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Date: April 30, 2024 Tue
Time: 12:38 am
Time: 12:38 am
Results for smart policing
2 results foundAuthor: Novak, Kenneth J. Title: Kansas City, Missouri Smart Policing Initiative: From Foot Patrol to Focused Deterrence Summary: Kansas City, Missouri has experienced a persistent violent crime problem throughout much of the last decade. From 2010 through 2013, Kansas City ranked among the worst of the 50 largest cities in the United States for homicide, averaging more than 100 per year - for a rate of 22 per 100,000 residents. Kansas City's violent crime rate in 2012 was equally dismal, with nearly 2,500 aggravated assaults and 1,645 robberies. Violent crime in Kansas City is geographically concentrated in three of the department's six patrol divisions. In addition, violence disproportionately involves firearms. From 2010 to 2014, 90 percent of homicides and 42 percent of all aggravated assaults were gun-related. In 2011, the Kansas City Police Department (KCPD) received a grant through the Bureau of Justice Assistance's Smart Policing Initiative (SPI) to team with researchers and develop innovative interventions to reduce violent crime. Over the next four years, KCPD and their research partners at the University of Missouri-Kansas City implemented a multi-pronged effort to address violent crime through evidence-based strategies. In 2011 and 2012, the Kansas City SPI team planned, implemented, and evaluated a replication of the evidence-based Philadelphia Foot Patrol Experiment. For 90 days, pairs of rookie officers worked foot patrol shifts in four violent crime micro-hot spot areas. Results showed that foot patrol areas witnessed a 26-percent reduction in aggravated assaults and robberies during the 90-day period, and a 55-percent reduction during the first six weeks of the study. No reductions were reported in control areas or in catchment areas surrounding the foot patrol areas. Crime did increase in the target areas during the last seven weeks of the study and returned to pre-treatment levels after the foot patrol treatment ended. In 2013 and 2014, the Kansas City SPI team planned and implemented a comprehensive focused deterrence pulling levers strategy, called the Kansas City No Violence Alliance (KC NoVA). KC NoVA is an offender-focused strategy designed to reduce violent crime by building on the earlier success of the foot patrol project. During 2014, KC NoVA identified 64 groups composed of 884 violent offenders. The team held four call-ins with 149 attendees. As a result of the focused deterrence strategy, 601 offenders met with social service providers, and 142 offenders received a social service assessment. The SPI team conducted interrupted time series analysis to assess impact and found that the focused deterrence strategy produced statistically significant decreases in homicide (40 percent) and gun-related aggravated assaults (19 percent). The crime decline effects were largest immediately after implementation and weakened over time. The Kansas City SPI produced a number of lessons learned for law enforcement leaders and line officers. For leaders, the Kansas City SPI demonstrated the importance of keeping focus on Smart Policing principles in the wake of leadership change, and of effective communication to both internal and external stakeholders. The Kansas City SPI also provided insights regarding different deployment methods of foot patrol. For line officers, it highlighted the importance of determining what officers should actually do during foot patrol assignments, other than be present and visible. Finally, the Kansas City SPI underscores the importance of embracing the two key messages in a focused deterrence strategy: the threat of a law enforcement response to additional criminal activity, and the offer of help for those who want it. Details: Arlington, VA: CNA Analysis and Solutions, 2015. 20p. Source: Internet Resource: Smart Policing Initiative: Spotlight Report: Accessed January 28, 2016 at: http://www.smartpolicinginitiative.com/sites/all/files/Kansas%20City%20SPI%20Spotlight%20FINAL%202015.pdf Year: 2015 Country: United States URL: http://www.smartpolicinginitiative.com/sites/all/files/Kansas%20City%20SPI%20Spotlight%20FINAL%202015.pdf Shelf Number: 137710 Keywords: Focused DeterrenceFoot PatrolGun-Related ViolenceHomicidesPulling LeversSmart PolicingViolent Crime |
Author: McGarrell, Edmund F. Title: Smart Policing and the Michigan State Police: Final Report Summary: Description of the Project: The Michigan State Police (MSP) has made a commitment to the adoption of data-driven processes, evidence-based practice (EBP), and the use of strategic planning and metrics, in order to increase the effectiveness and efficiency of service delivery to the citizens of the state. To facilitate the adoption of these principles and practices, MSP applied for and was awarded a Smart Policing Initiative (SPI) grant from the Bureau of Justice Assistance. MSP used this grant to engage in a systematic planning process, to support implementation of various practices consistent with SPI principles, and to assess progress of the organizational change process. Summary of Outcomes: This report documents extensive activities that have been undertaken in planning and implementation of data-driven processes. The key findings are that initial planning led to a new MSP Strategic Plan that clearly endorsed the principles of data-driven processes, EBP, and metrics; that significant training has been conducted to facilitate the adoption of these principles and practices; that new technology systems have been developed and are being utilized to support this organizational change; and that evidence of data-driven processes exists in numerous divisions and units throughout MSP. Lessons Learned: Consistent with prior research on policing and public bureaucracies generally, broad organizational change is difficult and requires the type of systematic and multiple level change process embarked upon by MSP. Leadership's consistent and firm commitment to the goals, principles, and processes at the core of the organizational change, as is apparent in this effort by MSP, is critical to sustaining the change process. Having said this, leadership commitment is essential but not sufficient. Training at all levels of the organization is essential to develop commitment to these new goals, principles, and processes and to provide the knowledge and skills to carry out these new processes throughout the organization. Similarly, providing the necessary resources, in this case a new sophisticated information system as well as an intelligence center, is critical for organizational change. The findings of this research provide clear evidence of these critical change components: leadership commitment; training; and technological resource development. The organizational change process is ongoing. The clearest evidence of change is at the executive and middle-management levels and throughout various divisions and units across the organization. There is also evidence of change at the line level of trooper. However, the line-level training occurred at the end of this research project without adequate time to accurately measure the actual impact on day-to-day line-level operations. Implications: Significant organizational change takes time. MSP's processes that included extensive planning- a new strategic plan; widespread training; and support resources (technology and intelligence center); provide a model for necessary ingredients of major organizational change. This type of organizational change process is ongoing and will need continual commitment and training. Sustaining the research partnership to provide ongoing assessment of change and feedback could support MSP's internal metrics and provide ongoing measures of the transformation to data-driven processes, EBP, and the use of metrics of effectiveness and efficiency in service delivery. Details: East Lansing, MI: Michigan State University, Michigan Justice Statistics Center, 2015. 43p. Source: Internet Resource: Accessed August 26, 2016 at: http://cj.msu.edu/assets/SPI-Final-Report_MSP_Dec2015.pdf Year: 2015 Country: United States URL: http://cj.msu.edu/assets/SPI-Final-Report_MSP_Dec2015.pdf Shelf Number: 140050 Keywords: Evidence-Based PracticesPolice Education and TrainingPolice ReformProblem Oriented PolicingSmart Policing |