PROBLEM-SOLVING STRATEGIES FOR COMMUNITY POLICING

Page 10ProhJem-SoJving StrategiesCrime-Related iesBurglariesGrand Larceny AutoLarceny from AutoDrug Dealers I Drug BuyersJostlingFraudulent AccostingAssaultsHomicideDrive-By ShootingExtortion (Merchant)ArsonCriminal MischiefCriminal Possession of Deadly IDangerous WeaponsRape I Sexual OffensesNote: Citizens are concerned about crimerelated problems, but often, "quality of life"problems may be more important to theirdaily comfort levels.

Problem-Solving StrategiesPage 11STEP #2: ANALYZE THEPROBLEMAnalyzing the problem is the investigativestep of problem solving. This step can become time consuming. Officers want to ensure that they know everything there is toknow about the problem. This means thatofficers will examine every component of thetargeted condition. Often, important detailsare not clear or obvious. The problem mayrequire thorough investigation to expose allthe details. Problem analysis entails explorationofthe actors, actions, and responses of allpersons affected by a particular condition.CONWONENTSOFPROBLEMANALYSIS1. Actors: Anyone connected to the problem.Victims, offenders, and third parties fallinto this category.a. Victims: Individuals who are harmed,alarmed, or negatively affected by thecondition.I IIi!Irb. Offenders: Individuals who commitacts that cause harm, alarm, or createfear.c. Thir'd Parties: Witnesses or those whoare indirectly affect by the problem.

Page 12Problem-Solving Strategies2. Actions: Examine the actions of each actorto determine the impact on the condition.Investigating actions includes a probe ofthe physical settin and the social con-. text to see how these elements relate to theproblem.IiIiIiiI'!IIr:!!II!!IIIIIa. Physical Settin2: Inspect the locationto determine how it contributes to theproblem. Are there abandoned buildings, isolated bus stops, or inadequatestreet lighting?b. Social Context: Search for social conditions that may influence or create theproblem. Identify the group associationof each actor (race, sex, age, ethnicity,language, nationality, religion, sexualorientation, economic condition, educationallevel). Are these groups in conflict and what factors motivate their actions?c. Sequence of Events: Research the order of the actions to determine how aparticular sequence may influence thecondition. For example, incidents ofrobbery on Fridays may be influencedby the fact that people are paid on Fri-.days.V

Problem-Solving StrategiesPage 133. Responses: Check out the community'sresponse to determine the severity of theproblem. What is the police's view of theproblem?.-----Remember:Successful intervention may be determined by the amount of informationthat you have about the problem.Attention to detail is a key component of problem analysis

Page 14Prob\em-Solving StrategiesSTEP #3: DESIGNING ARESPONSEDesigning a response is the planning step in.---,problem solving. In this step, officers set.::oals, develop strate::ies, and assess theavailable resources. Officers will look forsolutions that produce long-lasting, significant changes in the condition. Ultimately,the most useful response produces a substantial improvement for the community,reduces police workload, and improves relations with the community.1. Goal Settin::Goal setting requires a detailed writtenstatement which outlines the desired achievement expected to result from concrete actions. For example, the goal isto reduce the number of traffic accidents at the corner of Madison Avenue and 57th Street by 15% withinone month.2. Two Types of Goalsa. Short-Term Goals: Using strategieswhich produce results that are noticeable and measurable within a ashort time. For example, reducin the number of robberies at a par-

Problem-Solving StrategiesPage 15ticular location may be a shortterm goal. b. Loni:-Term Goals: Using strategiesand tactics designed to produce future results after a longer period oftime. For example, totallyeliminating a robbery condition may be along-term goal.c. Create a Time Table: Officers settarget dates for achieving both longterm and short-term goals.3. Types of Solutionsa. Reduce Frequency of Occurrence:Short-term goal designed to chip away at a larger problem. Reductionof a condition may impact upon fearlevels in the community regardingcertain incidents. For example, decreasing the numh- r of unlicensedpeddlers in a shopping district.b. Eliminate Problem: Best solutionfor most problems and the most difficult to achieve. Officers must recognize that total elimination is notthe only measure of success in dealing with a problem. For example,cleaning up an area which has achronic prostitution condition.

Page 16Problem-5oIving Strategiesc. Chan::e Perceptions: Designedto demonstrate the Department'scommitment and efforts to address a specific condition that appears to have been ignored or .handled unsatisfactorily. Officers provide concrete examples,conduct follow-ups, and provideaccurate information to the community regarding certain incidents. For example, providingaccurate feedback about Department efforts to eliminatedrug sales in a housing project.d. Clarify Responsibility: Designedto express the Department's concern and efforts to coordinatewith the agency that is betterequipped to respond to certainconditions. For example, working with the Department ofParks to correct a dangerouscondition at a playground.4. Use of Strate::iesTraditionally, a police department'sstrategies for bandlingproblems wereconfined to a limited number of tools. . 'Community Policing strategies in- . Ycorporate both traditional and nontraditional tactiCs:

Problem-Solving StrategiesPage 17TABLE #1: TRADITIONAL TACTICSARRESTSSUMMONSESREFERRALSREPORTSInterim r. . Basic ToolsActionfor LawEnforcementRemember: - This box contains the fundamental toolsof law enforcement strategies. Officerswill frequently use them to address problems. They should be used as a tactic thatis incorporated into a larger plan. Historically, these tools alone have not produced long-lasting solutions to community problems.

Page 18Problem-Solving StrategiesTABLE #2NON-TRADITIONAL TACTICSCOMMUNITY ORGANIZINGEDUCATING THE PUBLICALTERING REBAVIOR OF ACTORSALTERING PHYSICAl., SETTINGCHANGING SOCIAL CONTEXT. CHANGING SEQUENCE OF EVENTSCHANGING RESULTS OF EVENTSCHANGING PERCEPTIONS OFEVENTSUSING OTHER AGENCIESFOCUSING ON CRIME PREVENTIONOPENLY COMMUNICATING WITHPUBLICACTIVELY ENGAGING PUBLIC

Problem-Solving StrategiesPage 19Remember: 1\" If Community Policing and ProblemSolving require a more extensivelist of tools to address conditions.Officers should consider floodingthe problem with both traditionaland non-traditional responses.I!I ,5. Developin2 Strate2ies for ProblemSolvin2a. Alter the Behavior of Actors Offenders: Use law enforcement tactics, request compliance, provide education, and offer alternatives to harmfulbehavior. Find out how offenders choosetheir victims, what attracts them to certain locations, and who their associatesare. For example, when a robberysuspect is apprehended, take this opportunity to obtain information thatmay be used to educate residentsabout minimizing their chances of becoming robbery victims Victims: Alert victims to methods ofcrime prevention by educating and pro-

Page 20Problem-Solving Strategiesvictimization. Encourage communityinvolvement in crime prevention programs, including Blockwatcher andAuxiliary Police Program. For examample, conducting crime prevention surveys of victims of burglaries canprovide information about better security for businesses and residences.Third Parties: Identify and encouragethird parties to provide informationabout the problem, and 'cooperate withany prosecution. Using third parties asparticipants in community projects candiscourage offenders from harmful behavior. For example, in neighborhoods where there are no formal community organizations such as BlockAssociations, officers should coordinate the efforts of residents to establish formal associations.b. Alter the Physical SettingRestructuring the Environment:Often changing the physical setting canreduce the frequency of the occurrenceof problems. Characteristics of the environment such as dim lighting, overgrown trees, isolated bus stops, and de- bris can attract criminal behavior. For "example, convincing the Transit Au-.

-IProblem-Solving StrategiesPage 21thority to close a seldom-used subway exit may eliminate robberies inthat area of your Beat or Sector.c. Chanee the Social ContextProblems gep.erally occur within a particular social context. Knowledge of thedynamics of group behavior can providea strategy for intervention.Example #1: Chronic calls from senior citizens regarding a group of disorderly youths may be created by thelack of a more appropriate location tocongregate. In this case, officers canwork with both groups to find anotherlocation where the youths can be supervised, for example, a local youthcenter or a PAL Center. Example #2: Incidents of bias-relatedviolence in a local high school may bereduced by working with communityleaders and school officials to createrace relations programs and peer mediation groups to work toward common goals.d. Chanee the Sequence of EventsSome problems can be eliminated or reduced by intervening in the sequence ofevents that give rise to a condition. Re-

Page 22Problem-Solving Strategiesarranging schedules of the actors can bean important tactic.Example #1: Senior citizens are easily intimidated by large groups ofteen- agers who ride the buses and subwaysto and from school. Officers can advise the seniors to rearrange theirtravel schedule, when possible, to bypass the school rush hours. This canreduce fear levels and minimize theirchances of be victimized.Example #2: An area that has threepublic schools with the same dismissaltime usually goes into radio alert. Students leaving the three schools createnumerous problems for the local residents and store owners. Officers mayask each school principal to cooperate by staggering the dismissal time toreduce the number of students congregating in the area.e. Chan!:e the Results of the EventsChanging the results of an event canchange the problem. Profit, reward, orpersonal gain may be motivators for offenders who commit offenses and create.problems. Officers must devise strate- .gies to eliminate the offender's desiredoutcome.

Problem-Solving StrategiesPage 23Example: Locating and vouchtltringa drug dealer's stash eliminates theprofit from drug sales. Vouchering,towing, and summonsing the cars ofdrug buyers can act as a deterrent andreduce the number of customers frequenting drug locations.f. Assess the Available ResourcesEstablish a Help List: Create a listof police department units, communitymembers, community groups, cityagencies, and public and private agenciesthat are potential resources. The abilityto identify and use resources can determine the success of a particular response. For example, an officer whoseproblem is a building with a chronicburglary condition may list the following as potential resources: Tenants, landlord, Anti-Crime Unit, Latent Print officer, Patrol Officers,Block Watchers, Block Association,Community Board, and anyone elsewho is willing to assist. Make Contact with Resources:After a list of resources is made, eachresource must be contacted and encouraged to support efforts to address thecondition. For example, the aforementioned burglary condition requires

Page 24Problem-Solving Strategiesthe officer to contact the resources,inform them of the condition, and request that they help solve the problem.Get a Commitment: Ask each r e - .source to commit to an active role ineliminating the condition. Define therole for each member to play in dealingwith the problem. For example, in thecase of the burglary condition, havetenants attend a crime prevention seminar on better security for their apartments. Get Blockwatchers to watchthe area commonly used to enter thebuilding.Maintain :&tablished Contact:Members must be periodically recontacted to confirm their roles and commitments. Monitor members to ensurethat they keep their part of the agreement. Restate their roles.

Problem-Solving Strategies Page 25Remember:Strategies and tactics should not be limitedto those identified in these steps. Brainstorm with community members, colleagues, and other agencies to develop responses to community conditions.GAIN SUPPORT AND APPROVALFROM SUPERVISORS. CHECK 'TOENSURE THAT STRATEGIES CONFORM TO APPLICABLE LAWSAND DEPARTMENT POLICIES BEFORE IMPLEMENTING A RESPONSE

Page 26Problem-Solving StrategiesSTEP #4: IMPLEMENTTHE RESPONSEImplementing the response is the WOrking.and action step of problem-solving. In thisstep, officers use strategies, tactics, and resources to enroll all participants in plannedactions.1. Cover All Bases: Check and recheck toinsure that all players who have a role inthe implementation process are in position at the required time and place to contribute their part of the plan. For example, if the Department of Sanitation ispart of your plan to clean a garbagefilled lot, assure that they will respondat the appropriate time and date.2. Stick to Planned Tactics: All actions inthe implementation step should coincidespe.cifica11y with plans identified in previous problem-solving steps. For example, the plan is to reduce a pr6stitutioncondition by assisting a communityaction .group that is leading a demonstration in a three-block area that hasbeen identified as a prostitute-prone.location. Sticking to the strategy meansconfining the group to the designatedthree-block area and adhering to the

Problem-Solving StrategiesPage 27time table with specified date and time. 3. Be Flexible: Take into account eventsor circumstances that could positively ornegatively affect your plan. If a situationchanges, yeu may need to alter yourplans. For example, if it is discoveredthat the time to implement the plan isinappropriate, officers should consideradjusting the schedule to incorporatethis factor. All participants must beinformed of the change and providedwith information about the ajustment.4. &tablish Feedback Mechanisms:Mechanisms to provide and receive feedback should be included in the implementation phase. Officers want to insure thatthey receive up-to-date information aboutthe problem at all times. For example,officers working on a robbery condition in a shopping district should question shoppers, merchants, and securitypersons about the effectiveness of distributing flyers designed to increaseawareness of the robbery condition. S. Keep Records: Officers should maintaina chronological log of all activities regarding the problem. Department recordssuch as Beat Books, Activity Logs, andSector Conditions LOgl1, may suffice as re-L - -

Page 28Problem-Solving Strategiescording devices. All events, activities,and responses associated with the problem must be recorded. For example,keep a diary of all events and responses.associated with the problem; this may.be used to disseminate information aboutthe details of a successful interventionstrategy.

Problem-Solving StrategiesPage 29STEP #5: EVALUATE THERESPONSE.'Evaluating the response is an essential follow-up step that allows officers to examinethe status of the problem and the impact oftheir work. An evaluation of strategies isnecessary for the several reasons.1. It measures the effectiveness of theplanned response.2. It provides more information ab\ ut theproblem.3. It provides an opportunity to obtain feedback from community residents.The problem-solving process is not completeuntil the plan has been evaluated.Measuring the Effectiveness of Response1. Examine Planned Response: Officers must conduct an investigation todetermine whether all phases of the planwere implemented. A thorough studyshould reveal whether all participantswere able to carry out their commitments.If any part ·of the plan was left out, officers may need to modify the plan or tryagain to implement the entire response.L - - -J

Page 30Problem-Solving StrategiesFor example, if a plan is implementedto use Building Inspectors in a casewhere landlords are uncooperative withefforts to remove drug dealers from aprivately owned. apartment bUilding,.officers must ascertain whether the'inspectors were able to conduct theinspection and find violations.2. Examine Impact of Strate&ies onProblem: If the entire plan was implemented, officers must study the results to seeif there was an impact on the problem.For example, if numetous violationswere found in the building, was thisaction sufficient to influence the landlord to cooperate with the tenants andpolice?3. Ask Questions: Officers should seek answers to the following question to determine the success of the response:Is the plan working?Has the problem been changedor eliminated?What is the level of success?What is the level of failure'?Has the frequency of occurrencedecreased?

i-,-'·,.,.-- --IIProblem-Solving StrategiesPage 31------ -- -------------Are residents satisfied withthe police response? What is the impact of the plan onthe behavior of the actors ( victims, offenders, and third parties)?What kind of feedback (positiveor negative) are officers receiving?What is the response from community leaders, public and private institutions, and law enforcement officers?Does the officer's response needmodification?What else did the officer learnabout the problem?Did the officer correctly identifythe real problem? 4. Interpret Information: Answers to theabove question should be compiled to reexamine the condition. This informationcan be used to analyze the effectiveness ofthe response. Responses often reveal newaspects of the problem. For example,officers working on a robbery condition found that this was not the realproblem. When interpreting data from

------------- --'- "-, .- -----Page 32Problem-Solving Strategiestheir initial response, they

Page 6 Problem-Solving Strategies STEP #1: IDENTIFY THE PROBLEM Identifying a problem is the first step in the problem-solving process. In this step, the . officer determines what incidents, situations, . or conditions cause problems or discomfort for people who live and wo