
Author: Radicalisation Awareness Network Title: Preventing Radicalisation to Terrorism and Violent Extremism:: Multi-agency approach Summary: The multi-agency approach focuses on creating Countering Violent Extremism (CVE) infrastructures that ensure people at risk are provided with early-stage support from different authorities and organisations across multiple levels. This is referred to as multi-agency, as it involves support from different sectors across the public and private domains, both at national and local level. Governments cannot counter radicalisation on their own. In some cases, violent extremism could have been prevented had practitioners worked together and shared information across hierarchies and sectors. What is needed is a multi-partner approach in which relevant players have the ability, the knowledge and the capacity to identify and support individuals at risk. Practitioners working in organisations where individuals at risk could be identified should get to know each other, be able to share concerns and information, and develop a combined approach to support individuals at risk. In short, a multi-agency approach is a system in which information can be shared, which is crucial for identifying and dealing with vulnerable, at-risk individuals. Details: Brussels: European Commission, 2017. 23p. Source: Internet Resource: Accessed May 18, 2017 at: https://ec.europa.eu/home-affairs/sites/homeaffairs/files/what-we-do/networks/radicalisation_awareness_network/ran-best-practices/docs/creating_counter_violent_extremism_infrastructures_en.pdf Year: 2017 Country: Europe URL: https://ec.europa.eu/home-affairs/sites/homeaffairs/files/what-we-do/networks/radicalisation_awareness_network/ran-best-practices/docs/creating_counter_violent_extremism_infrastructures_en.pdf Shelf Number: 145568 Keywords: De-radicalization Extremism PartnershipsRadical Groups Radicalization Terrorism Violent Extremism |
Author: Adams, Sharyn Title: Collaborating to Fight Drug Crime: Multi-Jurisdictional Task Forces: A profile of the Southern Illinois Drug Task Force Summary: Drug task forces were developed to more efficiently and effectively fight proliferation of illicit drugs. Local police have jurisdictional restraints making it difficult to combat drug markets extending through multiple cities, and counties (Smith, Novak, Frank, & Travis, 2000). Drug task forces work across jurisdictions and pool resources, knowledge, and personnel. MEGs and task forces are staffed by officers representing federal, state, county, and local police agencies. Drug task force officers work undercover, using confidential sources, to purchase drugs in order to gather the intelligence to make arrests (Reichert, 2012). There are two kinds of drug task forces that operate in Illinois metropolitan enforcement groups (MEG) and multi-jurisdictional drug task forces. Periodically, the Illinois Criminal Justice Information Authority (ICJIA) profiles Illinois MEGs and task forces to provide a general overview of the drug crime problems in the various jurisdictions and share responses to these problems. These profiles can provide information to MEG and task force directors and policy board members to guide decision-making and the allocation of resources. All current and previous profiles can be accessed on the ICJIA's website: http://www.icjia.state.il.us. This profile focuses on the Southern Illinois Drug Task Force (SIDTF), which covers Franklin, Gallatin, Hamilton, Hardin, Massac, Pulaski, Randolph, Wabash, Wayne, and White Counties with an estimated total population of 155,915 in 2010. In 2010, seven local police agencies participated in SIDTF. A participating agency is defined as one that contributes either personnel or financial resources to the task force. Twenty-three officers and one State's Attorney Inspector were assigned to SIDTF in 2010, 11 of the officers were assigned by participating agencies and 12 from the Illinois State Police (ISP).These officers are dedicated full-time to the task force and work out of a central task force office. Details: Chicago: Illinois Criminal Justice Information Authority, 2012. 48p. Source: Internet Resource: Accessed August 24, 2017 at: http://www.icjia.state.il.us/assets/pdf/megprofiles/SIDTF_122012.pdf Year: 2012 Country: United States URL: http://www.icjia.state.il.us/assets/pdf/megprofiles/SIDTF_122012.pdf Shelf Number: 127440 Keywords: Collaboration Drug Abuse and Crime Drug Enforcement (Illinois) Partnerships |
Author: Montgomery, Ruth Title: The Use of Private Security Services for Policing Summary: Over a decade ago, the Law Reform Commission of Canada (2002) opened a dialogue on the trend in the growth of private policing in Canada. A continued rise in police expenditures, combined with economic downturns, have contributed to pressure being placed on police services around the world to become more effective and efficient. This has resulted in a growing interest in discussing the value of privatizing or civilianizing functions of public police services (Public Safety Canada, 2012). This study examines the intersections between private security and public policing, with an emphasis on those functions that private security are now performing that have traditionally been performed by the public police, as well as cooperative efforts between public police and private security. METHOD The research included a literature review of the roles and responsibilities of private security and public police in the United Kingdom, the United States of America, Australia, New Zealand and Canada, a review of relevant Canadian legislation, and interviews with key individuals in Canadian government, private security, policing, and police governance organizations. FINDINGS There is the potential for private security to play an important role in community safety and addressing issues of crime and social disorder. Research evidence as to the effectiveness of police-private security initiatives in preventing crime and reducing disorder is mixed. A key factor in the success of these initiatives is management; that is, ensuring there is open communication among the parties, the integrity of the initiative, effective supervision of police and private security officers, and protocols for evaluation. In all of the jurisdictions reviewed, a major challenge is that the core functions of the police have not been defined. This makes it difficult to identify the parameters of the role and responsibilities of the public police, and to determine the niche for private security, working in partnership either with the police, or in an outsourcing or privatization arrangement. There are a number of key factors that are important to the success of police-private security partnerships: 1) a common interest in reducing a specific crime or crime set; 2) effective leadership, with personnel with authority from each partner organization driving participation; 3) mutual respect; 4) information sharing based on high levels of trust in confidentiality; 5) formal meetings of consultation and communication; and, 6) a willingness to experiment and consider all ideas. These processes seem to be in their infancy in Canada. The tiered policing system in Alberta is perhaps the best current example of a system-wide framework for police-private security collaboration. Ideally, police-private security partnerships would be a component of strategic plans that identify areas where collaboration between public police and other groups in the community can be undertaken, monitored, and evaluated. Cost should be one of only several metrics that are used to evaluate the effectiveness of these collaborative partnerships and of outsourcing. Given the unique role of the police in society, other metrics including the legitimacy of the police, the community's view of the various initiatives, and the sustainability of collaborative partnerships must be examined. It is evident that the size and scope of activities of new private security services is expanding. Despite this, there are few, if any, protocols in place to ensure communication and information sharing between these units, many of which are staffed by ex-police and security officers, and the public police. Similarly, there is no information on the size of these units, their budgets, and their activities. At present, these firms seem to inhabit a parallel universe to both public police and traditional private security firms. It is often assumed that privatizing and outsourcing traditional police tasks will result in reductions in the numbers of sworn police officers. Public police-private security collaboration may, on the other hand, result in innovative initiatives that previously did not exist. Little attention has been given to the legal framework within which private security firms operate. There has been little attention given to developing compliance standards and structures for a regulatory regimen. There is also considerable variability across jurisdictions in provisions for enforcement where regulations do exist. Most often, sanctions involve revoking operating licenses. In the absence of a national, provincial or territorial strategic plan for private security, there has also been a failure to develop mechanisms to ensure effective oversight of private security. This has a number of consequences, including an inability to ensure that private security companies are not vulnerable to organized crime, unethical and/or illegal behaviour. The movement to expand the role of private security is occurring in the absence of empirical research studies that would reveal the nature and extent of cost savings, the effectiveness, and the sustainability of policeprivate sector partnerships, outsourcing, and privatization. Cost savings are most often assumed rather than demonstrated. Within the larger context of the economics of policing, there is no published data on the relative cost-effectiveness of private versus public police. The absence of evaluation research on private policing in Canada precludes an informed discussion on proposals for expanding the activities of private policing companies. As well, it is difficult to assess the proposals that are made by private security companies to assume responsibilities currently managed by public police, or to evaluate the effectiveness of the strategies that are being proposed by private security firms. There is a need to know more about what private security personnel are doing, the rationale for their activities, and whether these rationales are supported by empirical data. There is no information on the ethics of private security, the values of private security officers, and the private security subculture - all key facets in the study of public police. Details: Ottawa: Public Safety Canada, 2015. 100p. Source: Internet Resource: Research Report: 2015-R041: Accessed October 17, 2017 at: https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/2015-R041/2015-R041-en.pdf Year: 2015 Country: Canada URL: https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/2015-R041/2015-R041-en.pdf Shelf Number: 147706 Keywords: Costs of Criminal JusticePartnershipsPolicingPrivate PolicingPrivate SecurityPrivatizationSecurity Officers |
Author: Hobson, Zoe Title: Research into the London Mental Health Street Triage Pilot Summary: The London Street Triage pilot is one of nine national pilots funded by the Department of Health. Street Triage aims to enable mental health professionals to work alongside the police, providing officers with 'real-time' information and advice to ensure people who need mental health support receive it as quickly as possible. The pilot ran in four south London boroughs (Croydon, Lambeth, Lewisham and Southwark) and provided a 24 hour telephone advice/helpline staffed by mental health professionals. Additionally, in all boroughs when clinically required, a face-to-face assessment service was trialled, consisting of mental health professionals attending certain incidents requested by an officer, to conduct an assessment at the scene alongside police officers. Evidence & Insight (E & I), the research capacity of the Mayor's Office for Policing And Crime (MOPAC), were tasked with conducting research and evaluating Street Triage, running concurrently with the national evaluation. The aims were broadly to explore the processes and potential impact of a mental health Street Triage service, through the interrogation of basic performance data such as usage of the service and examination of the views of those using and experiencing the service. A range of research methods were drawn upon to achieve this (e.g., performance data, police officer surveys, and service user and carer focus groups). Key Findings - It is estimated that one quarter (26%) of occasions where officers encountered individuals with mental health difficulties during their duty resulted in a call to the Helpline. This is a total of 1,179 calls within 12 months. This is a solid start to the helpline, although improved communication and promotion may encourage use. - Between April 2013 and March 2015 London as a whole has seen increases in both the number of criminal incidents involving mental health aspects (64% increase) and the number of vulnerability reports recorded (31% increase) as well as a reduction in section 136 detainees taken to police custody as a Place of Safety (71% decrease). The Street Triage boroughs are consistent with these trends, therefore it is not possible to attribute any changes observed to Street Triage. - Officers provided positive views around Street Triage, appreciating the timely and professional advice and felt that it improved their confidence when working with vulnerabilities including mental health. - Learning was obtained in terms of the implementation of the service - with staff highlighting challenges such as training, limited pathways (such as a lack of designated specialist places of safety) and partnership working. These issues could be 'designed in' to any subsequent roll-out of the service to enhance delivery. - Poor communication between the police and mental health professionals emerged as a key theme. This was perceived as a general barrier to effective everyday working and could result in misperceptions between partners (e.g., that officers are using custody as an alternative more than they actually are). - Feedback from officers, mental health professionals, service users and carers indicated mental health training should include human engagement from service users so officers understand how their reactions/body language can affect an individual in crisis. For Street Triage to be sustainable in the future, the focus moving forwards needs to be on training, identifying appropriate pathways for individuals, working with partners to help effective communication of the services provided and integrating this service into current commissioning plans. Details: London: MOPAC (Mayor of London Office for Policing and Crime), 2015. 34p. Source: Internet Resource: Accessed February 8, 2018 at: https://www.london.gov.uk/sites/default/files/mopac_research_into_the_london_mental_health_street_triage_pilot_dec_2015.pdf Year: 2015 Country: United Kingdom URL: https://www.london.gov.uk/sites/default/files/mopac_research_into_the_london_mental_health_street_triage_pilot_dec_2015.pdf Shelf Number: 149032 Keywords: Mental Health Services Mentally Ill Persons Partnerships |
Author: Milgram, Anne Title: Integrated Health Care and Criminal Justice Data - Viewing the Intersection of Public Safety, Public Health, and Public Policy Through a New Lens: Lessons from Camden, New Jersey Summary: At the intersection of public safety and public health lies the potential to view crime prevention through a new lens: the lens provided by analyzing integrated data from the many agencies that serve vulnerable populations. This study involved the integration of health care and criminal justice data for people who cycle in and out of hospitals and police precincts in Camden, New Jersey. Working pursuant to a grant from the Laura and John Arnold Foundation, researchers from the Camden Coalition of Healthcare Providers (the Coalition) integrated existing data sets to break down traditional information silos, identifying and analyzing the experiences of people who showed an extreme number of contacts with both systems. By analyzing these cross-sector data, Coalition researchers found that a small number of Camden residents have an enormous and disproportionate impact on the health care and criminal justice sectors, neither of which is designed to address the underlying problems they face: housing instability, inconsistent or insufficient income, trauma, inadequate nutrition, lack of supportive social networks, But the study's potential impact goes well beyond the identification of a population that frequently cycles through the health care and criminal justice systems. Cross-sector data offer a more holistic view of the challenges these individuals face, telling a different story than the one we typically hear - a story with far-reaching public policy implications. When we overlay data to view the trajectories of lives through consecutive cross-sector contacts, we begin to see that crime most often happens after, and not before, contacts with hospitals and other government agencies. During these earlier encounters, we could find potential markers that would allow us to identify individuals at risk of future criminal justice involvement. In large part because agencies are not sharing data in the collaborative ways needed to gain a holistic understanding of individuals, opportunities to intervene earlier in their trajectories are lost. Most interventions to prevent recidivism currently occur during the community corrections and re-entry phases, well after a crime has happened and the individual's case has ended. The study suggests that we should shift from a mindset of reacting to immediate health and crime crises as distinct events to focusing on holistic approaches that result in better individual outcomes, increased public safety, and reduced system costs. The holistic view provided by integrated data will allow researchers, policymakers, and practitioners to design earlier interventions to prevent crime and the avoidable use of jails and emergency departments. The Coalition's researchers plan to design and test such interventions in the next phase of this study. This paper is organized in two parts. Part I sets out the Camden study's key findings from the analysis of integrated hospital and police data: - A small percentage of arrestees account for a disproportionate share of total arrests. - There is a relationship between high use of hospital emergency departments (EDs) and frequent arrests. - A small subset of 226 individuals had extreme numbers of contacts with both hospital EDs and police. Part II outlines the potential impact of integrated data analysis on public safety, public health, and public policy: - Cross-sector data that look beyond the criminal justice system, including data on health, housing, employment, and other socio-economic characteristics, provide a holistic view of individuals and their contacts with multiple systems over time. Details: Cambridge, MA: Harvard Kennedy School, Program in Criminal Justice Policy and Management, 2018. 22p. Source: Internet Resource: Accessed May 4, 2018 at: https://www.hks.harvard.edu/sites/default/files/centers/wiener/programs/pcj/files/integrated_healthcare_criminaljustice_data.pdf Year: 2018 Country: United States URL: https://www.hks.harvard.edu/sites/default/files/centers/wiener/programs/pcj/files/integrated_healthcare_criminaljustice_data.pdf Shelf Number: 150062 Keywords: CollaborationHealth CarePartnershipsPublic HealthPublic Safety |
Author: Clinks Title: Under represented, Under pressure, Under resourced: the voluntary sector's role in Transforming Rehabilitation Summary: Under represented, Under pressure, Under resourced is the third and final report in a series looking at the voluntary sector's role in Transforming Rehabilitation (you can also read the first report and second report). Clinks surveyed 132 voluntary sector organisations between February and April 2017 and gathered six in depth case studies. The survey results were analysed by the Third Sector Research Centre and by using the same questions posed in our 2015 survey we have been able to record changes over time. As a result Clinks has identified seven key findings and made 11 recommendations that we believe can make a difference, and help us to understand what the next generation of probation services could look like. Since 2015, in response to feedback from our members and other voluntary sector organisations, Clinks has led the trackTR partnership to undertake in-depth research into the voluntary sector's experience of the changes to probation services brought about by the Transforming Rehabilitation reforms. We have assessed the impact the reforms have had on organisations, the services they deliver, and the people they support; and will use the findings to advocate on behalf of the voluntary sector to government and to probation services run by the National Probation Service (NPS) and Community Rehabilitation Companies (CRCs). Details: London: Clinks, 2018. 68p. Source: Internet Resource: Accessed May 9, 2018 at: https://www.clinks.org/sites/default/files/basic/files-downloads/clinks_track-tr_under_final-web.pdf Year: 2018 Country: United Kingdom URL: https://www.clinks.org/sites/default/files/basic/files-downloads/clinks_track-tr_under_final-web.pdf Shelf Number: 150132 Keywords: MentoringOffender RehabilitationPartnershipsProbationVolunteers |
Author: Papachristos, Andrew Title: Policing the Connected World: Using Social Network Analysis in Police-Community Partnerships Summary: Law enforcement agencies are increasingly using social network analysis (SNA) to understand the organization of gangs and other criminal networks, to identify their relationships, and to analyze data that can be used to focus crime prevention efforts. This report details the implementation of a SNA program developed by the COPS Office in partnership with Yale University. Created as part of a violence prevention initiative in New Haven, Connecticut, the Project Longevity SNA program emphasizes the value of community collaboration when gathering critical information such as the location and membership of these groups. Noting that transparency and community involvement in data collection encourage community support, the report also describes the benefits of focused deterrence activities, thereby reducing arrests and increasing efficiency. In addition to a detailed introduction to SNA and the ways it can be adapted to community and law enforcement needs, this report provides examples of SNA strategies used in other cities and practical guidelines for implementation. Details: Washington, DC: Office of Community Oriented Policing Services, 2018. 46p. Source: Internet Resource: Accessed August 22, 2018 at: https://ric-zai-inc.com/Publications/cops-w0859-pub.pdf Year: 2018 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0859-pub.pdf Shelf Number: 151236 Keywords: Collaboration PartnershipsPolice-Citizen Interactions Police-Community Relations Problem-Oriented Policing Social Network Analysis |
Author: Centre for European Policy Studies (CEPS) Title: Criminal Justice and Police Cooperation between the EU and the UK after Brexit: Towards a principled and trust-based partnership Summary: Brexit poses major challenges for future interaction between the EU and the UK in the areas of criminal justice and police cooperation. A new legal framework will be required to sustain the EU's relations with the UK - an active participant in numerous EU criminal justice and police cooperation instruments - once it leaves the Union. The negotiations on the exit of the UK from the EU must grapple with the crucial question of how and to what extent can the two parties continue to maintain effective arrangements for fighting cross-border crime, while at the same time guaranteeing compliance with the rule of law and fundamental rights. This report is the result of intensive deliberations among members of a Task Force set up jointly by CEPS and the School of Law at Queen Mary University of London (QMUL), who met regularly throughout the first half of 2018. It examines the feasibility of retaining the current EU-UK framework for cooperation in these critical fields and explores possible alternatives to the status quo. It also delves into the conditions under which the UK could continue to participate in EU instruments and relevant EU agencies engaged in cooperation in criminal matters and to have access to justice and home affairs databases and other information-sharing tools. In their conclusions, the members offer a set of specific policy options for the EU and the UK to consider after Brexit with a view to developing an effective partnership in the areas of criminal justice and security based on trust and shared values. Details: Brussels: CEPS, 2018. 192p. Source: Internet Resource: Accessed September 4, 2018 at: https://www.ceps.eu/system/files/TFR_EU-UK_Cooperation_Brexit.pdf Year: 2018 Country: Europe URL: https://www.ceps.eu/system/files/TFR_EU-UK_Cooperation_Brexit.pdf Shelf Number: 151339 Keywords: BrexitInformation SharingPartnershipsPolice CooperationPolice PartnershipsSecurity Cooperation |
Author: McLively, Mike Title: A Case Study in Hope: Lessons from Oakland's Remarkable Reduction in Gun Violence Summary: In 2012, after several failures and facing great pressure from community activists, Oakland city leaders committed to launching a citywide violence reduction strategy, known as Oakland Ceasefire, with the help of technical experts from the California Partnership for Safe Communities (CPSC). Oakland Ceasefire is an ongoing partnership between community members, social service providers, and law enforcement officials, who work together to reduce violence, build police-community trust, and improve outcomes for high-risk individuals. The strategy has five main components: Analysis of violent incidents and trends, referred to as a problem analysis, to identify individuals at the highest risk of participating in serious violence. Oakland's problem analysis revealed a number of misconceptions about the city's violence dynamics. It also showed that only 400 individuals-just 0.1% of Oakland's total population-were at the highest risk for engaging in serious violence at any given time. Oakland Ceasefire partners intervene with this population. Respectful, in-person communications with high-risk individuals to warn about the risks of ongoing violence and provide a genuine offer of assistance. With Oakland Ceasefire, these communications primarily take the form of call-ins, interventions in which stakeholders communicate with small groups of those most at risk of serious violence, and custom notifications, a personalized method of heading off imminent violence. Relationship-based social services provided to high-risk individuals through the Oakland Unite network of community-based organizations. Oakland Unite is a unique city agency that uses taxpayer money to fund organizations that provide services like intensive mentoring, economic and educational training, and direct assistance to victims of violence and their families. Narrowly focused law enforcement actions by the Oakland Police Department's (OPD) Ceasefire Section, in addition to ongoing, department-wide training in the principles of procedural justice and other strategies to improve police-community relationships. Since reforming its approach to violence, OPD has seen a dramatic increase in its homicide solve rate, while use-of-force incidents and complaints against the department are on the decline. An intentional management structure built around regular communication between Oakland Ceasefire partners and city leaders to stay on top of changing violence dynamics and track progress toward yearly violence reduction goals. Regular meetings include weekly shooting reviews, bimonthly coordination meetings, and performance reviews led by Oakland's mayor. Details: San Francisco: Giffords Law Center to Prevent Gun Violence, 2019. 107p. Source: Internet Resource: Accessed April 25, 2019 at: https://lawcenter.giffords.org/wp-content/uploads/2019/04/Giffords-Law-Center-A-Case-Study-in-Hope-Lessons-from-Oaklands-Remarkable-Reduction-in-Gun-Violence.pdf Year: 2019 Country: United States URL: https://lawcenter.giffords.org/wp-content/uploads/2019/04/Giffords-Law-Center-A-Case-Study-in-Hope-Lessons-from-Oaklands-Remarkable-Reduction-in-Gun-Violence.pdf Shelf Number: 155505 Keywords: Community-Based OrganizationsGun ViolenceGun-Related ViolenceOakland CeasefireOperation CeasefirePartnershipsPolice-Community RelationsViolence PreventionViolent Crime |