Policing In Your Community:
“A Community Policing Approach”
Honolulu Police
Department
Training - 2011
1
Housekeeping
• Coffee
• Restrooms
• Phone calls
Outgoing * Cell Phones * Pagers
•
•
•
•
•
Breaks/Meals
Sign-in Roster
Schedule
Participant Notebooks
Reimbursement Rates
Introductions
Honolulu Police Department
TRAINING GOALS
• To increase
understanding of
Community Policing
• To develop
partnerships
between community
and police
• To build effective problem-solving teams
• To identify and begin work on your own community
issues.
• Have FUN!!!
Objectives
– Establish partnerships
– Build team relations
– Learn about community policing strategies
to apply in your own communities
– Develop an action plan to continue
community building work
Training Schedule
Day 1
Introductions
Honolulu Police
Department
Community Policing
Facilitating Change
Team Building
Day 2
Building Community
Partnerships
Problem Solving
Words of Wisdom
Ground Rules
• Respect the opinions of
others
• Be an active, empathetic
listener
• Get everyone involved
• Recognize the value of making mistakes
• Be prepared to start and end on time
• Decision making through consensus
• Have Fun!
What do you hope to
get out of this training?
Why are you here?
What is your job?
• Personal List
• Group List
• Qualify list to go to the newspaper
• Did you take things off the list?
• What would have happened if we
used
your original list?
Overview of Honolulu Police
Department
• Mission
• Values
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Mission Statement
We, the men and women of the Honolulu Police Department, are
dedicated to providing excellent service through partnerships that build
trust, reduce crime, create a safe environment, and enhance the quality
of life in our community.
Core Values
Integrity:
Respect
Fairness
Mission: Community Policing
To form a partnership with the
community in order to create a safe
and secure environment.
Mission
• Mission Statement
• We, the men and women of the Honolulu Police Department,
are dedicated to providing excellent service through
partnerships that build trust, reduce crime, create a safe
environment, and enhance the quality of life in our community.
•
• Core Values
• Integrity:
• Respect
• Fairness
Aloha Spirit Law
Hawai’i Revised Statutes, Chapter 5, Section 7.5
(a) The Aloha spirit is the coordination of the mind and heart within each person. It
brings each person to the self. Each person must think and emote good feelings to
other. In the contemplation and presence of the life force. Aloha, the following
unuhi laula loa (free translation) may be used:
Akahai, meaning kindness to be expressed with tenderness;
Lokahi, meaning unity, to be expressed with harmony;
Olu’olu’, meaning agreeable, to be expressed with pleasantness;
Ha’aha’a, meaning humility, to be expressed with modesty;
Ahonui, meaning patience, to be expressed with perserverance.
Aloha Spirit Law
These are traits of character that express the charm, warmth and
sincerity of Hawai’i’s people. It was the working philosophy of native Hawai’ians and
was presented as a gift to the people of Hawai’i.
Aloha is more than a word of greeting or farewell or a salutation.
Aloha means mutual regard and affection and extends warmth in caring with no
obligation in return.
Aloha is the essence of relationships in which each person is important to every
other person for collective existence.
Aloha means to hear what is not said, to see what cannot be seen and to know the
unknowable.
The Aloha Spirit
What is there about
our Department or
Community which
makes individuals
unable to live the
Aloha Spirit?
The Aloha Spirit
Where is our
Department or
Community failing, in
efforts to get
individuals to show
more kindness?
The Aloha Spirit
What does it mean
to work
cooperatively?
In our professional responsibilities,
individual contacts and personal
relationships:
What does it mean to
have Integrity?
In our professional responsibilities,
individual contacts and personal
relationships:
How do we exhibit
Professionalism
on a daily basis as
we work?
In our professional responsibilities,
individual contacts and personal
relationships:
How integral is
Compassion in our daily
contacts with victims,
community members,
defendants, etc.
In our professional responsibilities,
individual contacts and personal
relationships:
How important is Teamwork
in our everyday efforts to
build healthy communities
on the Big Island?
In our professional responsibilities,
individual contacts and personal
relationships:
What does
Community
Satisfaction look
like?
How does your personal list support the
mission of the Honolulu Police
Department?
• We, the men and women of the Honolulu Police
Department, are dedicated to providing excellent
service through partnerships that build trust, reduce
crime, create a safe environment, and enhance the
quality of life in our community.
How easy is it to do the things
contained in the mission
statement?
What is easy?
What is difficult?
Is Community Policing easy to
support and do?
What exactly is
Community
Policing?
Community Policing
… a philosophy wherein the police
and the community share resources
and responsibility for solving recurring
problems that directly or indirectly
threaten community safety or livability.
-Western Community Policing Institute
Philosophy
• The objective of philosophy is to consider the
rational justification of logical inferences, human
values, criteria for establishing the claims of
knowledge and certainly, and interpretations of
the nature of reality.
• A major in philosophy prepares students
generally for careers in areas which require the
ability to analyze problems and to think and write
clearly. It is an appropriate major for students
planning to continue their education for
professional careers such as law, medicine and
theology.
How does Philosophy apply to
Community Policing?
You?
What is your
Policing?
philosophy of Life?
Community Oriented Policing Philosophy
• Community Oriented Policing (COP) is a
policing philosophy based on several
key values and beliefs:
• COP considers that the mission of the
police is to provide professional,
disciplined policing services designed
to ensure the safety and security of our
community.
• COP embraces two key policing
strategies: Response to Incidents (R2I)
and Problem Oriented Policing (POP).
Community Oriented Policing Philosophy
• COP balances the use of these two
strategies through careful, continuous
analysis of activity patterns that permit
a different police response to different
community needs.
• COP requires the professional
commitment and creative involvement
of every member of the police
department, associated public and
private agencies and members of the
community.
Community Oriented Policing Philosophy
• COP recognizes that, regardless of a person's
socioeconomic status, race, national origin,
language, age or religion, each person has a right
to high quality police services.
• COP also recognizes that crime and disorder are
only part of the many issues that police have to
deal with in a complex and dynamic city.
• COP is a philosophy by which all police services
are provided to the community, including all the
following fundamental police functions:
Community Oriented Policing Philosophy
• Responding to citizen calls for police
assistance
• Enforcing the law
• Maintaining order in the community
• Providing emergency services
• Preventing crime
• Investigating criminal activity
How can you recognize and
apply your philosophy that
supports Community Policing
and everything you do?
What is your responsibility as a
leader in our agency and your
community?
What are emotional Intelligences
(emotional
quotient?)
How do
you
do this?
Emotional
Intelligences
What is a leader?
“The“The
process
levelof
ofinfluencing
your abilitythe
to activities of
an individual
understand
or other
a group
people,
in efforts
whattoward
goalmotivates
achievement
them
inand
a given
howsituation.”
to work
cooperatively with them.”
Heresy and Blanchard, 1988:86)
H. Gardner – Harvard Theorist
• Self-awareness
• Self-regulation
• Motivation
INTERPERSONAL
• Empathy
INTRAPERSONAL
• Social Skills
Self-awareness
Self-awareness: The ability to
recognize an emotion as it “happens” is
the key to your EQ. Developing selfawareness requires tuning in to your
true feelings. If you evaluate your
emotions you can manage them.
Self-awareness
• Emotional awareness: Your ability to
recognize your own emotions and their
effects.
• Self-confidence: Sureness about your
self-worth and capabilities.
Self-regulation
Self-regulation: You often have little control over
when you experience emotions. You can, however
have some say in how long an emotional will last by
using a number of techniques to alleviate negative
emotions such as anger, anxiety or depression. A
few of the techniques include recasting a situation in
a more positive light, taking a long walk and
meditation or prayer. Self-regulation involves:
Self-regulation
• Self-control: Managing disruptive
impulses.
• Trustworthiness: Maintaining standards
of honesty and integrity.
• Conscientiousness: Taking
responsibility for your own
performance.
• Adaptability: Handling change with
flexibility.
• Innovation: Being open to new ideas.
Motivation
To motivate yourself for any achievement requires
clear goals and a positive attitude. Although you
may have a predisposition to either a positive or a
negative attitude, you can with effort and practice
learn to think more positively. If you catch negative
thoughts as they occur, you can reframe them in
more positive terms—which will help you achieve
your goals. Motivation is made up of:
Motivation
• Achievement drive: Your constant
striving to improve or to meet a standard
of excellence.
• Commitment: Aligning with the goals of
the group or organization.
• Initiative: Readying yourself to act on
opportunities.
• Optimism: Pursuing goals persistently
despite obstacles and setback.
Empathy
The ability to recognize how people feel is
important to success in our life and career.
The more your are at discerning the feelings
behind others’ signals the better you can
control the signals you send them. An
empathetic person excels at:
Empathy
• Service orientation: Anticipating,
recognizing and meeting clients’ needs.
• Developing others: Sensing what others
need to progress and bolstering their
abilities.
• Leveraging diversity: Cultivating
opportunities through diverse people.
• Political awareness: Reading a group’s
emotional currents and power
relationships.
• Understanding others: Discerning the
feelings behind the needs and wants of others.
Social Skills
The development of good interpersonal skills
is tantamount to success in your life and
career. “People Skills” are even more
important now because you must possess a
high EQ to better understand, empathize and
negotiate with others in a global economy.
Among the most useful skills are:
Social Skills
•
Influence: Wielding effective persuasion tactics.
• Communication: Sending clear messages.
• Leadership: Inspiring and guiding groups and people.
• Change catalyst: Initiating or managing change.
• Conflict management: Understanding, negotiating and
resolving disagreements.
• Building bonds: Nurturing instrumental relationships.
• Collaboration and cooperation: Working with others
toward shared goals.
How can you use Emotional
Intelligences to help you better support
the philosophy and vision of community
policing?
What can the police do?
Non-profits
Schools
Citizens
at
Large
Businesses
POLICE
CRIME
Social
Services
Government
Other
Public
Safety
Media
What can the police do?
• Poverty
• Unemployment
• Lack of Education
• Single Parent Family
• Substance Abuse
• Family Member in the Criminal
Justice System
• Young Male
How do we build healthy
communities?
Non-profits
Schools
Citizens
at
Large
Businesses
COMMUNITY
WELLNESS
Social
Services
Government
Other
Public
Safety
Police
So…..which one works best?
Non-profits
Schools
Businesses
Non-profits
Citizens
at
Businesses
Large
Schools
Citizen
s
at
Large
Police
Crime
Social
Services
Government
Community
Wellness
Social
Other
Services
Public
Government
Safety
Media
Other
Public
Safety
Police
Community Policing
… a philosophy wherein the police
and the community share resources
and responsibility for solving recurring
problems that directly or indirectly
threaten community safety or livability.
Partnerships + Problem Solving
-Western Community Policing Institute
On policing...
“... The police are the public and the
public are the police...”
- Sir Robert Peel 1829
“To maintain at all times a relationship
with the public that gives reality to the
historic tradition that the police are the
public and the public are the police; the
police being only the members of the
public that are paid to give full-time
attention to the duties which are
incumbent on every citizen in the interest
of community welfare and existence.”
Community Policing Responsibilities
Community Police Officers are responsible
for developing partnerships within the
community in an effort to create a safe and
secure environment. This can be
accomplished through community
mobilization, crime prevention efforts and
problem solving (i.e., Neighborhood Watch,
Citizen Patrol, etc.). Through mobilization,
Community Police Officers can facilitate a
community's efforts to create positive
changes within their neighborhood.
Changes in Policing
Political Era
(1800s – 1900s)
Reform Era
(1920s – 1980s)
Politics and Law
Law and Professionalism
Community Support
(political law, and professionalism)
Broad Social Services
Crime Control
Broad Provision of Service
(decentralized task force, matrices)
Demand
Decentralized
Centralized, Classic
Decentralized
Relation to
Environment
Decentralized, to police
And politicians intimate
Centralized
Intimate
Tactics and
Technology
Foot Patrol
Professionally Remote
Foot Patrol, Problem-Solving
Outcome
Citizen and Political
Satisfaction
Preventative Patrol,
Rapid Response to Calls
Crime Control
Quality of Life
and Citizen Satisfaction
Authorization
Function
Organizational
Design
Community Era
(1980s - ??)
Five Core Components
• Organizational Change
(to support Community Policing Philosophy)
•
•
•
•
Community Partnerships
Problem Solving
Prevention
Integrity
Honolulu Police
Department
Core Values:
Integrity
Respect
Fairness
Facilitating Change
Facilitating Change - Objectives
• To understand the effects of change on an
individual, an organization, and a community.
• To compare the past practices and assumptions
of traditional policing, with the implementation of
community policing.
• To note the importance of a shared vision in
implementing community policing.
• To differentiate between traditional leadership
practices and those required in transitioning to
community policing.
Change is all around us
•
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•
Demographics
Technology
Economy
Global Issues
Education
Families
Communities
Three Conditions of Change:
What’s wrong with the way things
are? (Discomfort)
What’s a better way of doing it?
(Vision)
How do I do it?
We see some reasonable steps to get there.
We have adequate resources to accomplish it.
Conventional Policing Methods
Preventative Patrol
Kansas City Experiment
Rapid Response
Follow-up Criminal Investigation
Low property recovery rate
Medium to low clearance rate
Conventional Thinking
Officers focus on responding to calls.
Arrest is a primary tool.
Community shouldn’t have to fight crime.
We pay law enforcement to do that.
Parole Officers focus on monitoring and reporting.
Juvenile Systems and Adult Systems are two
separate things.
Police work is done “by the book.”
Citizens expect to “call a cop (9-1-1)
and get a cop.”
Conventional Thinking
When the shift is over, crime is
someone else’s problem.
If it’s not in my backyard, crime is
someone else’s problem.
Success is measured by the number of arrests
made and the number of tickets issued.
Citizens don’t get involved.
They are part of the problem.
Things are okay as they are. We don’t
have problems in my community.
Change is a Process
1.
2.
3.
4.
Resistance
Justifying the Resistance
Considering an Alternative
Resolution
Making a Case for Change
• Discomfort
(2 minutes)
Are you satisfied with your current ability to
– Organize your work day
– Get enough exercise?
If not, what’s wrong?
• Vision
(2 minutes)
Can you envision something better?
• Steps
(3 minutes)
What steps can be taken to change
things?
How can others help?
Group Activity
The 80/20 Rule:
10% - Actively embrace change
10% - Actively resist change
80% - Wait and see
Where will you spend your time/energy?
Honolulu Police Department
Team Building
Objectives for Team Building
• Identify the benefits of working
as a team
• Develop a teamwork
environment
• Demonstrate team
development techniques
• Enhance trust and consensus
building skills
Team – A Definition
“A small group of people with
complementary skills,
committed to a common
purpose, with specific goals, a
common working approach,
and mutual accountability.”
- The Wisdom of Teams
Why work as a team?
• A team combines multiple skills,
experience, and diverse backgrounds.
• A team gets better results than a collection
of individuals working on their own.
(Synergy)
• A team is more flexible than a permanent
structure or system.
• A team is more productive because their
members are committed to a common goal.
• As a result of all this, a team delivers
results.
Ten Characteristics of an Effective Team
1) A meaningful mission.
2) A clearly defined outcome.
3) An understanding of
cultural norms and their
impact on communication,
problem solving, and
conflict.
4) A set of shared values that
clearly demonstrate dignity
and respect.
5) A cultivation of different
viewpoints.
6) A willingness to get
the job done.
7) Loyalty and devotion
to the team
experience.
8) A desire for individual
and collective growth.
9) An openness to new
experiences and
processes.
10) Shared laughter and
humor as part of the
team experience
“Seek first to
understand, then to be
understood”.
- Stephen Covey
Bridging Police and Community
• How does the other group
perceive us?
• What I wish the other group
would understand about us is…
• The three most important things
I need from the other group
are…
… of group development
1
2
Forming
Storming
4
Performing
3
Norming
Forming: Some Considerations
•
•
•
•
•
Group Diversity
Comprehensive Information
Understanding
Sharing a vision
Working toward the vision with
effective solutions
Storming: Communication
•
•
•
•
Explore the concerns of everyone
Listen for understanding
Be clear when sharing your own ideas
Make “Different People” our of “Difficult
People”
Norming: Consensus Building
• All members contribute knowledge and
opinion
• Everyone’s input is considered
• All relevant information has been shared
• You are genuinely seeking new solutions
• All members support the action s if the
decision was their own
Performing: Consensus Building
• Exhibiting the 10 characteristics
Decisions
by Consensus
•
•
•
•
•
•
All members are heard.
All members are honest.
Everyone’s input is considered equally.
All relevant information has been shared.
Genuinely searching for new solutions.
Personal sacrifice for the sake of the team;
be willing to “live with” a decision.
• Support the action as if the decision was
your own.
Problem-Solving Styles
• Collaborator = Big Picture
(May neglect the nuts and bolts)
• Contributor = Task Oriented
(May be short-sighted)
• Communicator = Builds Trust
(May over-emphasize team climate)
• Challenger = Provides Reality
Checks
(May question relentlessly)
Passengers on the
U.S.S. Consensus
• 19 year old AIDS
patient
• 54 year old Doctor
• 33 year old Carpenter
• 16 year old unwed
Pregnant Girl
• 42 year old Deputy
Sheriff
• 23 year old Beauty
Queen
• 49 year old Ship’s
Captain
• 25 year old
Professional Baseball
Player
• 37 year old Plumber
• 40 year old IBM
Executive
Bomb Shelter
•
•
•
•
•
•
•
•
•
•
•
•
40 year old male violinist who is a suspected narcotics dealer
34 year old male architect, thought to be homosexual
26 year old lawyer
The lawyers 24 year old wife, just released from a mental
institution (They want to go in together, or stay out together)
75 year old priest
34 year old successful businesswoman (retired prostitute)
20 year old black militant
23 year old female graduate student (pro-choice advocate)
28 year old male teacher (with a gun), former KKK member
30 year old female MD (prejudiced against men)
17 year old pregnant female (low intelligence)
18 year old high school dropout (former football player)
Leadership
Leadership…the art of getting
others to want to do something
that you are convinced should be
done.
-The Leadership Challenge
Your Team
• We are…
• We believe in…
• Our responsibilities
as community
policing leaders are
to…
Our Team
• Combine the words and phrases on
your lists to make a couple of
sentences which defines who you
are, what you stand for, and your
reason for being a community
policing team.
• Use this to create a team motto and
flag.
Building Community
Partnerships
Partnership Objectives
• Understand the benefits of building
police-community partnerships
• Learn the importance of focusing on
“conditions”; not assigning blame
• Identify the “communities of interest”
for your community issues and obtain
strategies for recruiting involvement
• Understand the dynamics of
community meetings and how to
conduct them
Benefits of Building Partnerships
• Increase potential for impacting crime,
fear of crime, and quality of life issues
• Coordinate and leverage resources from
all areas of the community
• Increase trust and understanding
• Strengthen organizational support
• Create a network of assistance
• Use a more strategic approach
Community Involvement Pyramid
• Involvement in
decision making
• Information and skills
• Access to a variety of
roles
• Positive Expectations
Trigger Event
• Community crisis
– Injury or death
– Natural Disaster
– Community Victimization
• A problem is identified
– “last straw”
– Personal victimization
Video: “High Noon”
Communities
Geographic
•
•
•
•
Family
Extended Family
Neighbors
Neighborhood
Associations
• Towns and Cities
• Tribal Communities
Interest
• Common Interests
–
–
–
–
Religion
Work
Hobbies
Ethnicity
• Common Concerns
–
–
–
–
Crime
Fear of Crime
Traffic
Environment
Community of Interest
• Citizen
• Police
• Government
Who should we involve?
• Who’s causing/enabling the condition
/problem?
• Who are the victims of the condition
/problem?
• Who has the authority and/or the ability
to affect the condition /problem?
(Consider government, citizens, and law enforcement in each question)
Maintaining Relationships
• Agree on some operational ground rules
• Take small steps
• Maintain communication with all members in
the group, not just its leaders
• Regularly assess the purpose of the group
and its goals
• Make sure to serve everyone’s concerns
• Do not allow “factions” to develop and
separate the group
• Distribute duties and power throughout
• Enjoy the process
Prevention
• Definition
...an active, assertive process of
creating conditions and personal
attributes that promote the well-being of
people and communities
– William Lofquist, The Technology of Prevention
The Harvey Story
Players (in order of appearance):
Harvey
Father
Mother
Police Officer
Judge
Probation Officer
House Parent
Bill
Benefits of Focusing on Conditions
• Allows joint ownership and joint participation
in problem solving.
• Enables the development of clear goals and
specific strategies for planned change.
• Helps to identify the realities involved in a
problem situation.
• Has potential to benefit all who are affected
by the conditions.
• Has potential for expanded success through
problem solving.
Next Steps
• Formalize a community
policing action committee
(police, government, community)
• Learn together...and train
others
• Identify a community
problem on which to work
• Advertise for involvement
• Network and partnership
• Take small steps
Celebrating Success
• Award/encourage each other for individual
tasks completed
– Sponsor a luncheon
– Award certificates (formal or funny)
• Hold an event related to your
accomplishment
– A picnic in a park that you reclaimed
– A street party on a street where you eliminated
abandoned vehicles
– A night walk in an area which used to feel unsafe
• Advertise !!
PROBLEM SOLVING
PROBLEM SOLVING - activity
The Problem:
“You have been advised by the chief that there have
been an increased number of thefts, burglaries,
and solicitation being reported. Local business
have been calling and complaining that the police
have not been doing enough to address the
problem. The Tribune Herald has called and is
interested in covering this story.”
PROBLEM SOLVING - activity
•
•
•
What?
So What?
Now What?
Problem Solving - Objectives
• To be able to recognize a “problem”
• Clarify the problem solving process and
how it might help to reduce crime, fear of
crime, and quality of life issues
• To gain practical experience with the
SARA problem solving model
• Understand the crime triangle as a
scanning and analysis tool
• Promote partnerships between
stakeholders
Problem Solving
– Understand the problem/issue
– Assess Resources
– Explore possible
solutions/strategies
– Select and implement a
solution/strategy
– Evaluate the impact
Problem Solving - situation
• You are out on a picnic and it starts to
rain
• Beer bottles are littering the local park
• You receive a call for help regarding a
domestic squabble
Problem Solving Models
Six Step Method
SARA
• Scanning
• Analysis
• Response
• Assessment
– Problem
Identification
– Asset Mapping
– Underlying
Conditions
– Planning
– Implementation
– Evaluation
The Problem-Solving Process
(SARA)
Scanning
Analysis
Response
Assessment
A guide, not a procedure
The Problem-Solving Process
(SARA)
Scanning
Analysis
Assessment
Response
Problem Identification
•
•
Build a service (Level 1 Prevention)
Address a recurring problem (Level 2
Prevention)
•
Increase community awareness (Level 1
or 2
Prevention)
•
Other?
Scanning - What is your Problem?
• Working in your groups discuss the problem
you will use to work through the SARA model
• Keep your problems manageable and
focused
• Write out your problem in a one/two sentence
statement
• Share your problem statement with the class
Scanning
Definition
– Two or more
incidents
– Direct harm to public
– Public Expectations
– Does it affect the
safety, livability, or
quality of life?
Problems can be
– Crime related
– Order maintenance
related
– Traffic related
– Disaster and
Emergency service
delivery
SCANNING– “Learning About the
Problem”
• Strategies for
information
– Personal
observations
– Talking and listening
to officers
– Reviewing all reports
– Newspapers
– Interview people
• Ask simple questions
– What is occurring
– Who does it affect?
– When is it
occurring?
– Where is it
occurring?
– How is it impacting
the community?
Scanning – Information Resources
Police Department
–
–
–
–
–
Crime Analysis
Records
Crime Prevention
Communications
Other Law
Enforcement
agencies
– Investigative
Division
– Others…
In the Community
– Neighborhood
Residents
– Elected Officials
– Schools
– Non-profits
– Media
– Business Groups
– Community Groups
– Civic Groups
– Community Surveys
Analysis
Goal: Learning about the problem, to
understand underlying conditions
creating the problem.
– What do you need to know to solve the
problem?
– Look carefully at:
• Actors (Victims, Offenders, Others)
• Incidents (Behaviors, Times, Locations)
• Responses (What has been tried?)
Fire Triangle
HEAT
FUEL
OXYGEN
All three must be present
The Crime Triangle
VICTIM
Crime
LOCATION
or Problem
(All 3 must be present.)
OFFENDER
Identifying Stakeholders
Identify Stakeholders - Who is affected by this problem?
Victims
Suspects
Third Party Stakeholders
Locations
Analysis (Investigation)
ANALYSIS
Determine the questions you have for each individual or group that is affected by
this problem. What specific source would you go to for the answer? Gather
information to answer your questions.
QUESTIONS
ANSWERS
Analysis – Identifying Patterns
What is similar about the event?
– What are the patterns in the time the events
occur?
– What do the locations have in common?
– What common activity surrounds the events?
– What characteristics do the suspects share?
– What do the victims have in common?
– What do these patterns suggest about the
problem?
Analysis – Birds are making a mess of the
Lincoln Memorial
Why?
Why?
Why?
Why?
Why?
Has your problem changed What do I fix?
After the ANALYSIS, go back to SCANNING. What is the problem?
Based upon your ANALYSIS, describe what the problem
is now:
Setting Goals –
Desired Outcome
RESPONSES
ESTABLISH GOALS OF PROBLEM SOLVING EFFORTS
What are you trying to accomplish, based on your NEW understanding of the problem?
Short Term:
Long Term:
Responses –
How do I fix it?
RESPONSES - Action Plan
PLANNING AND COORDINATING STRATEGIES
What strategies are you going to apply
to solve this problem?
STRATEGIES
What resources are needed? Who will
implement your strategies
(partnerships)?
RESOURCES / PARTNERSHIPS
Responses – Planning for
Action
• The strategy chosen must go beyond the incident
and address the underlying problem
• Don’t wait for the “perfect” solution
• The solution should be aimed at:
• Providing a livability improvement for the
residents of the community
• Reducing police workload
Coordinated Response – 3 E’s
VICTIM
EDUCATION
Problem
or
ENGINEERING Crime ENFORCEMENT
The Crime Triangle
VICTIM
Crime
or Problem
Eliminate at least TWO SIDES
OFFENDER
Assessment
Goal: Measure the impact of response on
problem
1. Why do you think this step is important?
2. It can answer the question, “Did we solve
the problem?”
3. How do you know?
4. Was the process effective?
Five Measures of Success
1. Totally eliminate the problem.
2. Substantially reduce the problem.
3. Reduce harm or fear associated with
problem.
4. Improve police response to the problem.
5. Redefine problem responsibility.
Assessment –
Did I fix it?
ASSESSMENT
How can you assess the effectiveness of your problem solving effort? Did you:
1) Eliminate the problem? 2) Reduce the problem? 3) Reduce the harm or fear
associated with the problem? 4) Improve a response to the problem? 5) Redefine the
responsibility for the problem?
What specific measures did you use to know that you have achieved your goals?
Next Steps:
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Celebrate your successes
Acknowledge your mistakes
If it did not work do SARA again or try
another model
Write new action steps
Make new assignments
If successful take on something else
Assessment
What have/are you
doing to ensure that the
problem does not
return?
Maintenance –
Will it come back?
MAINTENANCE
What are you doing to ensure the problem does not return? How will you monitor
the problem? How can we strive for continuous improvement?
Group Presentation Outline
Step One: Our group’s ideas
Step Two: Our resources/partnerships
Step Three: What we still need to know
Step Four: Our solution – Action Planning
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What specifically will we do?
How will our plan operate?
Who will help?
Do we have community buy-in?
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What are the possible consequences?