Collaborative Problem Solving

1. Collaborative Problem Solving Course overheads

2. Recent Notes on Community Policing 1974: Kansas City Preventive Patrol 1980: Rapid Response Studies 1981: Differential Response Studies Foot Patrols Broken Windows/Fear Reduction 1994: The Crime Act--COPS Office 1974: Kansas City Experiment...18-month experiment that found that randomized patrol had limited impact on crime or citizen attitudes, and no significant effect on crime rates. Found that uncommitted time was unproductive time. 1980: Rapid response studies found that about two thirds of crimes were not reported on time to help solve crimes. Various studies illustrated a need for call screening to differentiate between emergency and non-emergency calls. 1981: Differential response studies found that telephone reporting, call stacking, and call prioritization codes were successful in diverting calls without decreasing citizen satisfaction. One study showed that 60% of calls made to the police were for information only. Foot Patrols: studies found that citizens� fear of crime decreased when more officers walked foot patrols. Officers were also able to get more crime-related information from citizens while on foot patrol. Broken Windows: Studies found that community-based problem solving and enhanced police-community interaction produced positive results. Dealing with disorder found to contribute to reduction in crime. The Crime Act: 100,000 new officers on the street, funding of the COPS office and Consortium who provided training and t.a. across the country. 1974: Kansas City Experiment...18-month experiment that found that randomized patrol had limited impact on crime or citizen attitudes, and no significant effect on crime rates. Found that uncommitted time was unproductive time. 1980: Rapid response studies found that about two thirds of crimes were not reported on time to help solve crimes. Various studies illustrated a need for call screening to differentiate between emergency and non-emergency calls. 1981: Differential response studies found that telephone reporting, call stacking, and call prioritization codes were successful in diverting calls without decreasing citizen satisfaction. One study showed that 60% of calls made to the police were for information only. Foot Patrols: studies found that citizens� fear of crime decreased when more officers walked foot patrols. Officers were also able to get more crime-related information from citizens while on foot patrol. Broken Windows: Studies found that community-based problem solving and enhanced police-community interaction produced positive results. Dealing with disorder found to contribute to reduction in crime. The Crime Act: 100,000 new officers on the street, funding of the COPS office and Consortium who provided training and t.a. across the country.

3. The Core Components of Community Policing Community Partnership Problem Solving Organizational Transformation

4. The Community Policing Consortium

5. The Police Executive Research Forum (PERF)

6. Community Policing Defined Organizational philosophy Management approach Facilitates partnerships Addresses: fear causes of crime quality-of-life issues

7. Principles of Community Policing Trust Accountability Change Vision Partnerships Empowerment Problem Solving Leadership Equality Service

8. Module I Introduction to Problem Solving

9. Course Expectations Strengthen Problem Solving Skills Learn Ways to Mobilize the Community Learn Effective Collaborative Problem-Solving Techniques

10. Five Course Modules Introduction Mechanics Community collaboration Mechanics of collaborative problem solving Facilitating community group dynamics

11. Challenges for Collaborative Problem Solvers Using SARA model correctly. Shedding expert role. Facilitating effective interaction. Involving community members.

12. Connect the Dots

13. Solution Insert information into facilitator�s guide--we�re trying to teach participants how to communicate more effectively. Insert information into facilitator�s guide--we�re trying to teach participants how to communicate more effectively.

14. Impediments to Thinking Creatively

17. Community Policing Philosophical characterization Recognizes differences Provides customized services Forms partnerships

18. What is a Problem? Two or more incidents; Similar in nature; Capable of causing harm; and Public expectation to do something about it.

20. How Are Incidents Related? Location Suspect Victim Group Behavior Time Evidence

21. Problem Triangle

22. Traditional Policing

23. Problem-Oriented Policing

24. SARA Problem-Solving Model

25. Problem Solving Involves: S A R A

26. Problem Solving Involves: S A R A

27. Problem Solving Involves: S A R A

28. Problem Solving Involves: S A R A

29. Problem Solving Involves: S A R A

30. Expert Vs. Collaborative Model Expert Model: officer takes on all responsibility and leads problem-solving stages. Collaborative Model: officer shares responsibility with community members; they lead the problem-solving process.

32. The Problem Solver Must: Adhere to community norms Be consistent with departmental values Be moral, legal and ethical Use common sense Be creative

33. Levels of Problem Solving

34. Levels of Problem Solving Simple - Individual Officer Moderate - Small Group/Team of Officers Complex - Organizational Collaboration

35. Legitimate Expectations of Problem Solving Eliminate the problem. Move the problem. Manage the problem better. Repair the problem. Reduce the harm. Reduce the problem.

36. Module II The Mechanics of Problem Solving

37. Conceptualization:The Problem-Solving Process

38. SARA

40. Scanning Steps List neighborhood problems.

41. Scanning Steps Step 1 (continued) How do you find out what the problems are?

42. Scanning Steps Select problems that meet the definition.

43. Review: What is a Problem? Two or more incidents; Similar in nature; Capable of causing harm; and Public expectation to do something about it.

44. Scanning Steps Prioritize problems. (Expert vs. Collaborative)

45. Common Rationales for Prioritization Umbrella Method Easiest Most Difficult Quickest Most Lengthy

46. Scanning Steps State specific problem behavior. Where does problem occur? Which setting is causing the most difficulty?

47. Summary of Scanning Steps Laundry list Identify problems Prioritize problems (method?) State specific problem behavior Where does the problem occur? Which setting is causing the most difficulty?

48. Preparation for Analysis Preliminary hypothesis General goal statement Determine how data will be gathered and reported. When will data collection begin?

49. Hypothesis

50. Analysis Steps What conditions or events precede the problem?

51. Analysis Steps What conditions or events precede the problem? What accompanies the problem?

52. Analysis Steps What conditions or events precede the problem? What accompanies the problem? What are the problem�s consequences?

53. Analysis Steps What conditions or events precede the problem? What accompanies the problem? What are the problem�s consequences? What harms result from the problem?

54. Analysis Steps How often does the problem occur?

55. Analysis Steps How often does the problem occur? How long has this been a problem?

56. Analysis Steps How often does the problem occur? How long has this been a problem? What is the duration of each occurrence of the problem?

57. Analysis Steps What are your conclusions about why the problem occurs?

58. Analysis Steps Define a tentative goal.

59. Analysis Steps Define a tentative goal. Identify resources that may assist in solving the problem.

60. Analysis Steps Define a tentative goal. Identify resources that may assist in solving the problem. What has already been established to address the problem?

61. Summary of Analysis Steps Step 1 What conditions or events precede the problem? What conditions or events accompany the problem? What are the problem�s consequences? What harms result from the problem?

62. Summary of Analysis Steps (continued) Step 2 How often does the problem occur? How long has this been a problem? What is the duration of each occurrence of the problem? Now that the data have been collected, should you continue with analysis or return to scanning and restate the problem?

63. Summary of Analysis Steps (continued) Hypothesis What are your conclusions about why the problem occurs? Step 3 Define a tentative goal. Identify resources that may be of assistance in solving the problem.� What procedures, policies or rules have been established to address the problem?

64. Response Steps Brainstorm possible strategies.

65. Response Steps Feasibility of alternatives Pre-plan work Who will be responsible? Goals plan will accomplish How will data be collected?

66. Response Steps Realistically, what are the most likely problems with implementing the plan?

67. Response Steps Realistically, what are the most likely problems with implementing the plan? What are some procedures to follow when plan is not working or when not being implemented correctly?

68. Summary of Response Steps Step 1 Brainstorm possible strategies Step 2 Feasibility of alternatives Pre-plan work Who will be responsible? Goals plan will accomplish

69. Summary of Response Steps (cont.) How will data be collected? Step 3 Realistically, what are the most likely problems with implementing the plan? What are some procedures to follow when plan is not working or when not being implemented correctly?

70. Implement the Plan

71. Assessment Steps Was the plan implemented?

72. Assessment Steps Was the plan implemented? Are we making progress towards the goal(s)?

73. Assessment Steps Was the plan implemented? Are we making progress towards the goal(s)? How do you know?

81. Assessment Steps What if the plan is removed? What if the plan remains in place? New strategies to increase effectiveness How can we monitor plan in the future?

82. Summary of Assessment Steps Step 1 Was the plan implemented? Are we making progress towards the goal(s)? How do you know?

83. Summary of Assessment Steps (continued) Step 2 What if the plan is removed?? What if the plan remains in place? New strategies to increase effectiveness How can we monitor plan in the future?

85. Expert Vs. Collaborative (Review) Expert Model: officer takes on all responsibility and leads problem-solving stages. Collaborative Model: officer shares responsibility with community members; they lead the problem-solving process.

86. Community Collaboration What is Collaboration?

87. What is Your Agency�s Mission? Have participants describe the role of command staff, mid managers, line officers, and community members (do they have input?)Have participants describe the role of command staff, mid managers, line officers, and community members (do they have input?)

88. Community Collaboration For police, collaboration involves: working with community members who have vested interest in problem who are willing to commit resources toward its solution.

89. Collaboration vs. Cooperation Active Vs. Passive People with similar goals Decide on solution to problem In collaboration, all participants invest time, talents and resources into making the solution a reality.

90. How Do You Define a Community? Geographical boundary Ethnic or cultural group Socio-economic status Shared interests (e.g., business, school) Other....?

91. Collaboration in Your Community What are the department�s greatest strengths in collaborating with the community? What impedes further progress? What steps could be taken to improve community collaboration?

92. Advantages and Challenges of Collaboration

93. Advantages of Collaboration Knowledge Community Contacts Saves Resources Transfers Responsibility Empowers people Builds Support Funding and Supplies Builds Trust Response Options Increases Officer Safety

94. Challenges to Collaboration Frustration Unwanted responses Personal agendas Unintended outcomes Greater demands/expectations Accountability issues Ethical issues

95. Do the Advantages Overcome the Challenges?

96. Police Officer Role:Leading by Facilitating Lead by pointing the community in the right direction, helping to make decisions and allocate resources.

97. Police Officer Role:Leading by Facilitating (cont.) Lead Facilitate by guiding the community through the problem-solving process, sharing the responsibility for tasks and progress.

98. Two Strategies for Bringing Community Members Together Work with existing groups.

99. Work with existing groups. Form a group of your own.

100. Strategy #1:Work with Existing Groups Inventory those with time, talents and resources. Good strategy if problem affects large segments of community or if past experiences have been successful.

101. Strategy #2:Form a Group of Your Own Identify community stakeholders Form entirely new group Recruit new people (Good strategy if there are no willing or interested groups in your area.)

102. Community Stakeholders Who are stakeholders? Directly impacted by the problem Residents, business owners, local government officials, etc. How are stakeholders identified?

103. Factors Affecting Collaboration Fear Anger Police are solely responsible Apathy and helplessness Lack of time and commitment

104. Tactics to Move from Cooperation to Collaboration Take steps to ensure confidentiality. Neutral location Approach one-on-one Approach in plain clothes Anonymous surveys Don�t argue with residents. Ask for help with specific tasks.

105. Why I Became a Cop...

106. Review of Module III Community collaboration Community Advantages and challenges Strategies for organizing Factors affecting collaboration and tactics to overcome them

108. A Case Example of Collaborative Problem Solving: Ways to involve the community in scanning, analysis, response and assessment * The facilitator will use the New Market example from the guide or another problem-solving example.

109. Review of Scanning Questions STEP 4: Specific problem behaviors Links between problem behaviors Where is problem occurring? What is known about victims and offenders? What is the preliminary hypothesis? What is the goal? How will analysis be conducted?

110. Ways to Collaborate: Scan Bring community members together. Hold organizational meeting. Collect information. Documentation Log Crime Data Monitor progress; set follow-up meeting. Time/Task Log

111. Results of Scanning in New Market Problem behaviors: loud noise, trash and drug vials, unsupervised teens, all linked to one house and one set of kids. [Preliminary Hypothesis: The behaviors are consistent with daytime drug activity at the house.] Goal: The community wants to reduce the problem behaviors.

112. Review of Analysis Questions STEP 1: Antecedents, sequential conditions, consequences? What harms? STEP 2: How often does problem occur? How long has it been a problem? What is the duration of each occurrence? Hypothesis? STEP 3: Tentative goal? Available resources? What has already been done?

113. Ways to Collaborate: Analyze (I) Use community members to collect data. meetings with other community members direct observation focus groups surveys/questionnaires library research meetings with other public, private, or government agencies

114. Ways to Collaborate: Analyze (II) Encourage documentation of findings. Develop full range of community resources for the response stage. Brainstorm Session Personal Asset Inventory

115. Results of Analysis in New Market Before, During and After Conditions: The property was abandoned by out-of-town owners. Nearby students have study hour that coincides with activity and residents mostly work during the day. Robberies were up in the businesses nearby.

116. Results of Analysis in New Market Before, During and After Conditions: The property was abandoned by out-of-town owners. Nearby students have study hour that coincides with activity and residents mostly work during the day. Robberies were up in the businesses nearby. Problem Strength: 3 times/week for a couple of hours.

117. Before, During and After Conditions: The property was abandoned by out-of-town owners. Nearby students have study hour that coincides with activity and residents mostly work during the day. Robberies were up in the businesses nearby. Problem Strength: 3 times /week for a couple of hours. Goal: to stop the drug activity and restore the community�s appearance and faith in police. Results of Analysis in New Market

118. Results of Analysis in New Market Before, During and After Conditions: The property was abandoned by out-of-town owners. Nearby students have study hour that coincides with activity and residents mostly work during the day. Robberies were up in the businesses nearby. Problem Strength: 3 times /week for a couple of hours. Goal: to stop the drug activity and restore the community�s appearance and faith in police. Community Resources: schools and business people, homeowners� associations.

119. New Information Revealed Thought: poor parental supervision Found: abandoned property Learned: school schedule an issue Consequences and harms are more far-reaching than initially apparent.

120. Review of Response Questions STEP 1: Brainstorm possible interventions. STEP 2: What is the feasibility of each option? What is cost:benefit? What is the best option? What needs to be done before plan implementation? Who will be responsible for preliminary actions? STEP 3: What are all of the parts of the plan? Who will be responsible? Will the plan accomplish all or only part of stated goal? What are some ways that data can be collected? STEP 4: What problems can we expect? What can we do if plan is not working?

121. Ways to Collaborate: Respond (I) Brainstorming sessions Ask community members to consider: traditional responses collaborative responses referral Remember that responses can target: the problem location those that are affected by problem those that are responsible for problem

122. Ways to Collaborate: Respond (II) Help community select appropriate response. Feasibility Risks, costs and benefits Facilitate community plan of action. Caution about expectations--ensure reasonable goals.

123. Responses in New Market To identify and arrest teenagers: community developed descriptions of teenagers, sketch was made and shown to school staff, and property was searched for evidence. To improve neighborhood appearance: neighborhood trash was cleaned,property was repaired,and security locks and lighting were installed. Posted sketches and mailed newsletter to community.

124. Review of Assessment Questions STEP 1: Was the plan implemented? What was the goal? Was the goal attained? How do you know if the goal was attained? STEP 2: What is likely to happen if the plan is removed? What if the plan remains in place? What strategies will increase plan effectiveness? How can plan be monitored in the future?

125. Ways to Collaborate: Assess (I) Answer two basic questions: Was the plan implemented as designed? Was the plan effective in achieving the goal? Several methods available: community meetings or focus groups analysis of police data (calls-for-service, etc.) personal observations meeting with other agencies surveys/questionnaires

126. Ways to Collaborate: Assess (II) Measure outcome, not just success, in response efforts. Was goal attained? Assist in developing plan for the future-- how to maintain success?

127. Results of Assessment in New Market Documentation logs and review of calls-for-service data showed no further activity at the house and a reduction in burglaries/robberies. Survey revealed that residents and business owners were pleased with the outcome and police involvement. Plans made to maintain successes.

129. Personality #1:Community Leaders Voice of the community Helpful in identifying participants, logistics and disseminating information. �Gatekeepers� May need to be reminded that everyone must have a role in the collaborative.

130. Personality #2:Active Volunteers Active in the community Willing to share control Willing to share information with police Willing to contribute time and energy to process

131. Personality #3:Passive Volunteers Attends meetings and observes others Shares information with police NOT likely to contribute actively if left on their own.

132. Meet the �Tate� Family

133. DIC-TATE

134. HESI-TATE

135. IRRI-TATE

136. AGI-TATE

137. FACILI-TATE

138. Handling Resistance Don�t get defensive. Pick up on non-verbal cues. Recognize your non-verbal cues. Neutralize the resistance--name it. Allow free and open expression.

139. Tips for Success Approval and support not necessary. Encourage/invite people to take responsibility. Expect argument and criticism. Keep it short. Support participant involvement. Show confidence and move on.

140. Ground Rules for Group Discussion Respect input of others. Recognize all participants have an equal contribution to make. Do not interrupt. Practice active listening.

141. The Consortium

142. For More Information