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Date: November 22, 2024 Fri
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Results for police patrol
26 results foundAuthor: Goss, Cynthia W. Title: Increased Police Patrols for Preventing Alcohol-Impaired Driving Summary: This review assesses the effects on injuries and crashes of increased police patrols that target alcohol-impaired driving. Details: Cochrane Library, 2008, issue 4 Source: Year: 2008 Country: United States URL: Shelf Number: 117836 Keywords: Driving Under the InfluenceDrunk DrivingPolice Patrol |
Author: Fell, James C. Title: Evaluation of Seven Publicized Enforcement Demonstration Programs to Reduce Impaired Driving: Georgia, Louisiana, Pennsylvania, Tennessee, Texas, Indiana, and Michigan Summary: Between 2000 and 2003, the U.S. National Highway Traffic Safety Administration funded seven alcohol demonstration projects designed to reduce impaired driving through well-publicized and highly visible enforcement. The projects were conducted in seven states: Georgia, Louisiana, Pennsylvania, Tennessee, Texas, Indiana, and Michigan. This report describes the program evaluations conducted in all seven states. In each of the seven states, funding supported increased enforcement and publicity. In Georgia, Indiana, and Michigan funding was provided for paid advertising. Each state acted as a case study because the type and amount of publicity and enforcement differed substantially. Details: Calverton, MD: Pacific Institute for Research and Evaluation, 2008. 141p. Source: Internet Resource Year: 2008 Country: United States URL: Shelf Number: 118751 Keywords: Drunk DrivingPolice PatrolPublicity CampaignsSaturation PatrolsSobriety Checkpoints |
Author: Muntingh, Lukas Title: Child Justice Alliance: A Quantitative Overview of Children in the Criminal Justice System: 2007 Summary: This report provides an overview of the available quantitative data on children in the juvenile justice system in South Africa, and also identifies where data is lacking or incomplete. It includes the following sections: children in detention; duration of detention; children coming into contact with the juvenile justice system; existence of a juvenile justice system; separation from adults; conditions for control of quality of services for children in detention; and protection from torture, violence, abuse and exploitation. Details: Bellville, South Africa: Child Justice Alliance, 2007. 36p. Source: Internet Resource Year: 2007 Country: South Africa URL: Shelf Number: 110569 Keywords: Crime DisplacementHigh Crime AreasHot-Spots PolicingJuvenile DetentionJuvenile Justice Systems (South Africa)Juvenile Offenders (South Africa)Police PatrolProblem-Oriented Policing |
Author: Taylor, Bruce Title: The Integration of Crime Analysis Into Patrol Work: A Guidebook Summary: The Integration of Crime Analysis Into Patrol Work: A Guidebook explores the data and analysis needs of patrol officers and the importance of analysis throughout the police organization. This guidebook explores the current state of the field as it relates to the use of crime analysis and analytical products, the needs of the police organization, and best practices in crime analysis and data collection as they relate to patrol work. The guidebook also illustrates the work of a select group of agencies that successfully integrated crime analysis into patrol services. Helpful examples of crime analysis products are provided. The purpose of this document is to offer guidance to law enforcement agencies on integrating data collection and crime analysis into regular patrol work within a community policing context. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2011. 64p. Source: Internet Resource: Accessed on February 3, 2012 at http://www.cops.usdoj.gov/files/RIC/Publications/e061120376_Integrating-Crime-Analysis-508.pdf Year: 2011 Country: United States URL: http://www.cops.usdoj.gov/files/RIC/Publications/e061120376_Integrating-Crime-Analysis-508.pdf Shelf Number: 123926 Keywords: Community Oriented PolicingCrime AnalysisPolice Patrol |
Author: Beacroft, Laura Title: Community Night Patrols in the Northern Territory: Toward an Improved Performance and Reporting Framework Summary: This paper summarises the results of a project funded by the Australian Government Attorney- General’s Department’s (AGD). The project aimed to clarify the contribution of the community night patrol program in the Northern Territory (NT) to improving the community safety of Indigenous communities, and in this context, recommend an improved framework for monitoring performance and reporting. Community night patrols (also known as street patrols, night patrols, foot or barefoot patrols, mobile assistance programs and street beats) have a long history in the NT. Emerging in Tennant Creek in the late 1980s as a community initiative in the face of ‘under-policing’ and later in Yuendumu to stem the adverse contact Indigenous people were having with the criminal justice system, there are 80 patrols today funded by the AGD in the NT. With a budget of $69 million over three years (2009-2010 to 2011-2012), the AGD’s community night patrol program is the largest community night patrol program in Australia. Patrols are not defacto police, rather they are non-coercive, intervention strategies to prevent anti-social and destructive behaviours through the promotion of culturally appropriate processes… in conjunction with contemporary law enforcement measures. They have a long and continuing history of being regarded by the communities they serve as essential, and the support of key local persons and groups in the community, such as elders, women and cultural leaders, is critical to their success. However, there is limited up-to-date literature, information, data and evaluations about the operation and impact of community night patrols. This project involved four steps: • a review of the literature on community night patrols • consultation with key stakeholders and visits to patrols to conduct observations • the development of Program Logic Models, and • the development of a revised performance framework and reporting guide. The project highlighted four issues in the operating environments of patrols that needed to be considered in order to develop the performance and reporting framework: • separating the roles of community night patrols and roles of police; • responding to challenging service environments where not all essential complementary services in all communities are present and/or effective; • recruiting appropriate local staff, and retaining and training them; and • working in diverse situations in regard to governance and community cohesion. Details: Canberra: Australian Institute of Criminology, 2012. 21p. Source: Internet Resource: Technical and Background Paper 47: Accessed April 9, 2012 at: http://www.aic.gov.au/documents/C/4/3/%7BC43E61E9-5F6F-45AD-9774-80C5CA5A1DAB%7Dtbp47_001.pdf Year: 2012 Country: Australia URL: http://www.aic.gov.au/documents/C/4/3/%7BC43E61E9-5F6F-45AD-9774-80C5CA5A1DAB%7Dtbp47_001.pdf Shelf Number: 124890 Keywords: Community SafetyIndigenous CommunitiesNight PatrolsPolice PatrolStreet Patrols |
Author: Alexander Weiss Consulting Title: Traverse City Police Workload Analysis Summary: In November 2010, Alexander Weiss Consulting was chosen to conduct a comprehensive assessment of the Traverse City Police. The scope of this study was defined as follows: • Evaluate City police services by benchmarking against other communities our size • Evaluate the overall management structure • Evaluate the number of police officers required to provide law enforcement services • Evaluate the police work schedule, including overtime to determine alternative schedules which may be more cost effective and productive • Evaluate the Detective Division operations, efficiency and workload to determine whether there are operational efficiencies that can be achieved • Evaluate the central records operations arrangement with Grand Traverse County • Evaluate the various support services in the public safety area to determine operational efficiencies and potential services provided by civilians vs. sworn officers • Evaluate cooperative police service delivery opportunities with adjacent government units • Outline procedures for implementing proposed alternatives including public safety services • Outline cost evaluations and savings of various alternatives. This report is based on several sources of information including: • Meetings with ad hoc advisory board • Comprehensive review of department data • Interviews with a range of departmental members including command staff and police officers • Observations of field operations • Meetings with representatives of employee groups • Interview with the Sheriff of Grand Traverse County • Focus group with key community stakeholders. Details: Evanston, IL: Alexander Weiss Consulting, 2012. 54p. Source: Internet Resource: Accessed March 28, 2013 at: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Year: 2012 Country: United States URL: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Shelf Number: 128154 Keywords: Police AdministrationPolice PatrolPolice PerformancePolice Resource AllocationPolice Workloads (Traverse City, Michigan) |
Author: Ratcliffe, J.H. Title: The Philadelphia Foot Patrol Experiment: A randomized controlled trial of police patrol effectiveness in violent crime hotspots Summary: Originating with the Newark foot patrol experiment, research has found police foot patrols improve community perception of the police and reduce fear of crime, but are generally unable to reduce the incidence of crime. Previous tests of foot patrol have, however, suffered from statistical and measurement issues and have not fully explored potential dynamics of deterrence within micro‐spatial settings. In this paper we report on the efforts of over 200 foot patrol officers during the summer of 2009 in Philadelphia. GIS analysis was the basis for a randomized controlled trial of police effectiveness across 60 violent crime hotspots. Results identified a significant reduction in the level of treatment area violent crime after 12 weeks. A linear regression model with separate slopes fitted for treatment and control groups clarified the relationship further. Even after accounting for natural regression to the mean, target areas in the top 40% on pre‐treatment violent crime counts had significantly less violent crime during the operational period. Target areas outperformed the control sites by 23 percent, resulting in a total net effect (once displacement was considered) of 53 violent crimes prevented. The results suggest that targeted foot patrols in violent crime hotspots can significantly reduce violent crime levels as long as a threshold level of violence exists initially. The findings contribute to a growing body of evidence on the contribution of hotspots and place‐based policing to the reduction of crime, and especially violent crime, a significant public health threat in the United States. We suggest that intensive foot patrol efforts in violent hotspots may achieve deterrence at a micro‐spatial level, primarily by increasing the certainty of disruption, apprehension and arrest. The theoretical and practical implications for violence reduction are discussed. Details: Philadelphia: Temple University, 2013. 25p. Source: Internet Resource: Final Draft: Accessed August 5, 2013 at: http://www.temple.edu/cj/footpatrolproject/documents/PFPE_full_paper.pdf Year: 2013 Country: United States URL: http://www.temple.edu/cj/footpatrolproject/documents/PFPE_full_paper.pdf Shelf Number: 129509 Keywords: Crime Hotspots (Philadelphia, U.S.)Crime MappingFoot PatrolGeographical Information Systems (GIS)Police PatrolViolent Crime |
Author: John Scougall Title: Keeping People Safe: An evaluation of the Nyoongar Patrol Outreach Service Summary: NPS is the only Aboriginal patrol service operating in the Perth metropolitan area. There have been many It began in 1998 as a fledgling volunteer managed service operating only three night patrols each week. Through many years of hard work NPS transformed itself into a professionally structured organisation with a strong board, experienced CEO and seventeen fulltime staff, all of whom participate in a programme of professional development. There are a further seven trained casual staff. Description of the Service The objectives of the NPS are: Safety and harmony Referring people who are in need to agencies that can assist Transporting people to safety Partnering and cooperating with other agencies Remaining a strong viable organisation with a professional reputation Providing greater social and economic support to youth. The NPS currently delivers a range of community services which contribute to community safety: Conflict mediation and defusion of incidents Street level support to the homeless Youth support and child protection Street level linkage of people to health services Employment and training Policy advocacy and planning input. The crime prevention role of NPS receives the most emphasis and is the source of most current funding, but it is not the only street level service NPS provides. There is a need to ensure that performance measures are in place to enable progress in all areas of service delivery to be measured. There is also a need to ensure the organisation is adequately funded to provide these services. Strategies used by NPS to deliver its services include: Street patrols to maintain a visible presence Referral of people to other services including shelters and refuges Providing diversionary transport to a safe place Improving cooperation and relationships between Aboriginal people, the business community, police and other services. The NPS is about early detection of Aboriginal people in jeopardy. The target group are Aboriginal people in public places in Perth whose safety is at risk. Youth, the homeless and people affected by substances are amongst the primary beneficiaries. Desired outcomes expected as the result of the work of the NPS include: a safer community fewer incidents reduced assault and violence reduced property damage and robbery reduced detention and arrests by police reduced homelessness better access to services by people at risk reduced truancy reduced child abuse a more effective community safety service sector. Details: Victoria Park, AU: John Scougall Consulting Services, 2012. 94p. Source: Internet Resource: Accesssed August 5, 2013 at: http://apo.org.au/sites/default/files/docs/Keeping_People_Safe_NPS-Report.pdf Year: 2012 Country: Australia URL: http://apo.org.au/sites/default/files/docs/Keeping_People_Safe_NPS-Report.pdf Shelf Number: 129531 Keywords: AboriginalsCrime PreventionPolice PatrolPublic SpacesStreet PatrolsVolunteers |
Author: Montolio, Daniel Title: When Police Patrols Matter. The Effect of Police Proximity on Citizens' Crime Risk Perception Summary: Crime risk perception is known to be an important determinant of individual well-being. It is therefore crucial that we understand the factors affecting this perception so that governments can identify the (public) policies that might reduce it. Among such policies, public resources devoted to policing emerge as a key instrument not only for tackling criminal activity but also for impacting on citizens' crime risk perception. In this framework, the aim of this study is to analyze both the individual and neighbourhood determinants of citizens' crime risk perception in the City of Barcelona (Spain) focusing on the effect of police proximity and taking into account the spatial aspects of neighbourhood characteristics. After controlling for the possible problems of the endogeneity of police forces and crime risk perception and the potential sorting of individuals across neighbourhoods, the results indicate that crime risk perception is reduced when non-victims exogenously interact with police forces. Moreover, neighbourhood variables, such as proxies of social capital and the level of incivilities, together with individual characteristics have an impact on citizens' crime risk perception. Details: Barcelona: University of Barcelona, 2014. 41p. Source: Internet Resource: IEB Working Paper N. 2014/1: Accessed May 8, 2014 at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2410365 Year: 2014 Country: Spain URL: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2410365 Shelf Number: 132302 Keywords: Community PolicingNeighborhoods and Crime (Spain)Police PatrolRisk Assessment |
Author: Ratcliffe, Jerry H. Title: Smart Policing Initiative: Final Report Summary: This report documents the experimental results from the Temple University sub-contractual part of the Smart Policing Initiative funding awarded the City of Philadelphia. This project was supported by Grant No. 2009-DG-BX-K021 awarded by the Bureau of Justice Assistance. The project centered on a randomized field experiment. The study was designed and conducted as part of a continuing research-practitioner partnership with the Philadelphia Police Department. The Police Commissioner and management team were actively involved in the planning of the experiment so that the experimental design would more closely approximate how hot spots policing would occur naturally in a large urban police department. As the Commissioner wrote in the city's crime fighting strategy; In today's economy, we must be smart and judicious about allocating police resources. Saturation patrol is not an informed solution to preventing or reducing a rising crime problem. We must understand what works, how it works, when it works, and where it works. The answers to these questions provide the foundation for "evidence-based" policing strategies. First, violent crime hotspots were delineated using spatial statistics. Violent crime point data were accessed from the city's 2009 incident database. Violent crime was defined as homicide, robbery, aggravated assault and misdemeanor assault. Two different local measures for detecting spatial association and concentration were applied: Local Indicator of Spatial Association (LISA) and Hierarchical Nearest Neighbor Clustering (HNN). Full details of the analysis strategy are found in the chapters that follow. A total of 81 mutually-exclusive target areas were identified, allowing 21 of these to be used as controls. Senior police commanders (District Captains) were asked to use their operational knowledge to delineate the final boundaries of deployment areas and to identify which type of intervention should be applied in each. They were asked to identify 27 areas suitable for foot patrol, 27 areas that would benefit from problem-solving and 27 areas where police would focus enforcement on violent repeat offenders. Police commanders drew deployment areas around the hot spots identified by the LISA and HNN analyses taking into consideration the street network and environmental features. The 81 deployment areas were then displayed on a new map. In subsequent meetings with the Regional Operations Commanders, the deployment areas' boundaries were revised to balance police operations with research priorities (e.g., achieving geographic separation of the target areas to allow for examination of displacement/diffusion effects). The final 81 hot spots were small, containing an average of 3 miles of streets and 23.5 intersections. The 81 hot spot deployment areas were stratified into three groups prior to randomization based on their pretest score on treatment suitability as qualitatively evaluated by police department commanders. Random assignment using a random number generator was performed separately for each stratum of 27 areas resulting in 20 areas being assigned to treatment and 7 to control. The three experimental areas were targeted for at least three months with, problem-oriented policing, offender-focused activity, or foot patrol. The report that follows documents the experimental results of the study, a pre-post survey of officers involved in the experiment, and a pre-post survey of residents in the experimental areas. Details: Philadelphia: Temple University, Center for Security and Crime Science, 2013. 92p. Source: Internet Resource: Accessed August 11, 2014 at: http://webcastium.net/wp-content/uploads/2013/05/Smart-1-final-report-Temple-University.pdf Year: 2013 Country: United States URL: http://webcastium.net/wp-content/uploads/2013/05/Smart-1-final-report-Temple-University.pdf Shelf Number: 132973 Keywords: Crime AnalysisCrime HotspotsFoot PatrolPolice PatrolPolicing InnovationsProblem-Oriented PolicingViolent Crime |
Author: Griffiths, Curt Taylor Title: Policing in Winnipeg: An Operational Review Summary: This document represents the results of an Operational Review of the Winnipeg Police Service. The purpose of this review was to examine and evaluate the core activities of the WPS and to develop recommendations that will improve the effectiveness and efficiency of service delivery. More specifically, the review involved an in-depth examination of the use of overtime in the WPS, the potential for civilianization of positions in the service, staffing, deployment, the response to calls for service, and the activities of investigative units. The review was informed by best practices in police management and operations, and multiple data sources were used in the review, including field observations of patrol, interviews with patrol members and senior police personnel, quantitative data on overtime and from Computer-Aided Dispatch, and a survey of selected investigative units. These analyses were conducted within a framework that considered the environment in which the WPS delivers services and responds to community demands and expectations. The components of this review are set out in chapters, beginning with a discussion surrounding the context of policing in Winnipeg, focusing on the unique challenges surrounding the delivery of policing services in the City of Winnipeg. A special focus is afforded to relationships between the WPS and Aboriginal peoples, immigrants, and refugees. This also includes a discussion surrounding mandates and downloading between different levels of government and the WPS, particularly surrounding persons with mental illness, chronic youth runaways, and special event policing. Two stand-alone chapters examine two separate issues - those of civilianization, and overtime usage for the entire Service. The objective of the civilianization review is to discuss the benefits and drawbacks of civilianizing positions within a police force, and then objectively analyze what positions would be appropriate to civilianize in the WPS. A number of positions currently occupied by sworn officers are identified as more appropriately staffed by civilians. Converting these positions will allow for greater continuity of expertise, reduced operational costs in many instances, and will free up sworn members for deployment in areas of greater need, including patrol. The study of overtime in the service identifies the source of these costs. A key finding is that patrol members generate the majority of overtime, an indicator that the WPS does not currently have sufficient resources deployed. The analysis makes it possible to determine what initiatives can be taken to reduce overtime, including making adjustments to staffing and shift deployment. Generally speaking, the opportunities for cost savings appear to reside within the staffing levels in some parts of the organization, namely in Patrol. Staffed properly, this could result in savings of approximately $1.5M. Details: Ottawa: Canadian Police Association, 2013. 479p. Source: Internet Resource: Accessed march 16, 2015 at: http://curtgriffiths.com/wp-content/uploads/2014/09/WPS-operational-review.pdf Year: 2013 Country: Canada URL: http://curtgriffiths.com/wp-content/uploads/2014/09/WPS-operational-review.pdf Shelf Number: 134931 Keywords: Police AdministrationPolice PatrolPolice PerformancePolice ReformPolicing (Winnipeg, Canada) |
Author: Rydberg, Jason Title: Flint DDACTS Pilot Evaluation Summary: In response to the public safety challenges posed by high levels of violent crime and local level law enforcement resource constraints, the Michigan State Police (MSP) have developed the "Secure Cities" initiative as part of its strategic plan. The Secure Cities initiative involves providing additional MSP enforcement resources to Detroit, Flint, Pontiac and Saginaw; using data-driven planning; and developing evidence-informed and evidence-based strategies for addressing high levels of violent crime. One specific strategy has been the implementation of the Data-Driven Approaches to Crime and Traffic Safety (DDACTS) in Flint. The Flint DDACTS initiative began enforcement activities in January 2012. The current evaluation examined the program as it operated between January 2012 and March 2014. This report presents the findings of the evaluation of the Flint DDACTS program, describing both trends in program activities and the effect of DDACTS on violent crime. Key Findings - The DDACTS strategy targeted five hotspots for violent crime in Flint, later expanded to include two additional hotspot areas. - MSP collected very detailed activity data from the Troopers involved in DDACTS. This reflected exceptional performance output measures. - A significant level of patrol resources with associated activities occurred in these hotspot areas. Indeed, over 22,000 traffic stops occurred between January 1, 2012 and March 2014 as part of the DDACTS initiative. Nearly three-quarters of the traffic stops occurred in the targeted hotspots. This equated to significant enforcement presence in the hotspot areas with over 600 traffic stops occurring each month in the hotspot areas - For every 100 traffic stops, there were nearly 95 verbal warnings, 2 citations, 14 arrests for misdemeanor and felony charges, and 17 fugitive arrests. - The heavy use of verbal warnings appears to reflect concern with maintaining positive relationships with Flint residents. - The high number of arrests per traffic stop reflects a very high level of enforcement productivity. - The initial set of analyses focused on the trend in violent crime in the DDACTS hotspot target areas. Violent crime (homicide, aggravated assaults, robberies, criminal sexual conduct, weapons offenses) declined 19 percent in the hotspot areas. The declines were observed in 14 of the 27 months of the DDACTS initiative. The remainder of the city experienced a 7 percent decline in violent crime. - Robberies declined 30 percent in the hotspot areas. The remainder of the city experienced a 2 percent decline in robberies. - Several analyses were undertaken to test rival explanations for the decline in violent crime. Specifically, "synthetic" comparison areas consisting of block groups within the city that were not subject to the DDACTS initiative were compared to the trend in violent crime in the hotspot areas. The findings indicated that the comparison areas also experienced a decline in violent crime. Details: East Lansing, MI: Michigan State University, School of Criminal Justice, Michigan Justice Statistics Center, 2014. 67p. Source: Internet Resource: Accessed May 16, 2015 at: http://cj.msu.edu/assets/DDACTS-Report-Expanded_BJS_2012_BJ_CX_K036-1-2-FINAL.pdf Year: 2014 Country: United States URL: http://cj.msu.edu/assets/DDACTS-Report-Expanded_BJS_2012_BJ_CX_K036-1-2-FINAL.pdf Shelf Number: 135656 Keywords: Crime AnalysisCrime HotspotsCrime PreventionEvidence-Based PracticesPolice PatrolStop and SearchViolent Crime |
Author: Weisburd, David Title: The Dallas AVL Experiment: Evaluating the Use of Automated Vehicle Locator Technologies in Policing Summary: Law enforcement agencies lack specific information describing where police officers patrol when not responding to calls for service. Instead they have snapshots of events that are handled by police such as the locations of crime reports, arrests, traffic citations, and pedestrian stops. While computerized crime mapping has enabled "smart policing" and police have become more scientific in the ways in which they respond to crime (Bureau of Justice Assistance, 2010; Robinson, 2011), police agencies still have little ability to assess the effectiveness of their deployment strategies in relationship to their goals. Our study sought to examine these two key gaps in the advancement of recent police innovations. If the police have knowledge about where patrol resources are concentrated in a police agency, can police Commanders more successfully manage broad patrol resources? Within the context of a Compstat model, can they ensure that crime hot spots gain increased levels of patrol? Finally, if such knowledge were available to the police will that help them to prevent crime? We think that the answers to these questions are key to the advancement of policing. Our study is the first we know of to test these questions directly. Since the early 1990s, hot spots policing has emerged as an important policing strategy. Sherman and Weisburd (1995) coined the term and argued that the police should not water down the dosage of police patrol across entire beats, but should focus it upon the specific places where crime was concentrated. While police scholars now agree widely that preventive patrol over larger areas is not effective (Weisburd & Eck, 2004; Bayley, 1994), the introduction of automated vehicle locator (AVL) technology allowed us to see whether provision of detailed information on actual patrol dosage to police managers would allow for more effective allocation of patrol in beats and following this significant reductions in crime. We were also able to examine these questions for crime hot spots identified during Compstat meetings. We used a blocked randomized experimental design to examine these questions. First, we used trajectory analysis to identify four groups of beats with similar crime trajectories. Each of the beats within a trajectory group was randomly allocated to treatment or control. Commanders received information on the measured deployment levels (the amount of hours of vehicle presence as measured by an Automated Vehicle Locator (AVL) system) received by the treatment beats but not the control beats. In addition, they received AVL measured deployment information about Compstat hot spots (those identified for specific deployment strategies) in the treatment areas but not in the control areas. At the beat level, access to AVL measured deployment information led Commanders to request significantly higher amounts of patrol presence but did not result in an increase in actual patrol levels. At the hot spot level, it is important to note that our unit of analysis is no longer the same as our randomization unit. Thus, we interpret these results with caution. At the hot spot level, AVL does not lead Commanders to request higher levels of patrol, but it did lead to higher actual levels of patrol at those places. Also, in contrast to the beat level findings, we find treatment hot spots have about a 20 percent relative "decline" in crime. The Dallas (Texas) AVL Experiment provides important information to improve our understanding of how AVL technologies can be used to maximize patrol in police agencies. Our data suggest that, at least in cities like Dallas with large geographies, AVL information will not aid patrol allocations in large geographic areas because patrol coverage in beats is largely a function of cross district dispatch rather than Commander-specified deployment. However, it is effective in achieving higher levels of patrol in hot spots and significant reductions in crime. Additional studies are needed in other cities and focusing on hot spot areas to better understand the potential value in using AVL for deployment. Details: Washington, DC: Police Foundation, 2015. 127p. Source: Internet Resource: Accessed July 29, 2015 at: https://www.ncjrs.gov/pdffiles1/nij/grants/248958.pdf Year: 2015 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/248958.pdf Shelf Number: 136256 Keywords: Automated Vehicle LocatorCrime Hot SpotsPolice DeploymentPolice PatrolPolice Technology |
Author: Cathey, Dan Title: New Mexico Department of Public Safety Motor Transportation Division Staffing Study: Final Report Summary: In November 2013 the New Mexico Department of Public Safety (DPS) contracted with the New Mexico Sentencing Commission (NMSC) to complete a staffing study involving the work of the New Mexico Motor Transport Police Department (MTPD). The main effort of the study involves a staffing study of the uniformed patrol officers and the non-patrol civilian transport inspectors of MTPD. The report contains three sections; each section addresses one of the three contracted topics, i.e., staffing study, bypass routes, and fee structure. The first section addresses the staffing study, beginning with a review of relevant literature, a methods section, a description of the sites and the MTPD in the study, an analysis section, a discussion of the results, and a conclusion. The second section describes the task of estimating the number of commercial vehicles bypassing the New Mexico ports of entry. This section begins with a description of past efforts to estimate the number of vehicles, a description of the method used in this study, results, and an analysis and recommendations. Finally, the third section contains a review of the complex issue of the fee structure used by New Mexico compared to other states using the International Fuel Tax Agreement [IFTA] and the International Registration Plan [IRP]) and provides recommendations to improve MTPD's revenue enforcement mission. This may include an estimate of commercial vehicle counts both intra-state and inter-state for the Albuquerque metropolitan area, if the budget and time permits. The ability to prioritize work assignments and an ongoing workload assessment process are two key elements of allocation methods in the field of law enforcement. A well-developed progressive allocation plan must ensure the continued deployment of sufficient personnel to accomplish most critical tasks while also anticipating trends such as political intervention or fiscal constraints which could significantly impact allocation and future staffing capabilities (Butler, 2007) . To complete the staffing study a number of tasks were accomplished. We reviewed previous staffing studies of DPS (Bower, et al 2001; Department of Public Safety 2004, 2006, 2007); we also reviewed a 2013 study of the MTPD by the NM Legislative Finance Committee. We reviewed literature relating to law enforcement staffing study methods specifically dealing with staffing patrol agencies. During our staffing study of the NM State Police in 2012, we contacted various state law enforcement agencies and other law enforcement agencies regarding staffing studies they may have completed. We provide the results of that review in this study, as the findings are pertinent to the MTPD study. In addition to collecting background information, we held several meetings with MTPD staff to discuss the study and focus the research. Based on this information and for a number of reasons, discussed later, we decided to use the established Police Allocation Model (PAM) to calculate staffing levels for the MTPD commissioned officer unit. To calculate staffing for the non-patrol civilian transportation inspectors (TI), we used a modified workload method. This is discussed in more detail later. We used a similar method to determine the staffing levels of the NMSP non-patrol units in our 2012 staffing study. As stated, during the project we met with MTPD administrative staff to discuss the data needed to complete the staffing study and requested these data. This included data by unit being studied (MTPD commissioned and civilian TI), district level data (e.g., miles of road by type of road, road coverage, span of control), officer level data (e.g., calls for services, patrol time, administrative time, medical and vacation use), operations data (e.g., shift length, shift relief factors, and weekly work hours), performance objectives (e.g., administrative time, court time, proactive time, travel time, patrol intervals, commercial vehicle inspection time, credential booth time, and permit issuance time), and policy decisions (e.g., calls for service, minimum staffing levels, patrol intervals, coverage per week, and immediate response availability). The data requests are discussed in more detail later. The analysis section of the report describes the steps we took using PAM to calculate the staffing level of MTPD and the steps we took using the modified workload method to calculate the civilian TI staff level. We also discuss the results and provide a number of recommendations and a conclusion. Details: Albuquerque: New Mexico Sentencing Commission, 2014. 52p. Source: Internet Resource: Accessed September 18, 2015 at: http://nmsc.unm.edu/reports/2014/motor-transport-police-division-staffing-study-final-report.pdf Year: 2014 Country: United States URL: http://nmsc.unm.edu/reports/2014/motor-transport-police-division-staffing-study-final-report.pdf Shelf Number: 136822 Keywords: Police OfficersPolice PatrolPolice PerformancePolice Resource Allocation |
Author: Williams, Simon Alan Title: Do Visits or Time Spent in Hot Spots Patrol Matter Most? A randomised control trial in the West Midlands Police Summary: We are now in an era of policing where public expectation is greater than ever and it is only right that we are held responsible for our commitment to service our communities and protect them from harm (Foulkes, 2014). Set this against the fact that UK Policing and, in particular the West Midlands Police, are facing austerity unlike that seen by any previous generation of policing and as a result have an ever smaller workforce it is paramount that we prioritise demand reduction and tightly focus resources in an evidence based manner. This experiment is set against the backdrop of targeted place based demand reduction implementation across the West Midlands Police force area in an unprecedented time of austerity and uncertainty for those charged with delivering patrol; Neighbourhood Police Constables and Police Community Support Officers, both of which are an endangered species. This paper reports on a practitioner led randomised control trial that took place in the West Midlands Police during the summer of 2015. The main objective of this study was to assess if shorter and more frequent patrols (9 units of 5 minute patrols per day) in hot spots reduced crime and anti-social behaviour more than less frequent longer patrols (3 units of 15 minute patrols per day). The second objective of this study was to capture officers patrol outputs in order to examine which activities, if any, are high or low in frequency; do these outputs matter as much as providing visible capable guardianship? An experiment was designed in which 7 hot spots were randomly allocated to one or other patrol mode for a period of 150 days between June and November 2015. Patrol visits were tracked using patrolling officers' personal issue G.P.S (global positioning system) 'Airwave' radios where patrol information was fed back and officers help to account for the number of patrols conducted. Although this research took place over 150 days the results presented are based on 100 days of patrol as a result of a breakdown in 'geo-fencing' software during the last 50 days. Fewer units of longer duration are associated with greater crime falls, indicating that they are more effective than more frequent shorter patrols. The findings from this experiment confirm Koper's (1995) finding that longer units of 10-15 minutes duration are more effective. Additionally activity analysis of police constable and police community support officers overwhelmingly indicates that the highest frequency outputs, accounting for nearly 90% of all activity during 15 minute patrol days, do not require police powers (i.e. Community engagement and visits to high demand crime and ASB micro-locations within hot spots). Details: Cambridge, UK: Fitzwilliam College, Cambridge University, 2015. 89p. Source: Internet Resource: Thesis: Accessed April 15, 2016 at: http://www.crim.cam.ac.uk/alumni/theses/Simon%20Williams.pdf Year: 2015 Country: United Kingdom URL: http://www.crim.cam.ac.uk/alumni/theses/Simon%20Williams.pdf Shelf Number: 138683 Keywords: Crime AnalysisHot Spots PolicingPolice EffectivenessPolice Patrol |
Author: Sherman, Lawrence Title: An Integrated Theory of Hot Spots Patrol Strategy: Implementing Prevention by Scaling Up and Feeding Back Summary: In late 2013, Trinidad & Tobago Police Service conducted the first randomized experiment ever to test a hot spots patrol strategy across large areas, as distinct from testing extra patrols one hot spot at a time. The Hot Spots Patrol Strategy (HSPS) experiment required, and helped to refine, a formal theory of both the causes and effects of directed patrols in hot spots. This paper presents an integrated theory of how to implement a hot spots patrol strategy in ways that maximize the preventive effects of patrol on crime. It then describes the HSPS experimental protocol used to test the theory in Trinidad. The key elements of HSPS are scaling up from specific hot spot locations to a district-wide focus on all its hot spots, and feeding back to the constables who provide hot spots patrols data on what they have done and with what effect---presented every two weeks, at a district-level "COP-stat" meeting with the people actually doing the patrols. Details: Cambridge, UK: University of Cambridge, 2014. 26p. Source: Internet Resource: Accessed April 16, 2016 at: http://www.crim.cam.ac.uk/people/academic_research/lawrence_sherman/recent_publications/wellford_lum_hot_spots_jccj_2013.pdf Year: 2014 Country: Trinidad and Tobago URL: http://www.crim.cam.ac.uk/people/academic_research/lawrence_sherman/recent_publications/wellford_lum_hot_spots_jccj_2013.pdf Shelf Number: 138695 Keywords: Crime Analysis Hot Spots Policing Police Patrol |
Author: Engel, Robin S. Title: Cincinnati Police Department 15-Minute Hotspot Policing Experiment Summary: Hotspot policing is an intensified, intermittent patrol in specified crime clusters. This approach is not a constant, security guard-style presence, but rather approximates a crackdown-backoff approach where police are present at a hotspot for an intermittent yet brief period of time; typically fifteen minutes every two hours (see Koper, 1995 for more detail). Importantly, a sizable body of experimental research on hotspots policing led the National Research Council (NRC) Committee to Review Research on Police Policy and Practices (2004, p. 250) to conclude that studies of "focused police resources on crime hotspots provided the strongest collective evidence of police effectiveness that is now available." In an effort to promote evidence based practices to address specific types of crime problems, the Cincinnati Police Department (CPD) partnered with researchers from the Institute of Crime Sciences (ICS) at the University of Cincinnati. The CPD has been using crime analysis for deployment purposes to address serious, violent, and persistent street crimes since 2007. The purpose of the CPD's 15-Minute Hotspot Patrol Experiment was to further reduce the likelihood of victimization associated in high-risk areas throughout the city. The CPD was interested in implementing a hotspot policing experiment as a way to police more efficiently and to potentially build upon data-driven policing approaches already being used in the department (e.g., Statistical and Tactical Analytic Review for Solutions (STARS) is an oversight mechanism used to enhance strategic deployment for crime reduction). Of particular interest to CPD administrators was the ability to determine whether different types of policing practices within hotspot locations could lead to discernible differences in crime incidents. To identify Cincinnati's crime hotspots, Uniform Crime Report (UCR) Part I crime data collected by the CPD, ranging from November 2010 - November 2012 (N=48,568) were geocoded in ArcGIS and merged with Cincinnati street segments (N=13,550). This data merger provided information regarding how many serious crimes were committed on individual street segments within the city. Recent studies have indicated that it is important to focus on crime trends at micro-units of analysis due to street-to-street variability in crime patterns (Groff, Weisburd, & Yang, 2010). As a result, the most recent hotspot experiments focus police efforts at these micro-places, including individual street segments, to address patterns in crime variability by place and focus police resources more efficiently (Telep et al., 2012). To be consistent with these most recent research developments, the Cincinnati strategy focused police attention at specific street segments. Given the CPD's focus on reducing violence, a weighting system was designed where violent crimes were weighted proportionally more than property crimes based on their level of seriousness. Using this weighting system, crime counts for each street segment were calculated. When determining whether a street segment was considered "hot," both persistent and emerging crime trends were identified. A persistent hotspot was one identified based on reported crimes over the past three years, while an emerging hotspot was one identified based only on reported crimes over the last 12 months (Jan 1 - Dec 31, 2012). After determining hot street segments based on the process above, CPD District Commanders were consulted to verify if the selected street segments were appropriate hotspots based on their direct experiences. Ultimately, 54 individual street segments were identified for inclusion in the experiment. Each identified hot street segment was then individually paired with another hot street segment (with a similar amount and type of crime), creating 27 matched hotspot pairs. These 27 matched hotspot pairs were then randomly assigned to either treatment or control conditions. Note, that a street was considered a "treated street segment" if it received additional patrols. A "non-treated street segment" was a street that was matched to a treated street segment but did not receive additional patrols. Those assigned to treatment were further randomly assigned to one of three types of treatments: 1) stationary - sit in parked patrol car, 2) stationary with lights - sit in parked patrol car with emergency lights activated, or 3) proactive - park car and walk. Each crime hotspot selected for treatment received an additional "dose" of directed patrol seven times per day. Specifically, these treatment conditions were applied on the same streets for 15 minutes every two hours, during the hours of 12:00 pm - 2:00 am for a 5-month period. The matched control street segments were patrolled as they normally would be, absent the experiment. In the most general terms, we determine the impact of the additional patrols in three ways. Analysis 1 compares the treated street segments directly to their non-treated matched street segments during the intervention period (Feb 1- Jun 30, 2013). Analysis 2 compares the crimes that occurred on the treated street segments during the intervention period to the average number of crimes occurring during the seasonal pre-intervention period on those same treated street segments. Then the crimes that occurred on the non-treated street segments during the intervention period are compared to the number of crimes on those same non-treated street segments during the seasonal pre-intervention period. These differences are ultimately compared to one another to determine an overall effect. Analysis 3 compares the differences within the treated street segments by the type of treatment: stationary, lights, or foot. Details: Cincinnati: Institute of Crime Science, University of Cincinnati, 2014. 28p. Source: Internet Resource: Accessed June 11, 2016 at: https://ext.dps.state.oh.us/OCCS/Pages/Public/Reports/ICS_CPD%2015%20Minute%20Hotspot%20Policing%20Experiment_FINAL.pdf Year: 2014 Country: United States URL: https://ext.dps.state.oh.us/OCCS/Pages/Public/Reports/ICS_CPD%2015%20Minute%20Hotspot%20Policing%20Experiment_FINAL.pdf Shelf Number: 139391 Keywords: Crime AnalysisCrime ClustersEvidence-Based PracticesHotspot PolicingPolice Patrol |
Author: Matrix Consulting Group Title: Final Report on Community Policing: City of Austin, Texas Summary: Summary of Austin Community Policing Report Key Findings 1 "Community Policing" is not the coherent philosophy and strategy in the Department that it needs to be. 2. Steps need to be taken to ensure that internal support for community policing in the Department is consistent with these strategies. 3. The Police Department's performance delivering proactive services and responding to calls needs to be measurable and transparent. 4. Patrol resources have limited opportunities to be more proactive - proactivity levels are at an overall level of approximately 22%, which is less than the typical 35% - 45% considered an effective level of patrol service. Note APD has been reporting a lower percentage (17% - 19%) due to methodological differences. 5. District Representatives (DRs) provide a valuable link in addressing problems in each Region. Summary of Recommendations The report makes a total of 61 specific recommendations categorized as follows (pp. 5 ‐ 9): Community Policing and Management (13 recommendations) Support for Community Policing in the Department (27 recommendations) Patrol Operations and Staffing (4 recommendations); this includes: o Adding 12 civilian Community Services Officers (CSO) to function in a field role handling certain types of low priority/non ‐ emergency calls. o Adding 66 officers and 8 corporals beyond what has already been authorized and an average of 17 officers in the next four years. This is independent of the addition of CSOs. District Representatives and Other Community Support Units (17 recommendations); this includes: o Adding 12 civilian CSOs to replace 3 of the 4 District Representatives in each of the four Regions, thereby returning 12 officers to patrol duties. o Adding 4 officers to the Motorcycle Units. Matrix recommends a collaborative process with the community to determine specific targets and metrics for use in evaluating community engagement and proactive/problem oriented policing efforts. The report identifies processes and potential measures to evaluate (1) how time is being spent in support of community policing and (2) evaluating the effectiveness of community policing. Details: Austin, TX: City of Austin, Texas: 2016. 239p. Source: Internet Resource: Accessed September 6, 2016 at: http://www.austintexas.gov/edims/pio/document.cfm?id=260144 Year: 2016 Country: United States URL: http://www.austintexas.gov/edims/pio/document.cfm?id=260144 Shelf Number: 140218 Keywords: Community PolicingPolice EffectivenessPolice Patrol |
Author: Police Executive Research Forum Title: Austin Police Department: Patrol Utilization Study. Final Report Summary: The Police Executive Research Forum (PERF) was retained by the City of Austin to provide the Austin City Council and City Executives with recommendations for an innovative, sustainable method to determine current and future police department staffing needs. The objectives of the study include: reviewing the current demand for sworn law enforcement, including calls for service, investigative workload, staffing for special events, and utilization of support staff; examining benchmarks for police staffing that are used in a sample of U.S. cities with populations from 500,000 to one million; gathering information on local community expectations regarding perceptions of safety, crime reduction strategies, community policing, and patrol utilization; recommending a methodology for the calculation of police staffing needs that can be updated and replicated by city staff in the future; and providing recommendations regarding three- to five-year staffing projections based on the community-based goals. Details: Washington, DC: PERF, 2012. 138p. Source: Internet Resource: Accessed September 7, 2016 at: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Year: 2012 Country: United States URL: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Shelf Number: 147896 Keywords: Police AdministrationPolice EffectivenessPolice PatrolPolice StaffingPolice WorkloadPolicing |
Author: Lauderdale, Michael L. Title: Police Force Strength Analysis and Assessment Summary: Austin is one of the nation’s safest large cities, but rapid growth strains public safety resources. New metro resident estimates range from 110–158 net arrivals daily. That’s as many as sixty new families moving here each day that need a safe place to live and work. While the violent crime rate is lower than cities of comparable size, property crime is 8 percent higher and theft is 28 percent higher. Traditional police staffing formulas based on a population ratio are outdated. Police force strength should be based on community engagement time. That's the time patrol officers have for community policing when not responding to calls for service. During the past five years, the Austin Police Department's total community engagement (or uncommitted) time for patrol officers citywide declined from 33 to 19 percent. Studies of best practices show community engagement time goals ranging from 25–50 percent. Hiring eighty-two additional officers per year between FY 2016–2020 will make it possible for the Austin Police Department to reach a goal of 30 percent community engagement time over five years. Details: Austin, TX: Greater Austin Crime Commission, 2015. 37p. Source: Internet Resource: Accessed December 19, 2016 at: http://www.austincrime.org/wp-content/uploads/Force_Strength_0815_REV1.pdf Year: 2015 Country: United States URL: http://www.austincrime.org/wp-content/uploads/Force_Strength_0815_REV1.pdf Shelf Number: 147753 Keywords: Community PolicingPolice OfficersPolice PatrolPolice Staffing |
Author: de Brito, Charlotte Title: Will Providing Tracking Feedback on Hot Spot Patrols Affect the Amount of Patrol Dosage Delivered? A Level 4 Experiment Summary: Objectives Hot spots patrol is a police tactic shown time and time again to reduce crime, with a robust body of supporting evidence suggested. Less widely researched is how to ensure the police tasked with carrying out these patrols do as they have been asked. In this thesis, research will be presented which seeks to bridge this gap. Methods In a before-after experiment carried out over 4 weeks in August 2016 within British Transport Police (BTP), two sites assigned to treatment conditions (London Waterloo and London Euston) were provided feedback on dosage delivery - i.e., weekly reports showing the number of "hot spots visits" carried out the previous week by the PCs and PCSOs assigned to hot spot patrol. Two sites assigned to control conditions received no such information, but were still required to conduct hot spots patrols as business as usual. Results No overall statistically significant differences in terms of patrol dosage between the two treatment and two control sites were found, indicating that feedback in the form of a set of figures and graphs on the previous weeks' performance sent via email does not increase dosage. However, when the 2 treatment sites were analysed separately, substantial increases were found in patrol dosage at London Waterloo but no discernible effect at London Euston, compared to control conditions. These subgroup analyses are likely to be driven by varying leadership styles in the two treatment sites. Conclusions Patrol dosage feedback can be positively correlated with patrol dosage, however only when the leader responsible for those individuals is willing to act. In this experiment, there was no adverse consequence for poor patrol performance in the treatment sites, hence the threat can be deemed 'toothless'. Onus cannot be left on individuals to react to and improve on poor performance, and a feedback loop must be put in place to allow corrective action to be taken if an individual consistently fails to improve. Further research is recommended, testing treatment conditions which include an adverse consequence of poor performance, with a larger number of experimental sites. Details: Cambridge, UK: Fitzwilliam College, 2016. 75p. Source: Internet Resource: Thesis: Accessed April 10, 2017 at: http://www.crim.cam.ac.uk/alumni/theses/Charlotte%20de%20Brito.pdf Year: 2016 Country: United Kingdom URL: http://www.crim.cam.ac.uk/alumni/theses/Charlotte%20de%20Brito.pdf Shelf Number: 144773 Keywords: Crime AnalysisCrime HotspotsHigh Crime AreasHotspotsPolice Patrol |
Author: Public Safety Strategies Group Title: San Francisco Police Department Foot Patrol Program Evaluation Report Summary: In January 2007, the Board of Supervisors (BOS) legislatively mandated that the San Francisco Police Department (SFPD) implement a formal Foot Patrol Pilot Program in each of the ten Police Districts in the City. The Administrative Code Section 10A.1, (herein referred to as the Legislation), provides detailed program requirements including an evaluation of the effectiveness of the Foot Patrol Pilot Program. The Legislation mandated each police District assign at least one foot patrol Officer on two of the three daily watches for a total of twenty hours of foot patrol coverage per day or any combination of the equivalent number of hours, that the department maintain staffing records and engage the community in the process. The complete language of the Legislation is contained in the San Francisco Foot Patrol Implementation section of this report. The City commissioned the Public Safety Strategies Group (PSSG) to conduct an evaluation of the City's Foot Patrol Pilot Program. This report summarizes the process of the evaluation, the findings of the evaluation conducted by PSSG and outlines recommendations to assist the SFPD with implementing future foot patrols. The report is organized into the following sections: - Evaluation Approach - San Francisco Foot Patrol Legislation - Foot Patrol Implementation Findings - District Station Beats and Data - Recommendations for Foot Patrol Implementation Details: West Townsend, MA: Public Safety Strategies Group, 2008. 210p. Source: Internet Resource: Accessed September 30, 2017 at: http://www.publicsafetystrategies.com/wp-content/uploads/2015/03/SFPD_foot_patrol_program_eval.pdf Year: 2008 Country: United States URL: http://www.publicsafetystrategies.com/wp-content/uploads/2015/03/SFPD_foot_patrol_program_eval.pdf Shelf Number: 147513 Keywords: Foot PatrolPlace-Based PolicingPolice PatrolPolice-Community Relations |
Author: Weisburd, Sarit Title: Police Presence, Rapid Response Rates, and Crime Prevention Summary: This paper estimates the impact of police presence on crime using a unique database that tracks the exact location of Dallas Police Department patrol cars throughout 2009. To address the concern that officer location is often driven by crime, my instrument exploits police responses to calls outside of their allocated coverage beat. This variable provides a plausible shift in police presence within the abandoned beat that is driven by the police goal of minimizing response times. I found that a 10 percent decrease in police presence at that location results in a 1.2 to 2.9 percent increase in crime. These results shed light on the black box of policing and crime and suggest that routine changes in police patrol can significantly impact criminal behavior. Details: Tel Aviv University, 2016. 51p. Source: Internet Resource: Accessed October 17, 2017 at: https://econ.tau.ac.il/sites/economy.tau.ac.il/files/media_server/Economics/PDF/seminars%202016-17/Sarit%20Weisburd_Police%20Presence%2C%20Rapid%20Response%20Rates%2C%20and%20Crime.pdf Year: 2016 Country: United States URL: https://econ.tau.ac.il/sites/economy.tau.ac.il/files/media_server/Economics/PDF/seminars%202016-17/Sarit%20Weisburd_Police%20Presence%2C%20Rapid%20Response%20Rates%2C%20and%20Crime.pdf Shelf Number: 147707 Keywords: Crime PreventionDeterrencePolice EffectivenessPolice PatrolPolice Response |
Author: Reilly, Jeffrey Title: Measuring the Effectiveness of Foot Patrol in the Downtown Yonge BIA Summary: The issues of fear and insecurity in business improvement areas has given rise to commodified policing patrols aimed at targeting "undesirables" and reducing "urban decay". This thesis studied the merchant response to police patrols in order to assess the effectiveness of the police patrols in reducing incidents of urban decay and the overall levels of crime. Furthermore, this thesis sought to find an empirical relationship between broken windows style policing and the reduction of the levels of fear associated with particular incidents of crime. A Merchant Security Satisfaction Survey was used to ask a series of questions related to fear, risk, policing, and undesirables (i.e. homeless, youth gangs, panhandlers). The data showed that according to merchant perception, police presence and foot patrols positively affected crime levels by reducing sources of fear and crime. This thesis concludes that the partnership between public and private organizations positively affected the levels of crime. Details: Ottawa: Carleton University, 2011. 125p. Source: Internet Resource: Thesis: Accessed November 8, 2017 at: https://curve.carleton.ca/system/files/etd/89d8b63c-3908-4c11-bf14-4db96adbea03/etd_pdf/33b820bb3f11a7683df49679464e30e4/reilly-measuringtheeffectivenessoffootpatrolinthe.pdf Year: 2011 Country: Canada URL: https://curve.carleton.ca/system/files/etd/89d8b63c-3908-4c11-bf14-4db96adbea03/etd_pdf/33b820bb3f11a7683df49679464e30e4/reilly-measuringtheeffectivenessoffootpatrolinthe.pdf Shelf Number: 148076 Keywords: Business Improvement Districts Foot Patrol Police Patrol |
Author: Scottish Institute for Policing Research Title: Policing 2026 Evidence Review Summary: Police Scotland and the Scottish Police Authority commissioned a series of evidence reviews from the Scottish Institute for Policing Research which have helped inform the development of the 2026 strategy. Written by an international group of leading policing scholars and practitioners, the reviews bring together the best research evidence from the last 30 years on key topics, including prevention, performance and partnership working. Each review combined important insights into what good practice looks like with concrete suggestions for how policing in Scotland can use this evidence to ensure that they are at the cutting edge of policy and practice. The specially commissioned papers collected together to form this Evidence Review have been written by a group of international policing experts with extensive experience as academic researchers, senior practitioners and policy makers. The strategic importance of this evidence review is that it embodies an evidence-based approach to policing, which values the role of research, science, evaluation and analysis to inform decision making within police organisations. As Professor Fyfe highlights in the first paper, such an approach has several wider benefits: - Politically, evidence-based approaches are central to the governance, accountability and legitimacy of policing and citizens expect police forces to draw on evidence to identify effective and efficient practices as well as emerging threats; - Economically, developing policy and practice on a robust evidence base of effective and cost-efficient activities is vital to the future sustainability of the police service; - Organisationally, evidence-based approaches are vital to claims about police professionalism so that the building of a body of knowledge on which good practice is based is key to achieving an enhanced professional status. There are also more immediate operational benefits to policing of an evidence-based approach: - Employing strategies and tactics that have been shown to reduce harm means more effective responses to community concerns and an increase in police legitimacy; - Evidence based approaches requires the police to access and analyse their own data which can lead to improvements in managerial accountability and better data recording and analytics; - The use of evidence to support innovative and creative ways of tackling problems can increase satisfaction with police work among officers and staff. Policing in Scotland is in a strong position to play a world-leading role in evidence-based approaches given the established strategic partnership between Scotland's universities, Police Scotland and the Scottish Police Authority embodied in SIPR. Established in 2007 and now with an international reputation for research and knowledge exchange, SIPR plays a key role in contributing to evidence-based approaches in policing, supporting a strategic approach to innovation, contributing to education, professional development and organisational learning; and building research and analytical capacity in policing and universities. The use of evidence is central to the arguments about prevention addressed by Professor Laycock who focuses on the importance of Problem-Oriented Policing (POP) as the core of a preventative approach and how this should be rooted in the SARA model of Scanning, Analysis, Response and Assessment: - Scanning provides insight into the nature, frequency and impact of problems; - Analysis focuses on understanding the problem, collecting relevant data, and assessing the effectiveness of the response; - Response involves assessing what type of response would work in different contexts and them implementing an appropriate mechanism drawing on relevant knowledge and experience, including the on-line Crime Reduction Toolkit developed by the College of Policing. - Assessment focuses on whether an intervention was implemented effectively (a 'process' evaluation) and what the impact was. By embracing POP and experimentation, analysis, and assessment as a means of clearly defining the problems faced by communities and of developing evidence-based means of addressing these problems, Police Scotland has the potential to establish itself as a Learning Organisation. But to do this they need a different kind of police training and a supportive infrastructure that values experimentation, accepts risk, and encourages trust and delegation. Prevention must be focused in particular places because problems are not distributed evenly or randomly and the evidence clearly demonstrates that targeting specific locations where crime concentrates yields the best effects on crime prevention, and will also typically involve some form of partnership working between police and other organisations. These are the key message of the following 2 reviews. That on place-based policing by Professors Lum and Koper reinforces the conclusions of the Prevention paper, by identifying the key pillars of a place-based policing strategy: - Conducting geographic crime analysis of micro-places (neighbourhoods, street intersections etc.) and long term time trends so that a better understanding is achieved of the social, environmental and routine activity characteristics of hot spots - Proactively directing patrol to hot spots - Optimizing deterrence at hotpots - Problem solving at hotspots - Community engagement at hotspots Embracing these elements is vital to both more efficient and more effective policing. Their conclusion is unequivocal: 'Problem-solving and community-oriented approaches at crime hot spots can enhance long-term effectiveness of police actions and help strengthen police-citizen relationships'. These conclusions are echoed in the paper on partnership by Dr O'Neill which spells out the ways in which partnership needs to be recognised as an essential component of contemporary policing. The Christie Commission has set the broader strategic context for this in Scotland and this is reinforced by the Policing Principles set out in the Police and Fire Reform (Scotland) Act 2012: the main purpose of policing is to improve the safety and well-being of persons, localities and communities in Scotland, and that the Police Service, working in collaboration with others where appropriate, should seek to achieve that main purpose by policing in a way which (i) is accessible to, and engaged with, local communities, and (ii) promotes measures to prevent, crime, harm and disorder' (para.32). The research evidence base clearly highlights a number of key ingredients for successful partnerships which include relationships of trust, stability in staffing, co-location and pooled budgets. Within police organisations, there is also a need to ensure people have to the right skills for partnership working, that they receive appropriate training and that there are internal processes to support and reward partnership work. Officers also need to think differently about performance and success in relation to partnership working by focusing on broader outcomes, like harm reduction, and long term benefits rather than quick fixes. More generally, O'Neill makes the points that there needs to be a shift from viewing partnership work as 'nice to have' to seeing it as a core component of contemporary policing which allows the police to learn about which organisations are best placed to address particular problems. This problem solving focus is also central to Stanko's assessment of performance frameworks in policing. She cogently argues that a focus on crime narrows public discussion about the wider benefits of policing and disables the police from playing a broader partnership role in delivering safety and security in local communities. A good performance frameworks requires command of evidence and analysis and for the police this means that they must not only have command of the information they hold on the needs of users, the nature of problems, and the resources they can mobilize to deal with these issues, but also the ability to convert this 6 information into a joined up conversation with other partners in the public, private and third sectors and with communities. In this way, it is possible to develop a 'whole of government' approach to the delivery of safety and security in a local area strongly aligned with the Christie principles. Stanko points to specific example of performance frameworks which begin to allow this more joined up, outcome focused approach. In New Zealand, for example, the police have 3 high level outcomes: - Protected communities and preventing harm - Minimizing harm to victims - Delivering valued police services What this offers is a way of seeing the NZ police as part of a whole of government approach to improving security and justice for New Zealanders and the interconnectedness of what the police do with other parts of the public, private and third sectors. The focus of performance measurement therefore needs to be on outcomes and, through the use of evidence and analytics, allow informed debates of the underlying problems affecting communities which can then bind public, private and third sectors together in problem solving partnerships. As Stanko observes, numbers of crime don't tell you whether crime or security has changed within a community - it just counts what people have told the police. If the focus of performance is to be on reducing harm and vulnerability through collaborative partnerships then there need to be a range of key measurement indicators to reflect this, which might include: a reduction in repeat violent offending, reductions in repeat victimizations for domestic and sexual violence, a reduction in the number of repeat visits for knife in juries in A&E, an increase in the reporting of sexual violence etc. The police would play a key part in some of these but each indicator would also need contributions for others (in health, victims' services, probation etc.). Furthermore, there needs to be local analysis of this information to feed into problem-solving at a local level. Drawing on their data, Police Scotland can lead a conversation about safety and security at national and local levels, but this needs to be integrated with data from other organisations to create a shared evidence base focused on outcomes relating to key questions such as: is violence getting better or worse in Scotland? what drivers of well-being should government focus on to improve safety to which the police can contribute? and is Scotland getting safer? Police performance is scrutinised through governance and accountability mechanisms and Dr Henry draws on a wide body of work to distil some key principles of what good democratic governance of policing should look like. This includes a focus on: - Equity in terms of organisational resource allocation and priorities in delivering services and in terms of individual experiences in police encounters; - Delivery of services that are responsive to public needs and which benefit all citizens and are based on fair, transparent processes and procedures; - Responsiveness in that policing should in part reflect the will and interests of people in terms of delivering the priorities and services they need but also draw on the knowledge of other professionals and partner organisations. It is also crucial that responsiveness does not compromise equity if being responsive to public demands would create discriminatory actions; - A distribution of power which balances central and local interests, with the centre contributing stability, consistency and equity, and the local focusing on responsiveness, flexibility and public participation; - The provision of information given that the viability of the principles of good governance depends on good information which is needed to ensure efficiency and effectiveness, to gauge public sentiment and document processes and procedures. This information might come from the police but would also include other knowledge from a range of other sources including neighbourhood data, academic research and information from other partner organisations; - Redress which relates to the need for organisational accountability of senior management and the individual accountability of officers in exercising their powers; - Participation in that the public should have a sense of ownership of how their society is policed and that there is an opening up of deliberation around policing to a breadth of voices. All the different thematic areas covered in the Evidence Review require good leadership and in the final paper by Dr Brookes the focus is on the need to think differently about police leadership. This means moving beyond thinking about the 'who' of leadership (i.e. the heroic leader) and asking other questions about the 'what', 'when', 'where', 'how' and 'why' of leadership. In addressing these questions, Brookes argues, a much more holistic view of leadership emerges, less focused on the traits of individual leaders, and more on the importance of setting a long term vision and developing shared norms that are adaptive and respond to changes in the external environment. This is the basis for transformational rather than transactional leadership and creating an organisation which prioritises professionalism, information sharing, quality assurance, an orientation towards service users, working with others and a problem-solving focus. Details: Edinburgh: The Institute, 2017. Source: Internet Resource: Accessed April 12, 2018 at: Year: 2017 Country: United Kingdom URL: Shelf Number: 149795 Keywords: Evidence-Based PolicingPolice AdministrationPolice EffectivenessPolice PatrolPolice PerformancePolice Problem-Solving |
Author: Langton, Lynn Title: Aviation Units in Large Law Enforcement Agencies, 2007 Summary: During 2007, about 1 in 5 large law enforcement agencies had a specialized aviation unit operating at least one fixedwing plane or helicopter. These 201 aviation units, located in departments of 100 or more sworn officers, employed about 3,400 persons, operated almost 900 aircraft in 46 states and the District of Columbia, and logged an estimated 363,000 flight hours. The units performed functions ranging from general operations, such as engaging in pursuits and responding to calls for service, to more specialized operations, such as homeland security, emergency medical services (EMS), special weapons and tactics (SWAT), and firefighting missions. This report is based on data from the 2007 Census of Law Enforcement Aviation Units (CLEAU), which collected information on the characteristics, expenditures, equipment, personnel, functions, and training and safety requirements of aviation units found in law enforcement agencies with 100 or more sworn officers. The CLEAU is the first nationwide study to examine the nature and extent of airborne law enforcement. Major findings from the 2007 Census of Law Enforcement Aviation Units include- - Aviation units from large departments provided aerial law enforcement coverage in 46 states and the District of Columbia. - A greater percentage of units had helicopters (88%) than planes (50%). In absolute numbers, units operated more than twice the number of helicopters (604) than planes (295). - Aviation units spent an estimated total of $300 million in 2007 on aircraft purchases, leasing and financing, and maintenance and fuel. - About two-thirds (68%) of aviation unit aircraft were acquired through outright purchase, and about a fourth (24%) were secured through a government surplus program. Approximately half of the aircraft in operation were at least 20 years old. - Aviation units logged a median of 1,100 flight hours per unit in 2007. State police units had the greatest median number of hours per unit (2,000). - In 2007, 92% of aviation units engaged in vehicle pursuits. Almost 90% of units performed counternarcotics missions, and about 80% conducted counterterrorism missions. Nearly 70% of units engaged in firefighting activities. Fewer units reported using aircraft for SWAT member insertions (36%), emergency medical response (26%), and prisoner transport (22%) (figure 1). - About half of aviation units required new pilot candidates to have law enforcement experience. Over 60% required that they hold prior pilot ratings. Details: Washington, DC: U.S. Department of Justice, Office of Justice Programs, 2009. 24p. Source: Internet Resource: Accessed April 18, 2018 at: https://www.bjs.gov/content/pub/pdf/aullea07.pdf Year: 2007 Country: United States URL: https://www.bjs.gov/content/pub/pdf/aullea07.pdf Shelf Number: 117089 Keywords: Aerial SurveillanceAviation UnitsPolice PatrolPolice Surveillance |