Disorderly youth in an entertainment district on weekend nights
Scope of the Problem
Single location or individual
Neighborhood 13
District
Jurisdiction
Theory of Small Wins
Reformulation of social issues as mere problems allows for a strategy of small wins wherein a series of concrete, complete outcomes of moderate importance build a pattern that attracts allies and deters opponents. Karl Weick American Psychologist Vol. 39(1), Jan. 1984
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SPI-site Problems
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Thefts of beer from Circle K convenience stores (Glendale, Arizona)
SPI-site Problems
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Prescription fraud & abuse (Reno, Nevada)
SPI-site Problems
High-rate violent offenders (Savannah, Georgia)
Savannah Impact Program
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SPI-site Problems Gun-related homicides (Baltimore) Violence in “hot” neighborhoods (Boston) Robbery on Warsaw Ave. (Cincinnati) Residential and commercial burglary (Indio) Drug-related crime in target areas (Joliet) Drug markets in targeted hotspots (Lansing) Gun violence in Newton (Los Angeles)
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SPI-site Problems Drug-related crime in target areas (Lowell) Robbery/burglary in Old Allen Station (Memphis) Robbery of immigrants (Palm Beach County) Street violence (Philadelphia) Gang violence by two gangs (San Diego)
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Scanning Summary
Paint a picture of the problem and why people should care about it
Precisely and accurately define the problem (behavior, place, people, time)
Problems often are not what they first appear to be
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A Problem-Solving Process: Analysis Analysis
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Purpose of Analyzing Problems
Develop a working “theory of the problem” – explain why it’s happening
Accumulate evidence about the problem’s causes
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Emphasis on near causes, not distant causes
Important to future responses
Discover new and more effective strategy
Problem Analysis Considerations
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Keep analysis and operations personnel closely linked throughout project Hypotheses should structure analysis Don’t be limited to existing data sets Quantitative and qualitative analysis are important “Good enough” analysis
Analyzing Stakeholders’ Interests
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Identify all who have a stake (or interest) in the problem (either in solving it or perpetuating it) Understand the nature of their stake (or interest) Can lead to ideas about potential responses
Crime Analysis for Problem Solvers: In 60 Small Steps
Assessing Responses to Problems Researching a Problem Interviewing Offenders for Problem Solving Analyzing Repeat Victimization Partnering With Businesses Understanding Risky Facilities Implementing Responses to Problems Using CPTED in Problem Solving Enhancing Crime Analysis Units Analyzing Displacement & Diffusion
Forthcoming Analysis Guides & Manuals
Understanding Repeat Offending
Understanding Hot Products
Intelligence Analysis Manual
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Analysis Summary
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Explain what is causing the problem to be so bad (near causes, not distant ones) Responses should follow from causes Purpose is to develop new, more effective response “Good enough” analysis Understand stakeholders’ interests
A Problem-Solving Process: Response
Response 30
Response
Developing potential new responses
Choosing from among response alternatives
Implementing responses
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Developing Potential New Responses
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Responses should logically follow analysis lessons Responses should be tailored to problem Broad, uninhibited search for new responses Immediate vs. long-term responses
Looking for Alternatives to Arrest
“…not dependent on the criminal justice system…”
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Emphasizing Prevention
“…places a high value on responses that are preventive…”
Developing Potential New Responses Mobilizing the Community
Focusing on Repeat Offenders, Victims & Complainants
Issuing Warnings
Coordinating with Other Services
Selective Intensive Enforcement
Reinforcing Informal Social Control
Enforcing Civil Laws Creating & Enforcing New Probation Conditions
Conveying Information Pressing for New Laws to Control Conditions that Create Problems 35
Effectiveness potential Preventive value Intrusiveness and coerciveness Costs Authority and liabilities Public support Practicality
Response POP Guides
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Response Guides 1. 2. 3. 4. 5. 6. 7. 8.
9. 10.
Police Crackdowns Closing Streets & Alleys Shifting & Sharing Responsibility Video Surveillance of Public Places Crime Prevention Publicity Campaigns Sting Operations Asset Forfeiture Street Lighting in Residential Areas Designing Urban Parks Assigning Police to Schools
POP Projects
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Implementing Responses Easier said than done Many initiatives fail due to poor implementation
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Project Management
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Define goals/objectives Set/enforce performance standards Monitor progress and adjust accordingly Anticipate/manage resistance Capitalize on opportunities Respond/adapt to changing circumstances
Shifting and Sharing Responsibility
Police Methods for Shifting Responsibility Bringing a civil action Mandating through legislation
Charging fees for police service Withdrawing police service Public shaming Making a confrontational request Advocating for a new organization Engaging an existing organization Educating Making an informal request
Engaging and supporting the community
Response Summary
Develop potential new responses
Choose from among alternatives
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Broad and uninhibited search Prefer practical, tailored and effective responses
Learn how to shift and share responsibility Actively manage implementation
A Problem-Solving Process: Assessment
Assessment 46
Why measure?
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To determine if impact is positive To determine whether investment of time and effort is paying off To determine if it is worth doing again in future To help others learn
Outcome and Process Measurement
Outcome = impact on problem
Process = whether and how plan was implemented
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Defining Success
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Eliminate the problem Reduce the volume of incidents Reduce the harm from incidents Shift ownership to those better able to address it More humane, fair, equitable responses
Guidance on Assessment
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Assessment Summary
Outcome and process assessments are important Define success reasonably
“Good enough” assessment Assess honestly
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Tailor measurement to the problem
Learning from failure is as useful as learning from success
