National Institute Of Justice Policing Strategic Research .
U.S. Department of JusticeOffice of Justice ProgramsNational Institute of JusticeNATIONAL INSTITUTE OF JUSTICEPolicingStrategic Research Plan2017-2022July 2017Version 1.0NCJ 250915
U.S. Department of JusticeOffice of Justice Programs810 Seventh St. N.W.Washington, DC 20531This and other publications and products of the National Institute of Justice can be found at:National Institute of JusticeStrengthen Science Advance Justicehttps://www.NIJ.govOffice of Justice ProgramsBuilding Solutions Supporting Communities Advancing Justicehttps://www.ojp.usdoj.govThe National Institute of Justice is the research, development, and evaluation agency of the U.S. Department of Justice. NIJ’smission is to advance scientific research, development, and evaluation to enhance the administration of justice and public safety.The National Institute of Justice is a component of the Office of Justice Programs, which also includes the Bureau of JusticeAssistance; the Bureau of Justice Statistics; the Office for Victims of Crime; the Office of Juvenile Justice and DelinquencyPrevention; and the Office of Sex Offender Sentencing, Monitoring, Apprehending, Registering, and Tracking.Photo Sources: John Sartin/Shutterstock, Inc., John Roman Images/Shutterstock, Inc., Dan Holm/Shutterstock, Inc.
National Institute of Justice NIJ.govTable of ContentsMessage From the Director. iiiIntroduction. vStrategic Priority I: Promote and Support Research to OptimizeWorkforce Development for Officers and Civilian Personnel. 1Strategic Priority I Action PlanObjective I.1: Develop strategies to support the policing workforce. 3Objective I.2: Promote research on police training and education. 3Strategic Priority II: Promote and Support Research on Policing Practices. 4Strategic Priority II Action PlanObjective II.1: Research and evaluate crime reduction policing strategies. 5Objective II.2: Promote research to support policing practices. 5Objective II.3: Study systems and organizational characteristicsdesigned to advance police performance. 6Objective II.4: Study and evaluate police decision-making. 6Objective II.5: Study the impact of organizational leadership on performance. 7Objective II.6: Promote research to examine partnerships designedto increase public safety. 7Objective II.7: Promote research on policing practices designedto address police accountability and transparency. 7Policing Strategic Research Plan 2017-2022 i
National Institute of Justice NIJ.govStrategic Priority III: Promote and Support Research on theRelationship Between Policing and Communities . 8Strategic Priority III Action PlanObjective III.1: Research and evaluate community engagement strategies. 9Objective III.2: Promote research to build trust and confidence betweenpolice and communities. 9Objective III.3: Promote research on the role of individual andcommunity characteristics on policing services. 10Acknowledgments . 11Policing Strategic Research Plan 2017-2022 ii
National Institute of Justice NIJ.govMessage From the DirectorDuring my tenure at the National Institute of Justice, numerous high-profileincidents across the nation have illustrated the dangers and challengesof policing in the United States. The rigors of policing have becomecomplicated by the expanding roles of the police that require officersto protect the nation against foreign and domestic threats; combat anddeter crime; and respond to calls for service from the public. At the sametime, the police have been subjected to unprovoked and premeditatedattacks and hostility from various members of the community that they aresworn to protect. All of these factors have resulted in a broader discussioninvolving the need to support policing through science.The challenges facing police officers today require evidence-basedresearch that will advance police operations and practices. Throughthis strategic policing plan, we are focusing on promoting research thatwill provide the police with knowledge and tools that will support theirworkforce, promote better policing practices, protect officers, and support effective strategies designed andimplemented to fight crime. Additionally, this strategic plan represents a call to the research community to providepolicymakers and practitioners with the evidence they need to improve police practices, both internally and in thecontext of the community, and to provide police officers with effective tools that can protect them from harm andkeep our nation safe.Given the current discussions surrounding policing, NIJ understands the need for a comprehensive researchplan that addresses a variety of research areas. In addition to research needed to support the police workforcethrough better hiring, recruiting, retention, and training of police officers, it is also necessary to develop a bodyof knowledge to understand how agencies can implement systems to advance police performance and adopteffective strategies to fight crime. Finally, a knowledge base should also be developed to better understand howpolicing practices can be initiated to promote strong engagements with community residents and support thedelivery of policing services.Policing Strategic Research Plan 2017-2022 iii
National Institute of Justice NIJ.govNIJ’s longstanding history in supporting rigorous efforts to address issues confronting police executives and theirofficers, through this strategic plan, will build evidence that will contribute to a better understanding of policing,advance science needed to inform policymakers, and improve police-community relationships. By developing thispolicing research agenda, NIJ will build on its previous investments in policing, explore areas that will focus oneffective and efficient policing, and promote community engagement and collaborations with other stakeholders toimprove policing.Such a comprehensive approach will require a sustained investment and commitment from a variety of stakeholdersdedicated to understanding how policing can be improved through science and effective collaborations. NIJ is awarethat the numerous challenges in the policing profession are complex and that no one approach will work to improvepolicing. However, we will continue to emphasize the need to make investments in science through multidisciplinaryresearch and evaluation efforts that feed into the ongoing development of programs and interventions to improvepolicing. To those with whom NIJ has already partnered in these efforts, my sincerest thanks for your wisdom andsupport, and I hope you will continue to collaborate with us moving forward. To those who have not yet joined ourefforts, we look forward to working with you in these endeavors in the future.Howard Spivak, M.D.Acting Director, National Institute of JusticePolicing Strategic Research Plan 2017-2022 iv
National Institute of Justice NIJ.govIntroductionAbout the National Institute of JusticeThe National Institute of Justice (NIJ) — the research, development, and evaluation agency of the U.S. Departmentof Justice — is dedicated to improving knowledge and understanding of crime and justice issues through science.NIJ provides objective and independent knowledge and tools to reduce crime and promote justice, particularly atthe state and local levels.Policing MissionNIJ’s mission for policing is dedicated to the development of knowledge and tools that will advance policingoperations and practices to deliver policing services to communities more effectively and efficiently. The NationalInstitute of Justice has been a leader in developing and advancing the research agenda for policing. This issue isat the core of NIJ’s history: its own charter grew out of the 1968 President’s Commission and the Omnibus CrimeControl and Safe Streets Act of 1968 to address crime and unrest in American cities and develop tools for lawenforcement to target these issues in a way that enhances police-community partnerships.Policing Strategic Research Plan PurposeNIJ has developed the Policing Strategic Research Plan to describe the current and projected efforts of NIJ toadvance policing practices in the United States. The strategic goals outlined in the plan should be viewed as bothinterrelated and vital to better understanding and finding solutions to the challenges of policing. This documentshould be of interest to researchers (academic, governmental, and industrial); federal, state, local, and internationalgovernment partners; and justice policymakers and practitioner communities. Findings from the activities that fallwithin this strategic plan will be disseminated among these constituents and partners in ways designed to achievethe greatest impact.A Call for CollaborationThe research directions included within this strategic research plan intentionally span many scientific disciplines.The breadth of research is driven by the magnitude of questions that need to be addressed within the criminaljustice system. NIJ envisions that the research resulting from this agenda will require both interdisciplinaryPolicing Strategic Research Plan 2017-2022 v
National Institute of Justice NIJ.govcollaboration and partnerships between traditional researchers and the practitioner community. Finally, mirroring theneed for collaboration among researchers, NIJ will seek partnerships with other federal agencies and institutionsthat support research relevant to criminal justice applications. These partnerships should include co-sponsoringresearch awards, convening meetings to bring key players together, and providing criminal justice system expertiseto discussions and meetings pertaining to policing.Definitions and ScopeOur focus is on three fundamental elements underpinning policing services: the workforce, the organization, andcitizens and their communities.Policing services cannot be delivered effectively if the officers and civilian staff do not have the requisiteinterpersonal and technical skills, particularly those skills needed for effective engagement with the communitiesserved while ensuring officer safety and readiness. Policing services cannot be delivered effectively without thesupport of the community. Additionally, local governance and support from other agencies play a critical role in theco-production of public safety. Finally, policing services cannot be effectively delivered if the organization does nothave the requisite resources and strategies in place to support officers and their activities.Policing services refers to the myriad of functions carried out by police departments and other law enforcementagencies. Although the actual services that are delivered may differ between jurisdictions, fundamentally thoseservices involve (1) crime prevention and investigation, (2) maintenance of public order and safety, and(3) enforcement of laws and regulations.A policing practice is a general category of programs, strategies, or procedures that share similar characteristicswith regard to the issues they address and how they address them.A policing strategy refers to a variety of different activities to accomplish appropriate outcomes in policing.Agency performance is defined as the fairness, effectiveness, and efficiency with which policing services aredelivered.Strategic PrioritiesI. Promote and support research to optimize workforce development for officers and civilian personnel.II. Promote and support research on policing practices.III. Promote and support research on the relationship between policing and communities.Policing Strategic Research Plan 2017-2022 vi
National Institute of Justice NIJ.govStrategic Priority I:Promote and Support Research toOptimize Workforce Development forOfficers and Civilian PersonnelNIJ is committed to promoting research that will buildknowledge to develop and maintain a police agencycomposed of qualified and committed personnel as thepolicing profession continues to evolve over time. NIJis particularly interested in factors that influence andmotivate members of the workforce in policing todayand attract viable candidates to the policing profession.NIJ will continue to promote research to assess theknowledge and skills of personnel required to work indiverse and constantly changing policing environments.NIJ will also evaluate the impact of training andeducation programs designed to develop and maintainan exemplary workforce.BackgroundNIJ’s research investments in this area have included analyses of exemplary first-line supervisors, longitudinalassessments of the progression of careers of new officers and supervisors (including potential attrition),evaluations of factors that influence police decision-making and performance over time, skill sets requiredto advance police leadership, and reframing police agencies as “learning organizations.” NIJ will continue topromote research on the recruitment, hiring, and retention of the “contemporary employee.” The contemporaryemployee has familiarity with technology, social media, expectations regarding autonomy, and decisionmaking. Finally, NIJ will continue to focus on examining the role of training to advance personnel performance.Policing Strategic Research Plan 2017-2022 1
National Institute of Justice NIJ.govObjectivesThe objectives supporting Strategic Priority I build on the strengths of NIJ’s past research and continue to focus onresearch that will inform and support the policing workforce. The research will involve a comprehensive assessmentof a variety of police workforce components to identify the challenges and promising practices of workforcerecruitment and development, examine the impact of academy and in-service training and education, and supportpractices and technologies to advance officer safety. NIJ has also noted the importance of safety, health, andwellness of the police workforce.1Additional information on the National Institute of Justice’s efforts to support and advance officer safety can be found in NIJ’s Safety,Health, and Wellness Strategic Research Plan, 2016-2021, at licing Strategic Research Plan 2017-2022 2
National Institute of Justice NIJ.govStrategic Priority IAction PlanO BJ ECTI VESObjective I.1: Develop strategies to support the policing workforce. Research the background skills, education, and experiences needed for today’s workforce. Research the workforce cycle (recruitment, selection, retention, promotion, assignment, and attrition),identifying challenges and promising practices. Assess the impact of the availability of resources (e.g., time and funding) on workforce development.Objective I.2: Promote research on police training and education. Evaluate the impact of officer training (e.g., academy, in-field; re-certification; and specialized) andtraining curricula on police performance. Examine the impact of police-researcher partnerships developed to improve police training programs. Study the relationship between training and police culture. Examine and assess the impact of police training on cultural competencies. Research the impact of supervisory and leadership training on officer performance. Study, develop, and evaluate training technologies (e.g., mobile, video-based, augmented and virtuallearning environments) designed to advance officer performance. Evaluate the impact of education on police performance. Study, develop, and evaluate technologies designed to support learning among officers.Policing Strategic Research Plan 2017-2022 3
National Institute of Justice NIJ.govStrategic Priority II:Promote and Support Researchon Policing PracticesNIJ remains focused on supporting research that willadvance policing practices. This focus entails a robustresearch agenda covering police operations, policeperformance, police decision-making, effectivenessand efficiency of police operations, organizationalleadership, policing strategies, and partnerships.BackgroundThe objectives supporting Strategic Priority II build onthe strengths of NIJ’s past research and continue tofocus on research that will inform and support policingorganizational practices.ObjectivesThe objectives supporting Strategic Priority II build on strengths of NIJ’s past research agenda. NIJ isspecifically interested in understanding and supporting policing practices for all the major aspects of apolice organizational unit. These objectives focus on the organization, the officers, operations, leadership,strategies, and partnerships with external organizations. Additionally, the focus on organizational outcomes andperformance cuts across all these topics.Policing Strategic Research Plan 2017-2022 4
National Institute of Justice NIJ.govStrategic Priority IIAction PlanO BJ ECTI VESObjective II.1: Research and evaluate crime reduction policing strategies. Assess the impact of crime reduction strategies on communities. Examine the impact of police-prosecutor partnerships on reducing crime in communities. Evaluate the impact of technology on policing strategies. Assess the effectiveness of policing strategies on the threat of domestic terrorism. Examine the impact of deployment strategies on crime reduction. Examine the impact of police diversion strategies on crime reduction.Objective II.2: Promote research to support policing practices. Research different shift and staffing schemes on police performance. Study the relative impact of different types of patrols (patrol car, foot patrol, bike, and alternativetransportation methods) on the effectiveness and efficiency of policing practices. Research the impact of information sharing and other situational management practices on policeresponse to critical incidents. Assess the impact of policing practices on investigative outcomes. Examine the role of forensic science in investigative processes. Research how communication and partnerships between different policing specialties impact policingpractices.Policing Strategic Research Plan 2017-2022 5
National Institute of Justice NIJ.govOBJECTI VES (C ONTINUE D)Objective II.3: Study systems and organizational characteristics designed to advance policeperformance. Study, develop, and evaluate systems designed to monitor or enhance police performance. Assess the impact of performanc
The National Institute of Justice is the research, development, and evaluation agency of the U.S. Department of Justice. NIJ’s mission is to advance scientific research, development, and evaluation to enhance the administration of justice and public safety.
about community policing from a few decades of learning, research, and implementation efforts. It then examines the community policing components of Measure Y and the extent to which they are aligned with these best practices. In short, how do the community policing elements, as articulated in the 2004File Size: 401KBPage Count: 17Explore furtherAWARD-WINNING COMMUNITY POLICING STRATEGIEScops.usdoj.govExamples of Community Policing Strategies at Workwww.ravemobilesafety.comCommunity Oriented Policing Services USAGovwww.usa.govProblem-Solving and Community Policing: Crime and Justice .www.journals.uchicago.eduCommunity Policing: Much More Than Walking a Beatcops.usdoj.govRecommended to you b
their potential meaning for the future of law enforcement. These included Community Policing, Broken Windows Policing, Problem-oriented Policing, Pulling Levers Policing, Third Party Policing, Hot Spots Policing, Compstat, and Evidence-based Policing. In a luncheon presentation on day one of the workshop, participants heard from Prof.
how community policing has developed in New Zealand. 2. Understanding community policing The understanding community policing chapter provides a summary of community policing as a concept. In order to understand community policing, the first section discusses a range of definit
Community Policing Works c. What is Community Policing d. Understanding the Past: Community Policing Timeline i. Introduction ii. Hammurabi’s Code iii. Volunteer Watch iv. Home Rule v. Day & Night Watch vi. Early Policing vii. Political Era viii. Professional Era
rewrite of the history of American policing (Walker 1984). In 1982, James Q. Wilson and George L. Kelling made a call for a return to order maintenance policing, a return to the “good old days” of watchman-style policing. They noted that in the earliest days of formal policing there wa
One of the best examples of the community policing/ILP interrelationship can be seen in the latest tool of community policing: CompStat. Drawing its name from "COMPuterized STATistics," CompStat may be defined as the Intelligence-Led Policing:The Integration of Community Policing and Law Enforcement Intelligence
New Perspectives in Policing National Institute of Justice Police Leadership Challenges in a Changing World Anthony W. Batts, Sean Michael Smoot and Ellen Scrivner Executive Session on Policing and . Public Safety. This is one in a series of papers that will be pub-lished as a result of the Executive Session on Policing and Public Safety.
Criminal Justice Wedding Cake 23 Credits 24 Chapter 2: Policing: Past to Present (By Ryan Getty) 25 Introduction 25 Law and Policing Prior to the English Influence 25 The English Influence 27 Policing in the United States 30 Colonial America 31 The Eras of Policing 32
