Overview of the SARA Model Scanning Analysis Response

Overview of the SARA Model: Scanning, Analysis, Response, and Assessment

10/7/2020 Characteristics of Traditional Responses • Police are reactive to incidents • Driven by citizen referrals • Driven by public demands for change • Limited information from community • Limited partnerships with community 2

10/7/2020 Traditional Responses, Cont. Leadership is focused on internal operations: • • • Budget Staffing Citizen complaints Politics Policies and procedures 3

10/7/2020 Traditions Responses: Cont. • Officers follow orders - have little encouragement to be innovative in solving problems • Evaluations based on “incidents”: • Arrests • Citations • Patrols 4

10/7/2020 Traditions Responses: Cont • Police largely operate in silos • Police have few external partnerships when it comes to violence • Police view themselves and are viewed as hierarchical 5

10/7/2020 Traditional policing strategies are limited in effectiveness 1. KC Patrol Experiment (1972 -73) • 15 beats (2 x, 1 x 0 x) • Crime data, survey data showed no difference in crime, fear, public perceptions. No displacement. 2. Response Time (Spellman & Brown, 1984). • Premise is increased response time would increase clearance rates, deter crime, and incapacitate criminals • Fast response times only effect 2. 9% of CFS • In most cases the public just wants to know when they will be there. 3. Investigations (Rand Corp, 1975). • Examined investigations in 29 departments • Found most detective work was routine and non-productive • Only about 3% of cases are solved because of special investigative techniques (Fingerprints, etc. ). Most solved because of a witness. 6

10/7/2020 Today’s policing is shaped by two insights into the past • The police are unable to solve crime problems alone and need the community’s assistance to control crime, fear, disorder, and neighborhood decay • Current policing strategies are too reactive and need to be reconstructed in such a way to proactively address problems which generate crime 7

10/7/2020 Rethinking Your Job • Herman Goldstein - a Problem Oriented Approach to Violence. • Responding to incident is only the 1 st step in a strategy • Find permanent solutions to problems that lead to incidents 8

10/7/2020 Goldstein Theorized: • Underlying conditions create problems • Problems in turn lead to incidents • Many incidents are reported to administration • Incidents appear to be isolated 9

10/7/2020 Incidents • They can arise from a single common source • Police officials usually only deal with the most obvious symptom of the problem: • • Drug use Vandalism Homicide Burglaries, robberies, etc. 10

10/7/2020 Problem oriented policing A routine method for: • • Identification of problems Analysis of problems A response to problems An evaluation of effectiveness 11

10/7/2020 The SARA Process • SCANNING • ANALYSIS • RESPONSE • ASSESSMENT 12

10/7/2020 Problem Solving • Problems • A problem is a basic unit. • Problem Solving • The process of devising and implementing a strategy for finding a solution or for transforming a less desirable condition into a more desirable one. 13

10/7/2020 Our Definition of a Problem • Any condition that alarms, harms, threatens, or has potential for disorder in the neighborhood, particularly incidents that may appear as isolated, but— • . . . Share certain characteristics such as common pattern, victim or geographic location. 14

10/7/2020 How incidents are related • Police officers look for common elements that link this particular problem to other problems. 15

10/7/2020 The Crime Triangle Location Victim Perpetrator 16

10/7/2020 Seeking the Underlying Conditions • Police officers often deal with symptoms of a problem • Characteristics of people who live or enter into a neighborhood • How people feel about their neighborhood • The condition of the neighborhood. 17

10/7/2020 Expected Outcomes of Problem Solving: • Eliminate the problem entirely • Reduce the number of occurrences of the problem • To reduce the degree of harm caused by the problem • To improve the way the problem is being dealt with. • Change the environment (CPTED) 18

10/7/2020 SARA Problem Solving Model Scanning Response Analysis Assessment 19

10/7/2020 S A R A 20

10/7/2020 S A R A Scanning Identify crime & disorder problems 21

10/7/2020 S A Scanning Analysis Identify Neighborhood crime & disorder problems Understand conditions that cause problems to occur R A 22

10/7/2020 S A R Scanning Analysis Response Identify Neighborhood crime & disorder problems Understand conditions that cause problems to occur Develop & Implement Solutions A 23

10/7/2020 S A R A Scanning Analysis Response Assessment Identify Neighborhood crime & disorder problems Understand conditions that cause problems to occur Develop & Implement Solutions Determine the Impact 24

10/7/2020 R A S A A A R S 25

10/7/2020 Principles of Problem Solving • Don’t take anything for granted. • Old patterns may hinder solutions. • Trial and error may work as well as logic. • Pay attention to the way the group works. 26

10/7/2020 Principles of Problem Solving • Look at problems from different angles. • Anticipate obstacles to problem solving. • Take the emotion out of problems. • Learn from losing. 27

10/7/2020 Common Errors in Problem Solving • The problem is not clearly defined and or the group does not have enough information to understand the problem. • The problem is stated too narrowly. Real problem will not be resolved. Only a symptom is affected. 28

10/7/2020 Common Errors in Problem Solving • Tentative solutions are chosen too early in the process (before the problem is understood). • The range of information gathered is too narrow. • Some major constraints to solving the problem are ignored. 29

10/7/2020 Common Errors in Problem Solving • Traditional solutions are preferred despite lack of effectiveness. • Priorities among problems are not established. • A plan stating who will do what when, is not developed or is not well thought out. 30

10/7/2020 Common Errors in Problem Solving • Resources needed to carry out a solution are not clearly specified or obtained early enough in the process. • The costs of a solution is not weighed against the potential benefits. 31

10/7/2020 Common Errors in Problem Solving • Feedback and evaluation procedures are not built into the solution, therefore, no mechanism exists to monitor progress and determine effectiveness. 32

10/7/2020 Scanning 33

10/7/2020 Scanning • Identifying recurring problems • Prioritizing the problems • Developing broad goals • Confirming that the problems exist • Determining how often the problem occurs and how long it has been a concern • Selecting problems for closer examination 34

10/7/2020 What is a Problem • Two or more incidents: • • • Similar in nature Causing harm Of concern to your organization Unlikely to diminish on its own Stakeholders expect a response 35

10/7/2020 Similar in Nature by: • Behaviors • Theft, drug sales, homicide • Location • Shopping center near school, street corner • Persons • gang members, older students, homeless • Time • Before/after school, Saturday nights • Events • Football games, holidays 36

10/7/2020 Is There Really a Problem? • Incidents may appear to be similar in nature, causing harm, and of concern to neighborhood, police, and public. • Scanning looks for patterns of incidents to establish them as a problem. 37

10/7/2020 Who Identifies Problems? • Police officers • Supervisors • Commanders • Public • Business • Offenders 38

10/7/2020 Methods of Identifying Problems • Analyzing agency records for patterns and trends involving repeat locations, victims and offenders • Mapping specific crimes by time of day, proximity to locations, and other similar factors • Consulting officers, supervisors, teachers, mid-level managers. 39

10/7/2020 Methods of Identifying Problems • Reviewing offense reports/diary • Surveying the public • Reviewing citizen complaints • Reviewing information from neighborhood associations and nonprofit organizations • Consulting social service/governmental agencies • Following media coverage and editorials 40

10/7/2020 Identifying Stakeholders • Local service/government agencies with jurisdiction or an interest in the problem. • Victims of the problem, and/or groups representing victims • Neighbors and friends of victims or students affected by the problem 41

10/7/2020 Identifying Stakeholders • Agencies or people that have some control over offenders • Commercial establishments adversely impacted by the crime or disorder problem • National organizations or trade associations with an interest in the problem. 42

10/7/2020 Analysis • Identifying and understanding events and conditions that precede and accompany the problem • Identifying relevant data to collect • Researching what is known about the problem type • Taking inventory of how the problem is being addressed any strengths/limitations of the current response 43

10/7/2020 Analysis • Narrowing the scope of the problem • Identifying resources that may be of assistance in developing a deeper understanding of the problem • Developing a working hypothesis about why the problem is occurring; is it really occurring? 44

10/7/2020 Reasons Why Analysis is Sometimes Overlooked/Skipped • The nature of the problem sometimes falsely appears obvious at first glance. • There may be some tremendous internal and external pressure to solve the problem immediately. • The pressure of responding to calls does not seem to allow for time for detailed inquiries into the nature of the problem. 45

10/7/2020 Reasons Why Analysis is Sometimes Overlooked/Skipped • Investigating/researching the problem does not seem like “real” police work. • Supervisors may not value analytical work that takes time but does not produce arrests, citations or other traditional measures of police work. • In many communities a strong commitment to the old ways of handling problems prevents looking at the problem in different ways. 46

10/7/2020 Resources for Analyzing Problems Depends on the problem, but here are some general examples of resources: • • • Crime analysts Resident/business surveys Crime environment surveys Interviews with victims and offenders Systems for tracking repeat victimization 47

10/7/2020 Response • Brainstorming for new interventions • Searching for what neighborhoods with similar problems have done • Choosing among the alternative interventions • Outlining a response plan and identifying responsible parties • Stating the specific objectives for the response plan • Carrying out the planned activities 48

10/7/2020 Response Reminders • The responses should be directly linked to the results of your analyses • Try not to limit responses to the police. Other agencies may need to be involved and take some responsibility • Responses should be manageable given the resources, available time, and urgency in solving the problem • A variety of potential responses may be more effective than a single response in some situations. 49

10/7/2020 Assessment • Collecting pre- and post-response qualitative and quantitative data • Process Evaluation • Determining whether the plan was implemented • Determining whether broad goals and objectives were attained • Identifying any new strategies needed to augment the original plan • Better handling of incidents and improved response to the problem • Conducting ongoing assessment to ensure continued effectiveness 50

10/7/2020 Positive Impacts on Problems • • • Total elimination of the problem Fewer incidents Less serious or harmful incidents Better handling of the incidents/improved response to the problem Removing the problem from police consideration. (See Shifting and Sharing Guide) • Diffusion of benefits 51

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