AJ 067 Community Relations 1 - Assignments
| broken_windows-student_edition.pdf |
Materials AJ 067 Community Relations 1
Module 1a
1. Organizational Analysis-
* How would you evaluate your police department's current community policing strategy?
* Based on the class lecture, how could your department's community policing strategy be improved?
* What recommendations would you make to facilitate improvement?
<Class presentation will discuss these results>
2. Read entire article by
* How would you evaluate your police department's current community policing strategy?
* Based on the class lecture, how could your department's community policing strategy be improved?
* What recommendations would you make to facilitate improvement?
3. http://www.youtube.com/watch?v=vj9WsGbaNAY
(View video clip, understanding the theory of Broken Windows) This video will help you understand the basic theory of broken windows. How this is accomplished in detail will be explored in class throughout the semester.
Chapter 2
Power Point presentation-
—Community Partnerships and those things that will interfere with your community policing strategy.
—Phantom Menaces —Phantom Menace #1 —Writing Citations Vs Citizen’s Complaints —Cite persons purchasing at your businesses/shops
—Developing a partnership with the political community can be a driving force behind a successful community-policing program --
--
Phantom Menace #2 —The Parallel Government —Community gossipers – —What’s the Police Chief up to now?
—Phantom Menace #3 —Racism- —Face it, racism is real. Break out discussions on how real racism is from a law enforcement perspective. (Ethics)
—Phantom Menace #4 —Sheriff Vs Police Chief —Sheriff an elected position —Police Chief selected by city officials —Significant because of policing strategies --
Phantom Menace #5 —Media Myth” —I have learned to give the media only what they need and only what I want them to know” -Dennis Stevens --
Phantom Menace #6 —The Rigid Bureaucrat —Is there anything wrong with a rigid bureaucrat; someone who goes strictly by the book? —Phantom
Menace #7 —The Outside Agency —Whiner-diner crown —Board of education —Special Interest groups --
Phantom Menace #8 —Board to death! —Why do Police Chiefs get themselves buried in so much work? Sitting on committees, boards and commissions? --
Phantom Menace #9 —The Super Police Chief —Phantom Menaces —Each of these are obstacles and varies from community to community —The task of the police is to guide the community closer to reducing their fear of crime, control of crime and to enhance their quality of life standards.
Module 3—
Break out groups By Agency
This break out group is for the student to get a functional understanding of their city demographic, bureau mission statement and identify programs that are currently in place with community relations bureaus'. Students will incorporate a mission statement for their final term paper.
1. Agency name?
2. Agency, or city demographics?
3. Divisions or bureau assigned to community relations issues? Number of officers? civilians? staff?
4. Agency community relations mission statement?
5. agency strategy or goal for protecting their citizens?
6. Programs available to assist the agency with community relations issues?
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Break out groups
Meet with members in your group. Identify several mission statements from other group members police departments' and obtain a common theme.
Identify 3 mission statements and answer the following question.
What should a "Mission Statement" say and what message should it give?
(2 members of each move to another table. 2 members from each group move to the corner. 1 member from each group sit at a table new to you. 1 member from each table stand in front.)
Presentation, 1 person in each group read the mission statement and agree to the content.
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Module 4
Work Schedules- Community Policing Officers
Work Schedules: at a minimum - (5) eight-hour shifts - (2) days off 4:40 shift - (4) ten-hour shifts designed for over-lap during peak hours - (3 days off) 3:12 shift - (3) twelve-hour shifts - very popular but officer safety is an issue - (4) days off ATTITUDE Be Prepared (take academy trng seriously) Practice/Study at home while in the academy trng Think of hypothetical situations Pre travel your beat, know the area Physical Fitness, Mental and Emotional Toughness Competence and Confidence comes from Training (a form of experience)
ATTITUDE Acceptance of Criticism !! Eager to correct deficiencies Brutal Frankness and Evaluations FTO Program- Probationary Period Officer Safety !! Survival Humility, but draw lines – diplomacy Respect / Humor
Attitude and Personal Performance Poor Attitude - greatest enemy of a p.o is his/her partner, Community &, Agency
Effective Law Enforcement Requires:
>integrity >ethics >community service >professionalism >police mission In addition to proper attitude - the public, peers and agency have certain expectations of a law enforcement professional
Training and Education CPT (Continuous Police Training) addresses perishable skills (supplement to basic trng.):
1. Driving
2. Firearms
3. Defensive tactics
4. Interpersonal skills
5. Tactical communications
College educated officers:
Tend to be more mature Better verbal and written skills Exercise better judgment Better critical thinking skills Greater empathy & tolerance for different lifestyles Less likely to use excessive force Generate less citizens complaints Generate less law suits Stress Management Techniques: regular exercise & rest maintaining a proper diet maintain hobbies - outside interests prioritizing personal & professional activities seeking professional mental health, if necessary In emergency, count to 10, regulate breath, purposely drive slower (code three) talk to self, control emotions. EQUIPMENT Vest (required some agencies) Two pairs of handcuffs and flex cuffs Clean and oiled (especially auto) gun (B/U) Shot gun (especially single officer unit) Flashlight (halogen) defense tool? Baton … always… lawsuit if lethal force Taser, Chemical agent, Hobble, Bean Bag, Xtra radio battery? Legal Source Book? UO Resource Book – SEMS- Maps etc. Gloves, alcohol wipes, CPR mask etc. Reports, Citation book, waivers etc. Tape Recorder!! Camera? Cell Phone
Less Lethal Weapons: Includes:
Chemical agents ƈTasers / stun gun ƈSticky foam ƈCapture nets ƈFlash-bangs grenades ƈBarrier (spike) strips ƈVehicle disablers ƈRubber bullets ƈBean bags How to catch a bad guy Preparedness, know what’s going on. Crime Bulletins, CAD, D. O. Sheets, Wanted Posters, Teletypes at Roll Call. Crime Broadcasts during Patrol, News (own PIN map) Take notes, review same daily, hot sheet, notebook (see board) Compstat- patterns- Detectives !!! Community Sources !!! Name some Other officers, especially prior shift Crime reports, historical information Informants Arrestees (squeeze)- share information with Dets How does a 3/12 shift effect this? Pre-patrol Information:
Prior to beginning patrol officers should check: Phone and voice mail Email and/or written messages Training bulletins New agency policies Etc After Roll Call Vehicle Inspection Why? Full tank, Why? Emergency Equipment Work? Check the Shotgun, Why? Back seat / trunk Why? Membership in the Union, Why? Seat Belts – When on, when off, Why? IN CAR, NOW WHAT? What are you going to do all day or night?
Planned Patrol or Random?
Patrol Plan
What is your plan?
0700-0830
0930-1000
1130-1300
1400-1530
Weekends? PM and AM Shift ?
KNOW YOUR BEAT Not only crime / community service trends: Geography Dams (inundation levels) Rivers, flood control channels Targets for criminals –Banks (know layout), Gun stores, Jewelry stores, Pawn shops, Methadone and other Narcotic related clinics, half way houses Potential Civil Disturbance locations Public shelters for emergencies Staging areas, Ingress, egress routes Terrorist Targets -Airports, Public gathering places (Venice Beach) Malls, Commercial areas, Refineries, Temples etc. END OF WATCH Intense performers sometimes have trouble unwinding, (especially large Urban Departments) (many professions) Choir Practice? Alcohol? Drugs Infidelity Awareness, make choices 3 /12 advantages -disadvantages
Module 5
Assessing Saturation Operation
Community Oriented Policing
The involvement of officers in a neighborhood;
To Cultivate better relationships
Setting police priorities
Meeting the need with allocation of resources
Components of Community Policing
Community oriented policing is strategic
(A) Directed patrols
(B) aggressive patrol
(C )Saturation patrol – the goal is to “crackdown”
Saturation Patrol
Is centered on a specific crime and deal with the problem through high visibility and zero tolerance
Ways to Measure Effectiveness
Quality of life issues- increased/decreased
Do young people hang out on the corner, parks? increase/decreased
Has people still drinking in public, or other areas; parks, parking lots
Are there drug dealers hanging out?
Yes or No questions
Ways to Measure Effectiveness
Who do you ask about police effectiveness? (a) the police, (b) the community
Ways to Measure Effectiveness
What do you use for a measurement?
Measurements
Reported incidents will not give you an accurate measurement of what is occurring in the neighborhood
Measurements
Does the arrest of the primary aggressor at scenes of domestic violence significantly reduce or prevent such violence in the future?
Measure Effectiveness
Do gun buyback programs reduce street crimes committed with weapons?
Measure Effectiveness
Are programs such as “Scared Straight” D.A.
R.E., neighborhood watch, or boot camps successful in reducing crime?
Measure Effectiveness
Do After-School programs reduce vandalism in public housing?
Measure Effectiveness
Will such strategies as increasing the number of officers in a jurisdiction reduce crime?
The use of two person patrol cars reduce crime?
Does random patrolling the streets reduce crime?
Officer Performance
Establishing standards
Time management
Use uncommitted time to scan neighborhoods and identify problems-
Balance problem-solving efforts with other responsibilities
Officer Performance
Awareness
Have knowledge of problems in assigned areas, take steps to stay informed via citizen contact, be familiar with current events and review departmental information.
Officer Performance
Communication
Elicit information from colleagues, supervisors and citizens to facilitate problem solving; then convey information in a clear concise manner
Officer Performance
Analysis
Be able to relate symptoms to underlining circumstances; identify factors that cause incidents to occur and know what questions to ask.
Officer Performance
Judgment
Identify legitimate alternatives that can be used as responses in addressing problems
Select the best alternative based on resources available
Officer Performance
Goal Seeking
Distinguish between short and long term goals of response; identify goals that are measurable; relate the goals to the problem.
Officer Performance
Planning
Prepare a legitimate action plan to implement a response; identify responsibilities and participants, appropriate procedures and a timetable.
Officer Performance
Coordination
Demonstrate competency in organizing efforts of participants involved.
Officer Performance
Initiative
Be self-motivated and engage in the problem solving process
Identifying and addressing problems and help others when appropriate.
Officer Performance
And finally
Assessment
Identify the proper variables to assess, know they types of information to collect assess results
Then, describe the implications of the results attained
End
Module 5 a
Building a Safe Community and Overcoming Community Resistance
Safe Streets Coalition-
1. Draw a map of the area you described in your community relations issue during week 3 of this class. Be sure to draw boundaries and borders with other cities. (As described in your original community relations issue, identify (1) additional issue and pin map it on your map.)
2. Provide a diagnosis of your issue
a. Healthy
b. Outpatient
c. At risk
d. Intensive Care
3. How safe will your streets be? Building safe streets on the following foundations-
a. Ethics
b. Core values
c. Integrity
d. Positive attitude
e. No hidden agenda
4. A vision
Neighborhood Mobilization
Partnership Formation
Working with Youth
5. Know you Community’s Interest
a. Current crime trends
b. Current drug trends
c. Gangs and activity times
d. School Truancy
6. Who are you going to involve?
a. Partnerships may include but not limited to-
Neighborhood Residents
Representatives
Code Enforcement Personnel
Any other ideas?
Other Law Enforcement Agencies
City Officials
Property Managers/or Land lords
Any other ideas of whom to include?
Schools
Businesses
Faith/Community Churches
Any other ideas to include
Add you partnerships Here
Special Interest Groups
Volunteers?
Add you partnerships here
7. Motivate Greater Involvement by
a. Making participants feel welcome- Listening and taking them seriously
b. Match talents, skills, and knowledge with experiences and current needs
c. Establish good communication
d. Know your needs
e. Define and clarify your vision and mission of what you need to accomplish
f. Communicate a positive attitude about your optimism for success.
g. Build relationships before you need them.
8. Relationships and Coalition partnerships
a. School Superintendents, principal
b. District Attorney
c. City Government
d. Other Police Agencies
9. Community Relationships
a. Neighbors
b. General Public
c. Social Services
d. Businesses
10. Never Burn a Bridge
a. The 6 R’s
1. Relationships- Networking
2. Roles- Clear and Meaningful
3. Results – Visible Results
4. Respect- Values, culture, ideas, time
5. Rewards- Outweigh the costs
6. Recognition- Television, Individual Certificate, Governmental support, newspaper, schools
a. Rest, Relaxation, Role modeling, repeating to rest
11. Barriers to success
a. Unexpected Situations
b. Lack of specific skills
c. Lack of time
d. Human mistakes
e. Changes in policies and procedures
f. Conflict
12. Reasons for Barriers
a. Preconceptions and attitudes within a police or law enforcement organization
b. Inadequate communications with the community
c. Limited experience of members in community relations
d. Having a history of being ignored.
e. Leaders are resistant to change
f. You obtain a sense of powerlessness
g. You lack the appropriate time to deal with the situations
h. Lack of transportation
i. Over-committed leaders or group members
j. Too many people involved.
k. Poor organization of groups
l. A development of history with unproductive meetings and no results.
m. Lack of funding
n. Lack of resources
o. Personality conflicts
p. Lack of leadership
q. Lack of quality staff
r. Lack of diversity
s. Continuing a business as usual attitude
t. Some prevention work is difficult to measure
u. Your partners have their own agenda
13. Learn how to deal with difficult behavior and reduce barriers
a. Convenient meeting times
b. Convenient meeting locations
c. Pace yourself/share responsibilities with others
d. Produce action plans
e. Expect the best
f. Clear expectations
g. Awareness and education about other successes.
14. Plan adjustment for sustained participation
a. Don’t entertain whiners
b. Discourage negativity and spreading gossip
c. Look for solutions rather than complaining about problems
d. Take responsibility
e. Be a leader
f. Who do you surround yourself with?
g. Prevent staff turnover
h. Creative Detours
Barrier =
Challenge=
Opportunity for Change
15. A to Z power
a. Empower others
b. Strategic use of mediation
c. Create increase in city fines for crime prevention activities
d. Pay attention to the burnout employees
e. Community relations is a Marathon – not a Sprint
f. Train others to pass on the Baton
16. 5 ways of making work fun
a. Hire employees who already value fun and have a sense of humor
b. Be sure humor and fun are modeled by top management in your organization
c. Establish a committee to evaluate fun activity
Module 6
An orientation, a philosophy, a strategy
Neighborhood Oriented Policing
Community Oriented Policing
Problem Oriented Policing
Beat Oriented Policing
Comm. Oriented Policing & Problem Solving
PARTNERSHIP – OWNERSHIP OF PROBLEMS
Definitions
Community Policing - philosophy that promotes proactive problem-solving and partnerships (mobilizes community*) to address causes of crime and fear as well as other community issues (Quality of Life - broken windows*).
Community Partnership – any number of community entities working cooperatively with the police to resolve identified problems
Definitions
Problem Solving – a process of identifying problems/priorities through coordinated community/police needs assessments: collecting and analyzing information and developing or facilitating responses that eliminate or reduce the problem; and evaluating the response to determine effectiveness and modifying it as necessary. (SARA)
Common Elements
Shared responsibility
Partnership
Expectations of police change
Builds understanding and trust
Empowers community
Enhances flexibility, creativity
Long term solutions
New Resources
Commitment by police leaders
Decentralization
Proactive instead of reactive
New Skills
Benefits
Solve age old problems – prevent future problems
Trust, sense of community
Sharing the burden, reduction of stress – Us vs, Them
Job enrichment, increased job satisfaction
Rewards of enhanced personal relationships
Know your Government
What can they provide
Federal & State
Task Forces
Funds
Severe Prosecution
Local
Council, Mayor, City Manager (gets things done – politics - you make them look good to community = votes)
Street Maintenance – Lighting- Fire – Building / Safety etc.
(PD leadership role)
City Attorney
Ordinances
Civil abatements-forfeitures-injunctions
Training – landlord / tenant contracts, evictions
District Attorney
Command Post etc.
Know your Department
Chain of Command
Resources
Crime fighting
Detective Units
Major Crimes Unit
Vice, Narco, etc.
Community Support
Programs?
Prevention
Know Community Agencies
Non Profit Organizations
Anti Gang
After School
Domestic Violence (possible own unit)
Community Police Advisory Board
Little League
Narcotics related
Urban League
Red Cross
Homeless Shelters
Boys and Girls Clubs
Know Community Agencies
Public Agencies
Schools
Recreation and Parks
Planning, Zoning (vice)
Health Department
Child Services
Ombuds Office
Family Services
Know Your Business Community
Business Improvement Districts
Fashion District, LAX , Hollywood etc.
Bicycle Patrols
Clean up & repair (broken windows)
Cooperative ownership and payment
Cameras – one location, McDonalds (facing which way?)
Donate items:
Equipment, locations for surveillance
Sponsor community events
Disseminate information (posters, flyers, grocery bags)
Business Watch
Know the Media
If they like you they will help you.
If they don’t you can be in serious trouble
You should use them to your advantage
GET THE TRUTH OUT!!!
Show cops favorably
Get crime information out
Get community information out
An accurately informed society makes a better partner
Know the (residential) Community
Who belongs, What belongs (Where?) (get out of car) “What looks right”
People and their patterns
Home Owner’s Associations
Disseminate information (crime emergency)
Neighborhood Watch
Advise reference vehicles, vacation watches, issues etc.
Vacant locations for surveillance
Neighborhood leaders, councils etc.
Attractive Nuisances – how to get rid of them
Know the Streets
Each one, and every turn
You will be tested by partner and by events!!!
Geography
Dams (inundation levels)
Rivers, flood control channels
Targets for criminals –Banks (know layout), Gun stores, Jewelry stores, Pawn shops, ATM’s Senior Citizens, U/ground parking –High density residents (BTFMV –GTA-)
Attractions for criminals - Methadone and other Narcotic related clinics, half way houses (surrounding neighborhood)
Potential Civil Disturbance locations
Public shelters for emergencies
Staging areas, Ingress, egress routes
Terrorist Targets -Airports, Public gathering places (Venice Beach) Malls, Commercial areas, Refineries, Temples etc.
Numbering ( odd on N/W: even S/E )
Ingress / Egress of criminals
Observation Techniques
Type of problem dictates type of patrol
Binoculars, observation post
Bicycle? Vehicle stealth?
Foot Beat, plain clothes, plain car -you as beat ofcr can decide these things w/ W/C ok- be creative!
Doesn’t look right or fit
May inquire (not detention) you have rights too (stalled vehicle suspected stolen)
MUST HAVE Reasonable suspicion or PC
WHAT IS R.S. OR P.C.?
Patrol Techniques
Patrol speed?
Windows up or down?
Space in traffic, why?
Sit back at intersection, why?
View Stop sign from rear mirror Why?
Why make traffic stops?
Elephant hunter or take care of small things?
Thoroughfares or back streets, alleys?
Lights, on off? What about approaching ofcrs?
What are you looking for?
Young kid in wrong type car?
0300 dew on vehicle, driver white, plate returns to Hispanic. (target veh, time, loc)
0300 no dew, in and out alleys (target loc)
plate returns to other city.
You look at suspect driver, you honk, he does not respond, looks straight ahead.
Broken window, unfamiliar with vehicle etc.
What are you looking for
0300 person between vehicles
Open door, Gate open, truck loading
Gang members in opposing neighborhood
Exchanges through windows at narco loc.
Violations of probation or injunction (vice, narco, gang)
What are you looking for?
Door to door sales?
Vehicles described in crime reports
Wanted suspects (if name only- how find?)
Loitering (curfew) / truant juveniles Why? Should you contact parents?
Drunk drivers? Unsafe drivers? Why?
Red zone, double parked ? Why?
Do you always have to cite? Arrest?
Food for thought
Proactive vs. Reactive Patrol
Random Patrol (60% Kansas City)
Democratic Patrol * (type of city)
Fair Use of Resources
Selective Enforcement* (clue or pattern)
Family in park, drinking a beer
Gangsters in park, drinking beer
Questioning Traditional Patrol Operations:
Studies Question the Effectiveness of some Police Strategies and Tactics:
Focused On:
effectiveness of preventative patrol
officer safety and productivity
handling domestic disputes
role of uniformed officer in investigations
citizen’s fear of crime
rapid response to CFS
Research Indicates
Two officer units are not safer or more productive than one officer units
Detective units acquire most information from patrol officers initial investigation
most wit’s & vict’s do not notify the police immediately
Rapid response does not increase apprehension of suspects, but calms victims
Kansas City Preventative Patrol Experiment
1974 Focused On - Preventative Patrol
city in 15 beats 3 levels of patrol
>some areas saturated w/ proactive patrol >some areas patrol decreased and officers only responded to CFS >criminal activity remained the same Results: No marked difference, therefore, random patrol may simply be expensive
-
Realistic:
-Can the problem be eliminated? -Can the problem be reduced? -If so, what harm will be caused by reducing the problem? -Or, will efforts merely move the problem to a different location The SARA Problem Solving Model
Components:
1. Scanning
2. Analysis
3. Response
4. Assessment
Scanning:
Involves problem identification
refers to the identification of patterns or persistent problems within a community
two or more incidents constitute a crime, fear or disorder problem
Scanning: 459 Vehicle Problem
Actions: Result:
Develop a thorough problem statement
Has problem been prioritized?
Has community input been sought
Does the problem need to be redefined
Problem correctly identified as vehicle burglaries
Stakeholders are identified as proprietors and customers of local businesses
Competing problems (e.g., petty theft, vandalism, etc.) are prioritized
Analysis:
Must address the underlying cause rather than the symptoms of the problem
1st step - at the heart of the process
Collecting & analyzing information
should be analyzed from multiple perspectives
Analysis: 459 Vehicle Problem
Actions: Result:
Pose ?’s about the problem including:
When & Where (location) does the problem occur?
Who are the offenders?
Who are the victims?
What type of property was taken?
What type of car was burglarized?
Why was car burglarized?
Through analysis, it was determined that:
A majority of these crimes were occurring in one portion of the parking lot
That a majority occurred during a three-hour period in the evening
Property taken was mostly purses, wallets, cell phones, and other personal valuables left in the car
Most victims belonged to a health club located in the mall
The parking lot location was at one end and did not have adequate lighting
Response:
With a clear analysis of the problem, can begin to create solutions
police and community members must think creatively to develop responses which are tailor made to the community
“Community mapping can identify assets as well as deficiencies”
Response: 459 Vehicle Problem
Actions: Result:
Brainstorm possible interventions
Goals of the response plan
Who can help in the response?
How will it be implemented?
Tailor solutions to specific causes of the problem
Review findings about the three sides of the crime triangle (offender, victim, location)
Work with health club owners to educate patrons about problem of leaving items in cars
Work with mall owners to improve lighting
Use volunteers to pass out prevention flyers on cars
Assessment:
Is an on-going process
qualitative as well as quantitative measures may be used to assess the impact of the response
Evaluating the effectiveness of the strategy & objectives selected
Assessment: 459 Vehicle Problem
Actions: Result:
Determine means of measuring effectiveness of the response
Evaluate success of the strategy
Did the problem decline?
If so, was the response to the problem the reason for the decline?
Should any elements of the problem be referred to other resources?
Perform ongoing evaluation
Use crime analysis data to track crimes at that location
Assessment of 30,90, and 180 days
Problem declines
Incidents reduced
Personal observations and perceptions
Ongoing review and monitoring progress of response
If strategy is ineffective, repeat the process (if possible)
When Applying the SARA Model:
The following factors should be considered in attaining the goal:
Specific:
-Can the problem be defined clearly? Measurable:
-Will the harm from the problem be reduced? -Did the number of incidents decrease? -Is the action legal, within policy, and ethical? -What is the expected outcome?
Attainable:
-Are small wins acceptable? -Can the problem be referred to another agency for successful reduction? - Realistic:
-Can the problem be eliminated? -Can the problem be reduced? -If so, what harm will be caused by reducing the problem? -Or, will efforts merely move the problem to a different location? -
Timely:
-What is the realistic expectation of time for attainment of the solution? -Is the proposed solution really needed at this time? - Sustainable:
-Ongoing evaluation of the chosen solution -What resources are required to maintain ongoing resolution of the problem?
Community Policing (CP):
Is an all encompassing philosophy which includes:
Problem-oriented policing
Module 6a Building a Safe Community and Overcoming Community Resistance
Safe Streets Coalition-
1. Draw a map of the area you described in your community relations issue during week 3 of this class. Be sure to draw boundaries and borders with other cities. (As described in your original community relations issue, identify (1) additional issue and pin map it on your map.)
2. Provide a diagnosis of your issue
a. Healthy
b. Outpatient
c. At risk
d. Intensive Care
3. How safe will your streets be? Building safe streets on the following foundations-
a. Ethics
b. Core values
c. Integrity
d. Positive attitude
e. No hidden agenda
4. A vision
Neighborhood Mobilization
Partnership Formation
Working with Youth
5. Know you Community’s Interest
a. Current crime trends
b. Current drug trends
c. Gangs and activity times
d. School Truancy
6. Who are you going to involve?
a. Partnerships may include but not limited to-
Neighborhood Residents
Representatives
Code Enforcement Personnel
Any other ideas?
Other Law Enforcement Agencies
City Officials
Property Managers/or Landloards
Any other ideas of whom to include?
Schools
Businesses
Faith/Community Churches
Any other ideas to include
Add you partnerships Here
Special Interest Groups
Volunteers?
Add you partnerships here
7. Motivate Greater Involvement by
a. Making participants feel welcome- Listening and taking them seriously
b. Match talents, skills, and knowledge with experiences and current needs
c. Establish good communication
d. Know your needs
e. Define and clarify your vision and mission of what you need to accomplish
f. Communicate a positive attitude about your optimism for success.
g. Build relationships before you need them.
8. Relationships and Coalition partnerships
a. School Superintendents, principal
b. District Attorney
c. City Government
d. Other Police Agencies
9. Community Relationships
a. Neighbors
b. General Public
c. Social Services
d. Businesses
10. Never Burn a Bridge
a. The 6 R’s
1. Relationships- Networking
2. Roles- Clear and Meaningful
3. Results – Visible Results
4. Respect- Values, culture, ideas, time
5. Rewards- Outweigh the costs
6. Recognition- Television, Individual Certificate, Governmental support, newspaper, schools
a. Rest, Relaxation, Role modeling, repeating to rest
11. Barriers to success
a. Unexpected Situations
b. Lack of specific skills
c. Lack of time
d. Human mistakes
e. Changes in policies and procedures
f. Conflict
12. Reasons for Barriers
a. Preconceptions and attitudes within a police or law enforcement organization
b. Inadequate communications with the community
c. Limited experience of members in community relations
d. Having a history of being ignored.
e. Leaders are resistant to change
f. You obtain a sense of powerlessness
g. You lack the appropriate time to deal with the situations
h. Lack of transportation
i. Over-committed leaders or group members
j. Too many people involved.
k. Poor organization of groups
l. A development of history with unproductive meetings and no results.
m. Lack of funding
n. Lack of resources
o. Personality conflicts
p. Lack of leadership
q. Lack of quality staff
r. Lack of diversity
s. Continuing a business as usual attitude
t. Some prevention work is difficult to measure
u. Your partners have their own agenda
13. Learn how to deal with difficult behavior and reduce barriers
a. Convenient meeting times
b. Convenient meeting locations
c. Pace yourself/share responsibilities with others
d. Produce action plans
e. Expect the best
f. Clear expectations
g. Awareness and education about other successes.
14. Plan adjustment for sustained participation
a. Don’t entertain whiners
b. Discourage negativity and spreading gossip
c. Look for solutions rather than complaining about problems
d. Take responsibility
e. Be a leader
f. Who do you surround yourself with?
g. Prevent staff turnover
h. Creative Detours
Barrier =
Challenge=
Opportunity for Change
15. A to Z power
a. Empower others
b. Strategic use of mediation
c. Create increase in city fines for crime prevention activities
d. Pay attention to the burnout employees
e. Community relations is a Marathon – not a Sprint
f. Train others to pass on the Baton
16. 5 ways of making work fun
a. Hire employees who already value fun and have a sense of humor
b. Be sure humor and fun are modeled by top management in your organization
c. Establish a committee to evaluate fun activity
Engages the community in the policing process
A practice that involves:
-problem solving -Partnership -Mobilization within the community to achieve objectives
End
Module 7
Traffic Relations in the Community
Community Relations 1
What is the purpose of traffic enforcement?
What is the purpose of traffic enforcement?
Keep the community safe from traffic related issues.
Enforcement of
Traffic related matters
Speeding in school areas
Traffic complaints of Stop sign violators
DUI enforcement
Equipment violations
Reduction in traffic related fatalities
Traffic Relations
DUI
Driving under the influence of an alcoholic beverage.
Enforcement
Bars
Task forces
DUI check points
Collisions relating to DUI drivers
Traffic Relations
Parking Issues
72 hour parking violations
Red curb
Timed spaces
Handicapped stalls
Abandoned on private property
Traffic
Pedestrian movement
Jay walking- defined
Walking against the red light, or against the Don’t Walk flashing lights.
Persons walking in crosswalks, outside crosswalks
Impeding traffic
Traffic
The traffic function is a valuable link in community relations because;
There are many available traffic laws legislated to manage traffic movement.
Traffic
As a Community Relations officer, these traffic laws will assist you in training the public to assimilate with your community relations strategic plan.
End
Community Relations - Vice
VICE DEFINITION lAct of moral corruption; lSexual immorality l(particularly prostitution) lVICE DEFINITION lBad habit displayed by a domestic animal lCrimes Crimes are those acts by which one man harms the person or property of another
lVICE lVices are those acts by which a man harms himself or his property. lVICE VS CRIME lWho is the criminal and who is the victim? lVICE lThe criminal and the victim is the same person. lVICE lAre vice cops “busybody enablers”? lVICE lAre taxpayers wasting money paying for vice cops to patrol strip clubs? lVICE LAWS lAre vice laws the same as crimes? lCRIMES lCrimes require aggression against victims who are acted upon against their will. lVICES lIn vice cases, no action takes place without consent; therefore, they are not crimes. lVICE VS CRIME lIs it…making an imperfect situation worse by enforcing Vice laws? lVICE VS CRIME lIs the supposed cure far worse then the imaginary disease of vice?
lVICE COPS PATROLLING SEATTLE STRIP CLUBS lHow far is too far? lBy Scott Gutierrez Reporter lOne Seattle cop reported that he grabbed an exotic dancer’s breasts several times as she gyrated on his lap lBy Scott Gutierrez Reporter lAnother undid his belt for the dancer, allowing her to slide her hands in to his pants. l lBy Scott Gutierrez Reporter lAnother paid $100.00 to a stripper for four lap dances in a row as he tested her for prostitution. l lBy Scott Gutierrez Reporter lOne Seattle cop reported that he grabbed an exotic dancer’s breasts several times as she gyrated in his lap. lAnother undid his belt for the dancer, allowing her to slide her hands in to his pants. lAnother paid $100.00 to a stripper for four lap dances in a row as he tested her for prostitution. lPOLICY lDid these vice officers violate department policy? lPOLICY lOrange County Sheriffs Department lCOURTS lPolice have to avoid appearing as active participant in illegal activity, which could hurt their case in court if a defendant argues entrapment. l
Module 8
Community Corrections
Continues after incarceration
And it deals with split sentences
Community Corrections
Many programs found
Following jail
Shock incarceration
Shock probation
Prison furlough programs
Work programs
Educational programs
Community Corrections
This fits squarely into the goal of the offender who
criminal behavior is reduced, or
eliminated through programs in the community and
Who will commit fewer if any crimes in the future.
Community Corrections
Probation
Probation –is a sentence imposed by the court that does not usually involve confinement
Corrections
Parole
Is the release of an offender from confinement prior to the expiration of sentence on conditions of good behavior and supervision in the community.
Community Corrections
Jail
A jail is a confinement facility, usually administered by a local law enforcement agency, intended for adults by some times containing juveniles.
Prison
A state or federal confinement facility having custodial authority over criminal law violation adults sentenced to confinement usually for more than one year.
U.S. Prison/Jail/Parole Population
20% in Prison
7.60 % in Jail
10.00% on Parole
63.20% on Probation
Community Corrections
U.S. Correctional Population reaches 6.3 Million Men and Women
that is 3.1 % of the Adult U.S. Population
Community Corrections
What does that mean to a corrections/law enforcement/court Officer?
1 out of every 200 persons will be on some type of sentencing guideline
Community Corrections
Supervised Release
Community Residential Centers-
They are intended as an alternative to confinement for persons not suited for probation or for those who need a period of re-adjustment to the community after imprisonment.
Community Residential Facilities-
A facility from which residents are regularly permitted to pert, unaccompanied by any official for purposes of using community resources
Schools
Employment
Treatment programs
Community Corrections
Halfway House
A facility for offenders who are either about to be released from an institution or immediately after release or alternatives to jail or prison incarceration.
Day Reporting Centers-
Centers to which adults and sometimes juveniles report in lieu of incarceration as a condition of probation.
Community Corrections
Restitution Centers-
Centers for offenders ordered by the court to make financial payments to victims.
The offender must seek and obtain employment
Make restitution
Reimburse the center for room and board
Participation in community or in-house programs.
Community Corrections
Work Furlough Centers
Sentenced offenders released from a correctional institution for work during the day.
Offenders typically spend nights and weekends in the facility and must participate in community or in-house programs.
Halfway Houses-
A program is to provide federal prison inmates a transition back to the community where they will live upon release from federal custody.
Mentally Handicapped Offenders
An estimated 2% of the nation’s population is mentally handicapped (having an IQ below 70)
Community Corrections
Few jails or prisons have sufficient facilities and programs to handle the special needs of the developmentally disabled offender
Community Corrections
Developmentally disabled prisoner released in a community-
Criminal justice personnel are not presently trained to handle the special problems and needs of such a offender
Community Corrections
Such developmentally disabled offender should be assigned to programs that meet their individual needs.
Community Corrections
Where are the community correctional facilities in your neighborhood?
END
Module 9
—The Value of Measurement —Why should a Police Department measure their community policing efforts? —Measurement —Measuring police performance is not an unusual practice. --
Police Departments call on expertise to assist with their assessments —They hire consultants and volunteers to measure their progress with programs. —Traditional Measurements —Arrests —Patrol stops —Citations —Calls for service —Response times —Complaints against officers —And dollar amounts confiscated from drugs weapons and currency. --
Other forms of Measurements? —Methodologically conducted research by professional researchers ◦For informed decisions in the future about police strategies –For example- the number of complaints verses the number of valid complaints —Survey Methods —Identification of the problem —Construct a working hypothesis to test —Review what other departments are doing with relevant resources —Identify sample populations —Choose a questionnaire –In-person interview –Observations, –Phone Interviews —Develop a Questionnaire —User – friendly wording —Determine when to start —Makes decisions about where data are to be stored —Analyze the data
—Results —Get recommendations about solving the problems discovered —Begin process of solving those problems —Questions in a Survey —How satisfied are citizens with services they received? —What are the neighborhood problems? —How effective have the police been in responding to those problems? —Are there sufficient programs for youth —How optimistic are residents for their neighborhoods future? —Distribute Questionnaire —How? ◦Neighborhood block party? ◦Sponsored event? ◦On calls for service? ◦Phone calls? ◦Neighborhood Watch meetings? ◦ –How will you distribute the questionnaire? —Submit Results —Determining what you have discovered with the results, submit them to the Chief of Police for discussion.
Module 10—
Rubric for individual presentations/Written work/Tests
1. DEVELOPING- 1 to 3
(Student needs assistance with written or oral communications of their expressions of thought, no specific point of view is identified in presentation and expression of content is limited.)
2. EMERGING- 4 to 6
(Student provides a written or oral communications point, his/her point of view is identified, changes direction in thoughts, has limited expressions on content.)
3.ADVANCED- 7 to 9
(Student has a strong written or oral communications point of view, a convincing position and provides presentation elements with clarity of expression.)
Your Answers it to include:
Articulate facts with proper format and grammar, on which resource codes were used to cite proper probable cause progression.
a. Outline a progression from scholarly resources and related resource code books to develop proper probable cause progression as to affect an arrest with exceptions.
b. Use APA writing format
c. Insert citations, and number sources
d. References obtained from Scholarly sources
e. Use a minimum of 500 words to present your answer.
Criteria
Emerging
New, novice demonstration of competency, many areas for skill development
Developing
Demonstrates some level of competency and areas for skill development
Advanced
Demonstrates significant level of competency and few areas for development
Presentation/ Mechanics- Required length, font, spelling, paragraph structure.
So many errors that it detract from the quality of the paper. The message is lost and no relevancy is associated with the topic.
Mechanical errors in many areas, interferes with topic and presentation.
Paper is free from errors. Meaning is clearly stated and presented with skill and clarity.
Content/
Information
All elements of the topic are discussed and presented.
None or some elements of the topic are discussed. None or some consideration given to major points.
Some topic areas are discussed however lacks all elements sufficient to discuss the topic.
Identified all elements of the topic are discussed. Provided practical knowledge of materials and presented in a coherent way.
Resources/
References
A reference list is used with articles used
Less than 3 references used in APA format.
Less than 5 references used in APA format.
More than 5 references used in APA format.
Plagiarism
No plagiarized papers will be accepted.
Module 1a
1. Organizational Analysis-
* How would you evaluate your police department's current community policing strategy?
* Based on the class lecture, how could your department's community policing strategy be improved?
* What recommendations would you make to facilitate improvement?
<Class presentation will discuss these results>
2. Read entire article by
* How would you evaluate your police department's current community policing strategy?
* Based on the class lecture, how could your department's community policing strategy be improved?
* What recommendations would you make to facilitate improvement?
3. http://www.youtube.com/watch?v=vj9WsGbaNAY
(View video clip, understanding the theory of Broken Windows) This video will help you understand the basic theory of broken windows. How this is accomplished in detail will be explored in class throughout the semester.
Chapter 2
Power Point presentation-
—Community Partnerships and those things that will interfere with your community policing strategy.
—Phantom Menaces —Phantom Menace #1 —Writing Citations Vs Citizen’s Complaints —Cite persons purchasing at your businesses/shops
—Developing a partnership with the political community can be a driving force behind a successful community-policing program --
--
Phantom Menace #2 —The Parallel Government —Community gossipers – —What’s the Police Chief up to now?
—Phantom Menace #3 —Racism- —Face it, racism is real. Break out discussions on how real racism is from a law enforcement perspective. (Ethics)
—Phantom Menace #4 —Sheriff Vs Police Chief —Sheriff an elected position —Police Chief selected by city officials —Significant because of policing strategies --
Phantom Menace #5 —Media Myth” —I have learned to give the media only what they need and only what I want them to know” -Dennis Stevens --
Phantom Menace #6 —The Rigid Bureaucrat —Is there anything wrong with a rigid bureaucrat; someone who goes strictly by the book? —Phantom
Menace #7 —The Outside Agency —Whiner-diner crown —Board of education —Special Interest groups --
Phantom Menace #8 —Board to death! —Why do Police Chiefs get themselves buried in so much work? Sitting on committees, boards and commissions? --
Phantom Menace #9 —The Super Police Chief —Phantom Menaces —Each of these are obstacles and varies from community to community —The task of the police is to guide the community closer to reducing their fear of crime, control of crime and to enhance their quality of life standards.
Module 3—
Break out groups By Agency
This break out group is for the student to get a functional understanding of their city demographic, bureau mission statement and identify programs that are currently in place with community relations bureaus'. Students will incorporate a mission statement for their final term paper.
1. Agency name?
2. Agency, or city demographics?
3. Divisions or bureau assigned to community relations issues? Number of officers? civilians? staff?
4. Agency community relations mission statement?
5. agency strategy or goal for protecting their citizens?
6. Programs available to assist the agency with community relations issues?
-----------------------------------------------------------------
Break out groups
Meet with members in your group. Identify several mission statements from other group members police departments' and obtain a common theme.
Identify 3 mission statements and answer the following question.
What should a "Mission Statement" say and what message should it give?
(2 members of each move to another table. 2 members from each group move to the corner. 1 member from each group sit at a table new to you. 1 member from each table stand in front.)
Presentation, 1 person in each group read the mission statement and agree to the content.
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Module 4
Work Schedules- Community Policing Officers
Work Schedules: at a minimum - (5) eight-hour shifts - (2) days off 4:40 shift - (4) ten-hour shifts designed for over-lap during peak hours - (3 days off) 3:12 shift - (3) twelve-hour shifts - very popular but officer safety is an issue - (4) days off ATTITUDE Be Prepared (take academy trng seriously) Practice/Study at home while in the academy trng Think of hypothetical situations Pre travel your beat, know the area Physical Fitness, Mental and Emotional Toughness Competence and Confidence comes from Training (a form of experience)
ATTITUDE Acceptance of Criticism !! Eager to correct deficiencies Brutal Frankness and Evaluations FTO Program- Probationary Period Officer Safety !! Survival Humility, but draw lines – diplomacy Respect / Humor
Attitude and Personal Performance Poor Attitude - greatest enemy of a p.o is his/her partner, Community &, Agency
Effective Law Enforcement Requires:
>integrity >ethics >community service >professionalism >police mission In addition to proper attitude - the public, peers and agency have certain expectations of a law enforcement professional
Training and Education CPT (Continuous Police Training) addresses perishable skills (supplement to basic trng.):
1. Driving
2. Firearms
3. Defensive tactics
4. Interpersonal skills
5. Tactical communications
College educated officers:
Tend to be more mature Better verbal and written skills Exercise better judgment Better critical thinking skills Greater empathy & tolerance for different lifestyles Less likely to use excessive force Generate less citizens complaints Generate less law suits Stress Management Techniques: regular exercise & rest maintaining a proper diet maintain hobbies - outside interests prioritizing personal & professional activities seeking professional mental health, if necessary In emergency, count to 10, regulate breath, purposely drive slower (code three) talk to self, control emotions. EQUIPMENT Vest (required some agencies) Two pairs of handcuffs and flex cuffs Clean and oiled (especially auto) gun (B/U) Shot gun (especially single officer unit) Flashlight (halogen) defense tool? Baton … always… lawsuit if lethal force Taser, Chemical agent, Hobble, Bean Bag, Xtra radio battery? Legal Source Book? UO Resource Book – SEMS- Maps etc. Gloves, alcohol wipes, CPR mask etc. Reports, Citation book, waivers etc. Tape Recorder!! Camera? Cell Phone
Less Lethal Weapons: Includes:
Chemical agents ƈTasers / stun gun ƈSticky foam ƈCapture nets ƈFlash-bangs grenades ƈBarrier (spike) strips ƈVehicle disablers ƈRubber bullets ƈBean bags How to catch a bad guy Preparedness, know what’s going on. Crime Bulletins, CAD, D. O. Sheets, Wanted Posters, Teletypes at Roll Call. Crime Broadcasts during Patrol, News (own PIN map) Take notes, review same daily, hot sheet, notebook (see board) Compstat- patterns- Detectives !!! Community Sources !!! Name some Other officers, especially prior shift Crime reports, historical information Informants Arrestees (squeeze)- share information with Dets How does a 3/12 shift effect this? Pre-patrol Information:
Prior to beginning patrol officers should check: Phone and voice mail Email and/or written messages Training bulletins New agency policies Etc After Roll Call Vehicle Inspection Why? Full tank, Why? Emergency Equipment Work? Check the Shotgun, Why? Back seat / trunk Why? Membership in the Union, Why? Seat Belts – When on, when off, Why? IN CAR, NOW WHAT? What are you going to do all day or night?
Planned Patrol or Random?
Patrol Plan
What is your plan?
0700-0830
0930-1000
1130-1300
1400-1530
Weekends? PM and AM Shift ?
KNOW YOUR BEAT Not only crime / community service trends: Geography Dams (inundation levels) Rivers, flood control channels Targets for criminals –Banks (know layout), Gun stores, Jewelry stores, Pawn shops, Methadone and other Narcotic related clinics, half way houses Potential Civil Disturbance locations Public shelters for emergencies Staging areas, Ingress, egress routes Terrorist Targets -Airports, Public gathering places (Venice Beach) Malls, Commercial areas, Refineries, Temples etc. END OF WATCH Intense performers sometimes have trouble unwinding, (especially large Urban Departments) (many professions) Choir Practice? Alcohol? Drugs Infidelity Awareness, make choices 3 /12 advantages -disadvantages
Module 5
Assessing Saturation Operation
Community Oriented Policing
The involvement of officers in a neighborhood;
To Cultivate better relationships
Setting police priorities
Meeting the need with allocation of resources
Components of Community Policing
Community oriented policing is strategic
(A) Directed patrols
(B) aggressive patrol
(C )Saturation patrol – the goal is to “crackdown”
Saturation Patrol
Is centered on a specific crime and deal with the problem through high visibility and zero tolerance
Ways to Measure Effectiveness
Quality of life issues- increased/decreased
Do young people hang out on the corner, parks? increase/decreased
Has people still drinking in public, or other areas; parks, parking lots
Are there drug dealers hanging out?
Yes or No questions
Ways to Measure Effectiveness
Who do you ask about police effectiveness? (a) the police, (b) the community
Ways to Measure Effectiveness
What do you use for a measurement?
Measurements
Reported incidents will not give you an accurate measurement of what is occurring in the neighborhood
Measurements
Does the arrest of the primary aggressor at scenes of domestic violence significantly reduce or prevent such violence in the future?
Measure Effectiveness
Do gun buyback programs reduce street crimes committed with weapons?
Measure Effectiveness
Are programs such as “Scared Straight” D.A.
R.E., neighborhood watch, or boot camps successful in reducing crime?
Measure Effectiveness
Do After-School programs reduce vandalism in public housing?
Measure Effectiveness
Will such strategies as increasing the number of officers in a jurisdiction reduce crime?
The use of two person patrol cars reduce crime?
Does random patrolling the streets reduce crime?
Officer Performance
Establishing standards
Time management
Use uncommitted time to scan neighborhoods and identify problems-
Balance problem-solving efforts with other responsibilities
Officer Performance
Awareness
Have knowledge of problems in assigned areas, take steps to stay informed via citizen contact, be familiar with current events and review departmental information.
Officer Performance
Communication
Elicit information from colleagues, supervisors and citizens to facilitate problem solving; then convey information in a clear concise manner
Officer Performance
Analysis
Be able to relate symptoms to underlining circumstances; identify factors that cause incidents to occur and know what questions to ask.
Officer Performance
Judgment
Identify legitimate alternatives that can be used as responses in addressing problems
Select the best alternative based on resources available
Officer Performance
Goal Seeking
Distinguish between short and long term goals of response; identify goals that are measurable; relate the goals to the problem.
Officer Performance
Planning
Prepare a legitimate action plan to implement a response; identify responsibilities and participants, appropriate procedures and a timetable.
Officer Performance
Coordination
Demonstrate competency in organizing efforts of participants involved.
Officer Performance
Initiative
Be self-motivated and engage in the problem solving process
Identifying and addressing problems and help others when appropriate.
Officer Performance
And finally
Assessment
Identify the proper variables to assess, know they types of information to collect assess results
Then, describe the implications of the results attained
End
Module 5 a
Building a Safe Community and Overcoming Community Resistance
Safe Streets Coalition-
1. Draw a map of the area you described in your community relations issue during week 3 of this class. Be sure to draw boundaries and borders with other cities. (As described in your original community relations issue, identify (1) additional issue and pin map it on your map.)
2. Provide a diagnosis of your issue
a. Healthy
b. Outpatient
c. At risk
d. Intensive Care
3. How safe will your streets be? Building safe streets on the following foundations-
a. Ethics
b. Core values
c. Integrity
d. Positive attitude
e. No hidden agenda
4. A vision
Neighborhood Mobilization
Partnership Formation
Working with Youth
5. Know you Community’s Interest
a. Current crime trends
b. Current drug trends
c. Gangs and activity times
d. School Truancy
6. Who are you going to involve?
a. Partnerships may include but not limited to-
Neighborhood Residents
Representatives
Code Enforcement Personnel
Any other ideas?
Other Law Enforcement Agencies
City Officials
Property Managers/or Land lords
Any other ideas of whom to include?
Schools
Businesses
Faith/Community Churches
Any other ideas to include
Add you partnerships Here
Special Interest Groups
Volunteers?
Add you partnerships here
7. Motivate Greater Involvement by
a. Making participants feel welcome- Listening and taking them seriously
b. Match talents, skills, and knowledge with experiences and current needs
c. Establish good communication
d. Know your needs
e. Define and clarify your vision and mission of what you need to accomplish
f. Communicate a positive attitude about your optimism for success.
g. Build relationships before you need them.
8. Relationships and Coalition partnerships
a. School Superintendents, principal
b. District Attorney
c. City Government
d. Other Police Agencies
9. Community Relationships
a. Neighbors
b. General Public
c. Social Services
d. Businesses
10. Never Burn a Bridge
a. The 6 R’s
1. Relationships- Networking
2. Roles- Clear and Meaningful
3. Results – Visible Results
4. Respect- Values, culture, ideas, time
5. Rewards- Outweigh the costs
6. Recognition- Television, Individual Certificate, Governmental support, newspaper, schools
a. Rest, Relaxation, Role modeling, repeating to rest
11. Barriers to success
a. Unexpected Situations
b. Lack of specific skills
c. Lack of time
d. Human mistakes
e. Changes in policies and procedures
f. Conflict
12. Reasons for Barriers
a. Preconceptions and attitudes within a police or law enforcement organization
b. Inadequate communications with the community
c. Limited experience of members in community relations
d. Having a history of being ignored.
e. Leaders are resistant to change
f. You obtain a sense of powerlessness
g. You lack the appropriate time to deal with the situations
h. Lack of transportation
i. Over-committed leaders or group members
j. Too many people involved.
k. Poor organization of groups
l. A development of history with unproductive meetings and no results.
m. Lack of funding
n. Lack of resources
o. Personality conflicts
p. Lack of leadership
q. Lack of quality staff
r. Lack of diversity
s. Continuing a business as usual attitude
t. Some prevention work is difficult to measure
u. Your partners have their own agenda
13. Learn how to deal with difficult behavior and reduce barriers
a. Convenient meeting times
b. Convenient meeting locations
c. Pace yourself/share responsibilities with others
d. Produce action plans
e. Expect the best
f. Clear expectations
g. Awareness and education about other successes.
14. Plan adjustment for sustained participation
a. Don’t entertain whiners
b. Discourage negativity and spreading gossip
c. Look for solutions rather than complaining about problems
d. Take responsibility
e. Be a leader
f. Who do you surround yourself with?
g. Prevent staff turnover
h. Creative Detours
Barrier =
Challenge=
Opportunity for Change
15. A to Z power
a. Empower others
b. Strategic use of mediation
c. Create increase in city fines for crime prevention activities
d. Pay attention to the burnout employees
e. Community relations is a Marathon – not a Sprint
f. Train others to pass on the Baton
16. 5 ways of making work fun
a. Hire employees who already value fun and have a sense of humor
b. Be sure humor and fun are modeled by top management in your organization
c. Establish a committee to evaluate fun activity
Module 6
An orientation, a philosophy, a strategy
Neighborhood Oriented Policing
Community Oriented Policing
Problem Oriented Policing
Beat Oriented Policing
Comm. Oriented Policing & Problem Solving
PARTNERSHIP – OWNERSHIP OF PROBLEMS
Definitions
Community Policing - philosophy that promotes proactive problem-solving and partnerships (mobilizes community*) to address causes of crime and fear as well as other community issues (Quality of Life - broken windows*).
Community Partnership – any number of community entities working cooperatively with the police to resolve identified problems
Definitions
Problem Solving – a process of identifying problems/priorities through coordinated community/police needs assessments: collecting and analyzing information and developing or facilitating responses that eliminate or reduce the problem; and evaluating the response to determine effectiveness and modifying it as necessary. (SARA)
Common Elements
Shared responsibility
Partnership
Expectations of police change
Builds understanding and trust
Empowers community
Enhances flexibility, creativity
Long term solutions
New Resources
Commitment by police leaders
Decentralization
Proactive instead of reactive
New Skills
Benefits
Solve age old problems – prevent future problems
Trust, sense of community
Sharing the burden, reduction of stress – Us vs, Them
Job enrichment, increased job satisfaction
Rewards of enhanced personal relationships
Know your Government
What can they provide
Federal & State
Task Forces
Funds
Severe Prosecution
Local
Council, Mayor, City Manager (gets things done – politics - you make them look good to community = votes)
Street Maintenance – Lighting- Fire – Building / Safety etc.
(PD leadership role)
City Attorney
Ordinances
Civil abatements-forfeitures-injunctions
Training – landlord / tenant contracts, evictions
District Attorney
Command Post etc.
Know your Department
Chain of Command
Resources
Crime fighting
Detective Units
Major Crimes Unit
Vice, Narco, etc.
Community Support
Programs?
Prevention
Know Community Agencies
Non Profit Organizations
Anti Gang
After School
Domestic Violence (possible own unit)
Community Police Advisory Board
Little League
Narcotics related
Urban League
Red Cross
Homeless Shelters
Boys and Girls Clubs
Know Community Agencies
Public Agencies
Schools
Recreation and Parks
Planning, Zoning (vice)
Health Department
Child Services
Ombuds Office
Family Services
Know Your Business Community
Business Improvement Districts
Fashion District, LAX , Hollywood etc.
Bicycle Patrols
Clean up & repair (broken windows)
Cooperative ownership and payment
Cameras – one location, McDonalds (facing which way?)
Donate items:
Equipment, locations for surveillance
Sponsor community events
Disseminate information (posters, flyers, grocery bags)
Business Watch
Know the Media
If they like you they will help you.
If they don’t you can be in serious trouble
You should use them to your advantage
GET THE TRUTH OUT!!!
Show cops favorably
Get crime information out
Get community information out
An accurately informed society makes a better partner
Know the (residential) Community
Who belongs, What belongs (Where?) (get out of car) “What looks right”
People and their patterns
Home Owner’s Associations
Disseminate information (crime emergency)
Neighborhood Watch
Advise reference vehicles, vacation watches, issues etc.
Vacant locations for surveillance
Neighborhood leaders, councils etc.
Attractive Nuisances – how to get rid of them
Know the Streets
Each one, and every turn
You will be tested by partner and by events!!!
Geography
Dams (inundation levels)
Rivers, flood control channels
Targets for criminals –Banks (know layout), Gun stores, Jewelry stores, Pawn shops, ATM’s Senior Citizens, U/ground parking –High density residents (BTFMV –GTA-)
Attractions for criminals - Methadone and other Narcotic related clinics, half way houses (surrounding neighborhood)
Potential Civil Disturbance locations
Public shelters for emergencies
Staging areas, Ingress, egress routes
Terrorist Targets -Airports, Public gathering places (Venice Beach) Malls, Commercial areas, Refineries, Temples etc.
Numbering ( odd on N/W: even S/E )
Ingress / Egress of criminals
Observation Techniques
Type of problem dictates type of patrol
Binoculars, observation post
Bicycle? Vehicle stealth?
Foot Beat, plain clothes, plain car -you as beat ofcr can decide these things w/ W/C ok- be creative!
Doesn’t look right or fit
May inquire (not detention) you have rights too (stalled vehicle suspected stolen)
MUST HAVE Reasonable suspicion or PC
WHAT IS R.S. OR P.C.?
Patrol Techniques
Patrol speed?
Windows up or down?
Space in traffic, why?
Sit back at intersection, why?
View Stop sign from rear mirror Why?
Why make traffic stops?
Elephant hunter or take care of small things?
Thoroughfares or back streets, alleys?
Lights, on off? What about approaching ofcrs?
What are you looking for?
Young kid in wrong type car?
0300 dew on vehicle, driver white, plate returns to Hispanic. (target veh, time, loc)
0300 no dew, in and out alleys (target loc)
plate returns to other city.
You look at suspect driver, you honk, he does not respond, looks straight ahead.
Broken window, unfamiliar with vehicle etc.
What are you looking for
0300 person between vehicles
Open door, Gate open, truck loading
Gang members in opposing neighborhood
Exchanges through windows at narco loc.
Violations of probation or injunction (vice, narco, gang)
What are you looking for?
Door to door sales?
Vehicles described in crime reports
Wanted suspects (if name only- how find?)
Loitering (curfew) / truant juveniles Why? Should you contact parents?
Drunk drivers? Unsafe drivers? Why?
Red zone, double parked ? Why?
Do you always have to cite? Arrest?
Food for thought
Proactive vs. Reactive Patrol
Random Patrol (60% Kansas City)
Democratic Patrol * (type of city)
Fair Use of Resources
Selective Enforcement* (clue or pattern)
Family in park, drinking a beer
Gangsters in park, drinking beer
Questioning Traditional Patrol Operations:
Studies Question the Effectiveness of some Police Strategies and Tactics:
Focused On:
effectiveness of preventative patrol
officer safety and productivity
handling domestic disputes
role of uniformed officer in investigations
citizen’s fear of crime
rapid response to CFS
Research Indicates
Two officer units are not safer or more productive than one officer units
Detective units acquire most information from patrol officers initial investigation
most wit’s & vict’s do not notify the police immediately
Rapid response does not increase apprehension of suspects, but calms victims
Kansas City Preventative Patrol Experiment
1974 Focused On - Preventative Patrol
city in 15 beats 3 levels of patrol
>some areas saturated w/ proactive patrol >some areas patrol decreased and officers only responded to CFS >criminal activity remained the same Results: No marked difference, therefore, random patrol may simply be expensive
-
Realistic:
-Can the problem be eliminated? -Can the problem be reduced? -If so, what harm will be caused by reducing the problem? -Or, will efforts merely move the problem to a different location The SARA Problem Solving Model
Components:
1. Scanning
2. Analysis
3. Response
4. Assessment
Scanning:
Involves problem identification
refers to the identification of patterns or persistent problems within a community
two or more incidents constitute a crime, fear or disorder problem
Scanning: 459 Vehicle Problem
Actions: Result:
Develop a thorough problem statement
Has problem been prioritized?
Has community input been sought
Does the problem need to be redefined
Problem correctly identified as vehicle burglaries
Stakeholders are identified as proprietors and customers of local businesses
Competing problems (e.g., petty theft, vandalism, etc.) are prioritized
Analysis:
Must address the underlying cause rather than the symptoms of the problem
1st step - at the heart of the process
Collecting & analyzing information
should be analyzed from multiple perspectives
Analysis: 459 Vehicle Problem
Actions: Result:
Pose ?’s about the problem including:
When & Where (location) does the problem occur?
Who are the offenders?
Who are the victims?
What type of property was taken?
What type of car was burglarized?
Why was car burglarized?
Through analysis, it was determined that:
A majority of these crimes were occurring in one portion of the parking lot
That a majority occurred during a three-hour period in the evening
Property taken was mostly purses, wallets, cell phones, and other personal valuables left in the car
Most victims belonged to a health club located in the mall
The parking lot location was at one end and did not have adequate lighting
Response:
With a clear analysis of the problem, can begin to create solutions
police and community members must think creatively to develop responses which are tailor made to the community
“Community mapping can identify assets as well as deficiencies”
Response: 459 Vehicle Problem
Actions: Result:
Brainstorm possible interventions
Goals of the response plan
Who can help in the response?
How will it be implemented?
Tailor solutions to specific causes of the problem
Review findings about the three sides of the crime triangle (offender, victim, location)
Work with health club owners to educate patrons about problem of leaving items in cars
Work with mall owners to improve lighting
Use volunteers to pass out prevention flyers on cars
Assessment:
Is an on-going process
qualitative as well as quantitative measures may be used to assess the impact of the response
Evaluating the effectiveness of the strategy & objectives selected
Assessment: 459 Vehicle Problem
Actions: Result:
Determine means of measuring effectiveness of the response
Evaluate success of the strategy
Did the problem decline?
If so, was the response to the problem the reason for the decline?
Should any elements of the problem be referred to other resources?
Perform ongoing evaluation
Use crime analysis data to track crimes at that location
Assessment of 30,90, and 180 days
Problem declines
Incidents reduced
Personal observations and perceptions
Ongoing review and monitoring progress of response
If strategy is ineffective, repeat the process (if possible)
When Applying the SARA Model:
The following factors should be considered in attaining the goal:
Specific:
-Can the problem be defined clearly? Measurable:
-Will the harm from the problem be reduced? -Did the number of incidents decrease? -Is the action legal, within policy, and ethical? -What is the expected outcome?
Attainable:
-Are small wins acceptable? -Can the problem be referred to another agency for successful reduction? - Realistic:
-Can the problem be eliminated? -Can the problem be reduced? -If so, what harm will be caused by reducing the problem? -Or, will efforts merely move the problem to a different location? -
Timely:
-What is the realistic expectation of time for attainment of the solution? -Is the proposed solution really needed at this time? - Sustainable:
-Ongoing evaluation of the chosen solution -What resources are required to maintain ongoing resolution of the problem?
Community Policing (CP):
Is an all encompassing philosophy which includes:
Problem-oriented policing
Module 6a Building a Safe Community and Overcoming Community Resistance
Safe Streets Coalition-
1. Draw a map of the area you described in your community relations issue during week 3 of this class. Be sure to draw boundaries and borders with other cities. (As described in your original community relations issue, identify (1) additional issue and pin map it on your map.)
2. Provide a diagnosis of your issue
a. Healthy
b. Outpatient
c. At risk
d. Intensive Care
3. How safe will your streets be? Building safe streets on the following foundations-
a. Ethics
b. Core values
c. Integrity
d. Positive attitude
e. No hidden agenda
4. A vision
Neighborhood Mobilization
Partnership Formation
Working with Youth
5. Know you Community’s Interest
a. Current crime trends
b. Current drug trends
c. Gangs and activity times
d. School Truancy
6. Who are you going to involve?
a. Partnerships may include but not limited to-
Neighborhood Residents
Representatives
Code Enforcement Personnel
Any other ideas?
Other Law Enforcement Agencies
City Officials
Property Managers/or Landloards
Any other ideas of whom to include?
Schools
Businesses
Faith/Community Churches
Any other ideas to include
Add you partnerships Here
Special Interest Groups
Volunteers?
Add you partnerships here
7. Motivate Greater Involvement by
a. Making participants feel welcome- Listening and taking them seriously
b. Match talents, skills, and knowledge with experiences and current needs
c. Establish good communication
d. Know your needs
e. Define and clarify your vision and mission of what you need to accomplish
f. Communicate a positive attitude about your optimism for success.
g. Build relationships before you need them.
8. Relationships and Coalition partnerships
a. School Superintendents, principal
b. District Attorney
c. City Government
d. Other Police Agencies
9. Community Relationships
a. Neighbors
b. General Public
c. Social Services
d. Businesses
10. Never Burn a Bridge
a. The 6 R’s
1. Relationships- Networking
2. Roles- Clear and Meaningful
3. Results – Visible Results
4. Respect- Values, culture, ideas, time
5. Rewards- Outweigh the costs
6. Recognition- Television, Individual Certificate, Governmental support, newspaper, schools
a. Rest, Relaxation, Role modeling, repeating to rest
11. Barriers to success
a. Unexpected Situations
b. Lack of specific skills
c. Lack of time
d. Human mistakes
e. Changes in policies and procedures
f. Conflict
12. Reasons for Barriers
a. Preconceptions and attitudes within a police or law enforcement organization
b. Inadequate communications with the community
c. Limited experience of members in community relations
d. Having a history of being ignored.
e. Leaders are resistant to change
f. You obtain a sense of powerlessness
g. You lack the appropriate time to deal with the situations
h. Lack of transportation
i. Over-committed leaders or group members
j. Too many people involved.
k. Poor organization of groups
l. A development of history with unproductive meetings and no results.
m. Lack of funding
n. Lack of resources
o. Personality conflicts
p. Lack of leadership
q. Lack of quality staff
r. Lack of diversity
s. Continuing a business as usual attitude
t. Some prevention work is difficult to measure
u. Your partners have their own agenda
13. Learn how to deal with difficult behavior and reduce barriers
a. Convenient meeting times
b. Convenient meeting locations
c. Pace yourself/share responsibilities with others
d. Produce action plans
e. Expect the best
f. Clear expectations
g. Awareness and education about other successes.
14. Plan adjustment for sustained participation
a. Don’t entertain whiners
b. Discourage negativity and spreading gossip
c. Look for solutions rather than complaining about problems
d. Take responsibility
e. Be a leader
f. Who do you surround yourself with?
g. Prevent staff turnover
h. Creative Detours
Barrier =
Challenge=
Opportunity for Change
15. A to Z power
a. Empower others
b. Strategic use of mediation
c. Create increase in city fines for crime prevention activities
d. Pay attention to the burnout employees
e. Community relations is a Marathon – not a Sprint
f. Train others to pass on the Baton
16. 5 ways of making work fun
a. Hire employees who already value fun and have a sense of humor
b. Be sure humor and fun are modeled by top management in your organization
c. Establish a committee to evaluate fun activity
Engages the community in the policing process
A practice that involves:
-problem solving -Partnership -Mobilization within the community to achieve objectives
End
Module 7
Traffic Relations in the Community
Community Relations 1
What is the purpose of traffic enforcement?
What is the purpose of traffic enforcement?
Keep the community safe from traffic related issues.
Enforcement of
Traffic related matters
Speeding in school areas
Traffic complaints of Stop sign violators
DUI enforcement
Equipment violations
Reduction in traffic related fatalities
Traffic Relations
DUI
Driving under the influence of an alcoholic beverage.
Enforcement
Bars
Task forces
DUI check points
Collisions relating to DUI drivers
Traffic Relations
Parking Issues
72 hour parking violations
Red curb
Timed spaces
Handicapped stalls
Abandoned on private property
Traffic
Pedestrian movement
Jay walking- defined
Walking against the red light, or against the Don’t Walk flashing lights.
Persons walking in crosswalks, outside crosswalks
Impeding traffic
Traffic
The traffic function is a valuable link in community relations because;
There are many available traffic laws legislated to manage traffic movement.
Traffic
As a Community Relations officer, these traffic laws will assist you in training the public to assimilate with your community relations strategic plan.
End
Community Relations - Vice
VICE DEFINITION lAct of moral corruption; lSexual immorality l(particularly prostitution) lVICE DEFINITION lBad habit displayed by a domestic animal lCrimes Crimes are those acts by which one man harms the person or property of another
lVICE lVices are those acts by which a man harms himself or his property. lVICE VS CRIME lWho is the criminal and who is the victim? lVICE lThe criminal and the victim is the same person. lVICE lAre vice cops “busybody enablers”? lVICE lAre taxpayers wasting money paying for vice cops to patrol strip clubs? lVICE LAWS lAre vice laws the same as crimes? lCRIMES lCrimes require aggression against victims who are acted upon against their will. lVICES lIn vice cases, no action takes place without consent; therefore, they are not crimes. lVICE VS CRIME lIs it…making an imperfect situation worse by enforcing Vice laws? lVICE VS CRIME lIs the supposed cure far worse then the imaginary disease of vice?
lVICE COPS PATROLLING SEATTLE STRIP CLUBS lHow far is too far? lBy Scott Gutierrez Reporter lOne Seattle cop reported that he grabbed an exotic dancer’s breasts several times as she gyrated on his lap lBy Scott Gutierrez Reporter lAnother undid his belt for the dancer, allowing her to slide her hands in to his pants. l lBy Scott Gutierrez Reporter lAnother paid $100.00 to a stripper for four lap dances in a row as he tested her for prostitution. l lBy Scott Gutierrez Reporter lOne Seattle cop reported that he grabbed an exotic dancer’s breasts several times as she gyrated in his lap. lAnother undid his belt for the dancer, allowing her to slide her hands in to his pants. lAnother paid $100.00 to a stripper for four lap dances in a row as he tested her for prostitution. lPOLICY lDid these vice officers violate department policy? lPOLICY lOrange County Sheriffs Department lCOURTS lPolice have to avoid appearing as active participant in illegal activity, which could hurt their case in court if a defendant argues entrapment. l
Module 8
Community Corrections
Continues after incarceration
And it deals with split sentences
Community Corrections
Many programs found
Following jail
Shock incarceration
Shock probation
Prison furlough programs
Work programs
Educational programs
Community Corrections
This fits squarely into the goal of the offender who
criminal behavior is reduced, or
eliminated through programs in the community and
Who will commit fewer if any crimes in the future.
Community Corrections
Probation
Probation –is a sentence imposed by the court that does not usually involve confinement
Corrections
Parole
Is the release of an offender from confinement prior to the expiration of sentence on conditions of good behavior and supervision in the community.
Community Corrections
Jail
A jail is a confinement facility, usually administered by a local law enforcement agency, intended for adults by some times containing juveniles.
Prison
A state or federal confinement facility having custodial authority over criminal law violation adults sentenced to confinement usually for more than one year.
U.S. Prison/Jail/Parole Population
20% in Prison
7.60 % in Jail
10.00% on Parole
63.20% on Probation
Community Corrections
U.S. Correctional Population reaches 6.3 Million Men and Women
that is 3.1 % of the Adult U.S. Population
Community Corrections
What does that mean to a corrections/law enforcement/court Officer?
1 out of every 200 persons will be on some type of sentencing guideline
Community Corrections
Supervised Release
Community Residential Centers-
They are intended as an alternative to confinement for persons not suited for probation or for those who need a period of re-adjustment to the community after imprisonment.
Community Residential Facilities-
A facility from which residents are regularly permitted to pert, unaccompanied by any official for purposes of using community resources
Schools
Employment
Treatment programs
Community Corrections
Halfway House
A facility for offenders who are either about to be released from an institution or immediately after release or alternatives to jail or prison incarceration.
Day Reporting Centers-
Centers to which adults and sometimes juveniles report in lieu of incarceration as a condition of probation.
Community Corrections
Restitution Centers-
Centers for offenders ordered by the court to make financial payments to victims.
The offender must seek and obtain employment
Make restitution
Reimburse the center for room and board
Participation in community or in-house programs.
Community Corrections
Work Furlough Centers
Sentenced offenders released from a correctional institution for work during the day.
Offenders typically spend nights and weekends in the facility and must participate in community or in-house programs.
Halfway Houses-
A program is to provide federal prison inmates a transition back to the community where they will live upon release from federal custody.
Mentally Handicapped Offenders
An estimated 2% of the nation’s population is mentally handicapped (having an IQ below 70)
Community Corrections
Few jails or prisons have sufficient facilities and programs to handle the special needs of the developmentally disabled offender
Community Corrections
Developmentally disabled prisoner released in a community-
Criminal justice personnel are not presently trained to handle the special problems and needs of such a offender
Community Corrections
Such developmentally disabled offender should be assigned to programs that meet their individual needs.
Community Corrections
Where are the community correctional facilities in your neighborhood?
END
Module 9
—The Value of Measurement —Why should a Police Department measure their community policing efforts? —Measurement —Measuring police performance is not an unusual practice. --
Police Departments call on expertise to assist with their assessments —They hire consultants and volunteers to measure their progress with programs. —Traditional Measurements —Arrests —Patrol stops —Citations —Calls for service —Response times —Complaints against officers —And dollar amounts confiscated from drugs weapons and currency. --
Other forms of Measurements? —Methodologically conducted research by professional researchers ◦For informed decisions in the future about police strategies –For example- the number of complaints verses the number of valid complaints —Survey Methods —Identification of the problem —Construct a working hypothesis to test —Review what other departments are doing with relevant resources —Identify sample populations —Choose a questionnaire –In-person interview –Observations, –Phone Interviews —Develop a Questionnaire —User – friendly wording —Determine when to start —Makes decisions about where data are to be stored —Analyze the data
—Results —Get recommendations about solving the problems discovered —Begin process of solving those problems —Questions in a Survey —How satisfied are citizens with services they received? —What are the neighborhood problems? —How effective have the police been in responding to those problems? —Are there sufficient programs for youth —How optimistic are residents for their neighborhoods future? —Distribute Questionnaire —How? ◦Neighborhood block party? ◦Sponsored event? ◦On calls for service? ◦Phone calls? ◦Neighborhood Watch meetings? ◦ –How will you distribute the questionnaire? —Submit Results —Determining what you have discovered with the results, submit them to the Chief of Police for discussion.
Module 10—
Rubric for individual presentations/Written work/Tests
1. DEVELOPING- 1 to 3
(Student needs assistance with written or oral communications of their expressions of thought, no specific point of view is identified in presentation and expression of content is limited.)
2. EMERGING- 4 to 6
(Student provides a written or oral communications point, his/her point of view is identified, changes direction in thoughts, has limited expressions on content.)
3.ADVANCED- 7 to 9
(Student has a strong written or oral communications point of view, a convincing position and provides presentation elements with clarity of expression.)
Your Answers it to include:
Articulate facts with proper format and grammar, on which resource codes were used to cite proper probable cause progression.
a. Outline a progression from scholarly resources and related resource code books to develop proper probable cause progression as to affect an arrest with exceptions.
b. Use APA writing format
c. Insert citations, and number sources
d. References obtained from Scholarly sources
e. Use a minimum of 500 words to present your answer.
Criteria
Emerging
New, novice demonstration of competency, many areas for skill development
Developing
Demonstrates some level of competency and areas for skill development
Advanced
Demonstrates significant level of competency and few areas for development
Presentation/ Mechanics- Required length, font, spelling, paragraph structure.
So many errors that it detract from the quality of the paper. The message is lost and no relevancy is associated with the topic.
Mechanical errors in many areas, interferes with topic and presentation.
Paper is free from errors. Meaning is clearly stated and presented with skill and clarity.
Content/
Information
All elements of the topic are discussed and presented.
None or some elements of the topic are discussed. None or some consideration given to major points.
Some topic areas are discussed however lacks all elements sufficient to discuss the topic.
Identified all elements of the topic are discussed. Provided practical knowledge of materials and presented in a coherent way.
Resources/
References
A reference list is used with articles used
Less than 3 references used in APA format.
Less than 5 references used in APA format.
More than 5 references used in APA format.
Plagiarism
No plagiarized papers will be accepted.
