1. Police Administration: Structures, Processes, and Behavior
(Eighth Edition)
Charles R. Swanson, Leonard Territo,
and Robert W. Taylor
Policing Today
Chapter 2

2. Focus of Community Policing
The COP movement focused on programs that fostered five elements:
A commitment to crime prevention
Public scrutiny of the police
Accountability of police actions to the public
Customized police service
Community organization

3. Problems with Traditional Policing
Response model
Research findings:
Randomized motor patrol
Increasing the number of police
Police were not effective at decreasing crime rates in the 1960s and 1970s.
Community policing advocates argue that traditional policing is a system of response – police respond to calls for services after the activity occurs.
Randomized motor patrol neither lowers crime nor increases the chances of catching suspects.
Increasing the number of police has limited impact on the crime rate because improving response time on calls for services has little relevance to preventing the original incident.

4. Complementary Elements of Community Policing
COP is a proactive approach to crime control with three complementary elements:
Community partnerships
Problem solving using the SARA model
Organizational transformation

5. Problem Oriented Policing and the SARA Model
Herman Goldstein
Problem: a cluster of similar, related, or recurring incidents rather than a single incident
SARA
Scanning
Analysis
Response
Assessment
Problem-oriented policing
Originally branded by Herman Goldstein
What are some examples of community problems?
Addressing recurring social problems within a community through an innovative, four-step model called SARA
Scanning: Officers are encouraged to group individual, related incidents that come to their attention as “problems” and define these problems in more precise and useful terms
Rather than rely on broad, law-related concepts (robbery, burglary, auto theft, etc.)
Analysis: Officers working on a well-defined problem collect information from a variety of public and private sources
Not just police data!
Response: Use the knowledge gained in the analysis stage to develop and implement solutions
Officers seek the assistance of citizens, businesses, other police units, other public and private organizations, and anyone else who can help develop a program of action
Solutions may go well beyond traditional police responses to include other community agencies and/or municipal organizations
Assessment: Officers evaluate the impact and the effectiveness of their responses

6. Key Components of Community Policing

7. Elements of CompStat Make the police be more efficient and effective
Four core principles:
Accurate and timely intelligence and statistical crime information based on geographical settings and/or areas
Rapid deployment of resources
Effective tactics and strategies of enforcement that focus on visible street crimes or “quality-of-life” crimes
Relentless follow-up and assessment
CompStat derived from “comp,” stemming from the word “computer,” and “stat,” which originates from statistics.
Originally developed in New York City by then-Commissioner William Bratton in the mid-1990s.
Looks at individual needs of the community and then designs proactive strategies to stop or prevent crime
CompStat is a collection of modern management practices, military-like deployment efforts, and strong enforcement strategies all based on the availability of accurate and timely statistical crime data.
Four core principles highlight a police department’s model of CompStat: (see above)

8. Chicago Alternative Policing Strategy
Crime control and prevention
Neighborhood orientation
Increased geographic responsibility
Structures response to calls for police service
Proactive, problem-solving approach
Combined community and city resources for crime prevention and control
Emphasis on crime and problem analysis through the CompStat process
Training
Communication and marketing
Evaluation, strategic planning, and organizational change
CAPS was designed to move the department from a traditional, reactive, incident-driven agency to a more proactive and community-oriented department
CAPS has a number of key features aimed at improving and expanding the overall quality of police services in the city of Chicago, as well as reducing crime. (See slide above)

9. CAPS
“Identify and solve problems of crime and disorder and to improve the quality of life in all of Chicago’s neighborhoods.”
Five prototype districts
Changes to structure, roe, and culture of policing

10. Evidence-Based Policing
EBP utilizes the scientific method to identify, implement, evaluate, and modify the methods that are most effective in reducing crime

11. Hot-Spots Policing Crime is concentrated in isolated areas
Forces the police to identify specific areas with undue concentrations of crime and then direct their resources at those places.
Like EBP, reflects the direct application of empirical data
Crime is NOT randomly dispersed, but rather is concentrated in isolated areas
Only a few locations were responsible for a majority of police calls for service and reported crime

12. Directed and Saturated Patrols
Directed Patrol: “directing” patrol officers to specific locations during their patrol shift
Saturated Patrol: Concentrates additional officers on specific locations at specific times
Tactics commonly used in policing
Often used in conjunction with hot-spots policing
Involve the assignment of officers to problematic areas for proactive enforcement at high-risk times
It is unknown if crime is actually reduced or simply displaced.

13. Intelligence-Led Policing
Utilizes criminal intelligence analysis as a means to accomplish crime prevention and reduction through best practices and partnerships with other entities
Not a tactic or a crime-reduction strategy – it is a business model for policing
Has become popular in recent years
Widespread recognition of the ineffectiveness of the standard policing model
Difficulty in implementing POP
Departments faced with financial constraints
More sophisticated technologies in information retrieval and analysis of police information have generated interest in systematic approaches to crime
Limitations:
Data entry problems
Lack of training in advanced analytic techniques within the police

14. Predictive Policing
Uses information and analytical tools to achieve the goal of crime prevention while requiring fewer resources
Improves upon ILP and reflects on the principles of POP, COP, and EBP
Similar to ILP, predictive policing is a proactive approach to crime and disorder
Uses information and analytical tools to achieve the goal of crime prevention while requiring fewer resources
Uses advanced analytics that evaluate and examine data and information through advanced statistics and artificial intelligence
Data mining, crime mapping, geospatial prediction

15. Crime Analysis
Purpose: Organize massive quantities of raw information and forecast specific, future events from the statistical manipulation of these data
Identifying patterns and relationships between crime data and other relevant data sources to prioritize and target police activity
Provides a thorough and systematic analysis of data on which to make rational decisions regarding past, present, and future actions

16. Common Crime Analysis Techniques
Tactical crime analysis
Strategic crime analysis
Link analysis
Telephone toll analysis
Visual investigative analysis
Case analysis and management system
Intelligence analysis
Describe each type of crime analysis technique and discuss how it may be used in a realistic scenario.

17. Geographic Information Systems
Integration of automated database operations and high-level mapping
Analyze, manipulate, and manage spatial data
Statistical spatial analysis
Spatial modeling
With the advent of sophisticated computerized mapping, researchers have found a widespread adoption of GIS tools across police departments.
Has become an influential mechanism in hot-spots policing as well as Crime Prevention Through Environmental Design, situational policing, directed patrols, and crime analysis
Police agencies can use GIS for a variety of things:
Dispatching police units by providing directions to locations
Locations of nearby fire and waste hazards, fire hydrants, water lines, etc.
Two types of crime mapping:
Statistical spatial analysis: Focuses on the spatial relationship between crime points in a particular area
Spatial modeling: Technology and application of data

18. The Use of Artificial Intelligence in Policing
Integration of many technologies and disciplines to create systems that can:
Think
See
Hear
Touch
Feel
Shift from mere data processing to an intelligent processing of knowledge
AI: science and technology based on computer science, biology, psychology, linguistics, mathematics, engineering
Police managers find “cognitive science applications” (in figure above) most promising
Discuss specific examples of AI that police departments use. How are they beneficial to both police officers and police administrators?

19. The Impact of Information Technologies on Policing
Police administrators must ensure that technology development and design support the emerging strategies in policing
Police executives must manage technologies rather than allow themselves to be managed by it
Individual police officers must understand their role in the community as aided by, but not controlled by, information technologies
Information technologies have become central to the support of modern policing strategies.
Useful in data analysis, as well as storing and maintaining older data.
What is important to note, though, is that information technologies are not limited to the roles of crime analysts.
The entire organization must have access to such technology, such as field inquiries, mapping of specific neighborhoods, and managerial performance measures.
Information technologies also play an integral role in administrative decision making.
Although there are countless benefits of information technologies for the police, officers and administrators in departments must be equipped with information and training.
It is the role of the police administrator to ensure that information technology development and design support the emerging strategies in policing.
Police officers and executives must manage technology rather than be managed by it.
Individual officers must understand their role in the community as aided by, but not controlled by, information technologies.