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Hey chief, stop looking for the silver bullet

I recently had the pleasure of watching a good friend talk to a room full of police leaders about evidence-based policing. Even though the presentation was thoughtful and succinct, listening to their comments and questions afterwards, it was clear that a few chiefs were still searching for the mythical silver bullet. I presented next, and got a similar response from a couple of attendees: “What can we do that just works?”

Ah, the illusive silver bullet known to slay all werewolves.

The silver bullet is a police-led initiative that is guaranteed to cut crime in half, doesn’t require resources or incur overtime, won’t infuriate the union, improves police legitimacy, is media friendly, popular with politicians, doesn’t generate complaints or litigation, and can be implemented by Monday. It is also mythical.

The bullet doesn’t exist because no strategy—however well supported by research—is guaranteed to succeed. I know that you might have read some web sites that list what works and what doesn’t, but they all need a Barry Bonds-type asterisk. The asterisk here means ‘it depends.’ There are two reasons for the asterisk; strategy validity and implementation effectiveness.

Strategy validity is comprised of the effectiveness of the strategy, as well as its external validity. Effectiveness is important because there are some tactics that generally don’t work. The classic examples are D.A.R.E. and Scared Straight. I managed to upset the commandant of a police academy by pointing this out after he had dedicated over a decade of his life as a D.A.R.E. instructor. “If I can save just one child, it’s been worth it,” he said as he stormed off. And he might have been right. Perhaps he was that instructor who managed to succeed. Unfortunately, if we are to be evidence-based, given the preponderance of evidence, it is likely his efforts were in vain.

External validity is an indication of the extent to which a project that worked in one place will work in another. For example, the Philadelphia Foot Patrol Experiment found that foot patrols in high crime hot spots reduced violence by 23 percent compared to equivalent comparison foot beats. As a result, in Philadelphia, new recruits out of the academy automatically go onto foot beats for the first part of their service.

But what if you are in a rural area with low population density? As Evan Sorg and I write (borrowing from Pete Moskos), if the mail carrier isn’t walking, it probably doesn’t make sense for the cops to be either. Some strategies have greater applicability to a wider range of police departments. Most places have experimented with variations of Compstat at some point, whereas fewer departments have explored the value of fixed wing aircraft. The external validity of a tactic is therefore a factor to consider in estimating likely success.

The strategy validity is a combination of effectiveness and external validity, but it is of little relevance if your tactic is not implemented properly. That leads to our second factor: implementation effectiveness.

Any chief can google a tactic that another police leader is championing. But will it be implemented in the same way? There is so much variance in operational implementation, it is impossible to predict success. I was a member of the recent National Academies of Sciences consensus panel on proactive policing that rated focused deterrence strategies like Operation Ceasefire as effective; but in Baltimore, poor implementation was blamed for its lack of success and ultimate demise.

Our panel also rated hot spots policing as effective. The police chief who ran the intervention evaluated by David Weisburd and colleagues was therefore no doubt disappointed that it didn’t affect anything. But with “aggressive order maintenance policing” implemented for only three hours a week, what did the department expect?

Because your department might adopt a strategy that is fundamentally flawed or is not appropriate for your environment, or you might not implement it effectively, nobody can say for certain whether it will succeed. And it is not just about money. If you have a weak department culture, investing in body-worn cameras will have limited value if officers don’t trust management and turn the cameras off.

No silver bullet, but we do have evidence-based policing

While we don’t have a silver bullet, an understanding of evidence-based policing can indicate the next best thing. EBP can maximize your chances of success.

To demonstrate, let’s put some ball parked probabilities on these ideas. Say you choose a strategy that has positive evaluations and would be appropriate for your town. In other words, an effective strategy with high external validity. We could therefore score strategy validity on a scale of 0 to 1 and give this a success probability of 0.8.

Then let’s say that you are prepared to support the strategy with enough resources, targeted and concentrated in the right places, and for enough time (what is called dosage) to maximize your chances of being successful. Trouble is, we rarely know what is enough resources, but for argument’s sake, lets ballpark this implementation effectiveness at 0.9.

Crime reduction success = Strategy validity x Implementation effectiveness

If crime reduction success = strategy validity x implementation effectiveness, then your chance of crime reduction success is 0.8 x 0.9 = 0.72. You have a 72% chance your strategy will be effective.

But imagine your strategy has a low track record of success. Perhaps it only has a 20% chance of succeeding (strategy validity of 0.2). Even if you implement the hell out of it, you are still unlikely to reduce crime. If your implementation effectiveness is 0.95, you still only have a crime reduction success of 19% (0.2 x 0.95).

Equally, if you pick a highly regarded strategy (let’s give hot spots policing a strategy validity of 0.9), you rapidly lose effect if you don’t put the effort and resources behind it. If your implementation effectiveness is estimated at just 0.5, then your chances of crime reduction success drop to just 45%.

The ‘so what?’

When crime scientists say ‘it depends’ it isn’t because we enjoy sitting on the fence. It’s because we recognize that no tactic has a strategy validity of 100%. We also know that a city might invest so little in it that a good idea can fail because of weak implementation. In a recent op-ed, I lamented that my own city invests only $130,000 in focused deterrence (rated effective in evidence-based evaluations) from a violence prevention budget of $48m.

We are not yet at the stage where we can assign rates between 0 and 1 on strategies or implementations, though forest plots (for example) might be a starting point. However, the basic idea in this blog might help you understand how the effects of strategy validity and implementation effectiveness interact. And why it is so important to score highly on both.

Evidence-based policing will not give you the silver bullet. Nothing can, and you should be suspicious of anyone promising it. But evidence-based policing can evaluate a tactic’s track record of success and when it might be best deployed (strategy validity). It can also describe how it was operationalized successfully so you can maximize your implementation effectiveness.

It’s the closest thing to a silver bullet you will get, absent an actual werewolf problem.

Using CLOAK and DAGGER to analyze and understand illicit networks

In this guest blog, Prof. Aili Malm explains a new approach to thinking about social network analysis of illicit networks. Follow Dr Malm on twitter @ailimalm

Prof. Aili Malm, California State University, Long Beach

Working with police personnel has always generated the most interesting research.

About 10 years ago, I got a call from Dr. Allan Castle, then head of intelligence analysis for the Pacific Region of the Royal Canadian Mounted Police (RCMP). Allan and his analysts wanted a coding strategy to understand the thousands of pages of intelligence files and detailed group narratives they had built for over 100 illicit groups. The strategy had to cover all the relationships so often present in intelligence files – family, friend, criminal, business, group membership, and so forth. But we also had to be pragmatic. Time and energy was limited, and it also needed to balance the complexity of relationships that fuel illicit activity, but simple enough to inform and influence police decision-making. The analysts coded more than 120 groups across five different types of relationships, delivering a wealth of data for SNA training sessions as well as some publications (see list at bottom of page).

Since that first foray into SNA to research illicit markets and criminal groups, I’ve been lucky enough to work with many police departments and help apply SNA to their intelligence data. And I keep coming back to the same coding strategy. It provides the necessary level of detail to capture how different types of relationships overlap, and makes use of data already collected during the course of police investigations. It is also not so overly complicated that it bewilders the decision-making environment vital to good intelligence-led policing. Like any good ‘structured analytical technique’, it can, as legendary CIA analyst Richards J. Heuer, Jr has said, “guide the dialogue between analysts with common interests as they share evidence, share alternative perspectives, and discuss the meaning and significance of the evidence” (Heuer, 2009).

The strategy outlined here is based on both the empirical research as well as the grounded expertise of professional intelligence staff. The analysts brought professional experience, which “is accumulated over time through reflection on the outcomes of similar actions taken in similar situations” (Barends et al., 2014). Pooling the collected experience of many analysts with the literature on SNA has created the CLOAK strategy.

The CLOAK analytical approach

CLOAK is a structured analytical approach that involves building, for a defined set of individuals, networks based on five different types of positive relationships between actors in an illicit network/market. These networks can be layered on top of one another to assess multiplex relationships. Multiplexity is simply SNA jargon for differentiating between different types of relationships and seeing how people can be connected in a number of ways.

Co-offendingCo-offending networks are defined as individuals who commit crimes with one another. It is often found in co-arrest data, and more generally through intelligence collection.

Legitimate: Many offenders are also involved in legit business dealings, such as co-owning real estate. You may need to adjust how you define legitimate by the amount of gray activity in your target illicit market.

Organization: These are defined as formal group ties in organizations such as outlaw motorcycle gangs or MS-13. Participants tend to have specific roles. These will usually be reciprocal ties, since all individuals will be connected to one another through group membership. These will mostly (but not always) be criminal ties.

Acquaintance: These networks are built by connecting acquaintances and friends. For example, neighborhood gangs (especially on the US east coast) often lack the formality of organizations, and instead are based on loose affiliations from school or block ties.

Kinship: Kinship networks are formed by actors tied through biological or family-based relationships. These networks also include romantic relationship ties outside of marriage.

Using a CLOAK structured approach to analysis requires knowing more than the traditional binary connection between individuals. You need content and context. After all, it’s difficult to differentiate between the five different types of relationships if you do not have the content of phone calls/texts between people. But with this information, you gain much more insight and understanding of different networks. And that is where DAGGER come in.

The DAGGER application

If every network was the same, there would be little point in analyzing the different components of relationships. But diverse illicit markets stress different connections. Like so many structured analytical techniques (think PESTEL, or ACH) CLOAK doesn’t necessarily cover every possible eventuality, but it covers most of what you will need. The same with the various markets covered by DAGGER. The table here shows a first estimate of which ties are most important to various illicit markets; Drugs, Art/antiquities, Guns (small arms), Gangs, Exploitation (and trafficking), and Religious extremism. For example, in drug networks co-offender ties are often weak and transitory, whereas organizational and kinship ties are strong bonds important to the success and strength of the criminal network. The table is intended to guide both data collection and analysis. Researchers and analysts should (1) prioritize data collection for the important ties, and (2) consider a link weighting strategy where important ties are emphasized.

The table is a first estimate based on my interpretation of the existing research, and the row at the bottom provides an estimate of the relative confidence we should draw from the literature. Drug networks are relatively well understood but illicit gun and art network still need much more research. It is highly likely this table will change as research increases in this area (so watch this space!).

The potential value of focused deterrence as an effective crime prevention technique has highlighted the importance of SNA as integral to crime reduction in complicated environments. Many analysts are now aware of SNA, though it is often applied in a binary fashion that provides little more than rudimentary insight. To reach that goal, accessible and structured approaches such as CLOAK and DAGGER might help spread not just SNA but a way to apply it to a broader audience of analysts and researchers.

References

Barends, E., Rousseau, D. M. & Briner, R. B. (2014). Evidence-Based Management: The Basic Principles. Amsterdam: Center for Evidence-Based Management.

Bright, D. A., Greenhill, C., Ritter, A., & Morselli, C. (2015). Networks within networks: using multiple link types to examine network structure and identify key actors in a drug trafficking operation. Global Crime16(3), 219-237.

Diviák, T., Dijkstra, J. K., & Snijders, T. A. (2017). Structure, multiplexity, and centrality in a corruption network: the Czech Rath affair. Trends in Organized Crime, 1-24.

Heuer, R. J. (2009). The evolution of structured analytic techniques. 9 pages. Washington, DC. Presentation to the National Academy of Science, National Research Council Committee on Behavioral and Social Science Research to Improve Intelligence Analysis for National Security.

Malm, A., Bichler, G., & Van De Walle, S. (2010). Comparing the ties that bind criminal networks: Is blood thicker than water? Security Journal23(1), 52-74.

Malm, A., & Bichler, G. (2011). Networks of collaborating criminals: Assessing the structural vulnerability of drug markets. Journal of Research in Crime and Delinquency48(2), 271-297.

Malm, A., & Bichler, G. (2013). Using friends for money: the positional importance of money-launderers in organized crime. Trends in Organized Crime16(4), 365-381.

Smith, C. M., & Papachristos, A. V. (2016). Trust thy crooked neighbor: multiplexity in Chicago organized crime networks. American Sociological Review81(4), 644-667.

 

Reducing crime increases job satisfaction

There are some lousy jobs in policing.
 
Back in my time in the Met police, being a custody sergeant was generally seen as the worst job in the nick, and I can imagine being a diver searching for dead bodies with your hands in the zero visibility of the Thames River isn’t exactly a giggle either. There are however also certain roles that can create some measure of job satisfaction. In my work with colleagues in Philadelphia, we found that many officers enjoyed foot patrol (when they volunteered for it) during the Philadelphia Policing Tactics Experiment, and community policing officers have indicated positive job satisfaction with that role. Job satisfaction is important, because it is a pretty reliable indication of job performance.
 
Because of the work of Victoria Sytsma and Eric Piza, we now might also be able to add problem-solving to the list. In a recent article in the journal Policing: A Journal of Policy and Practice, they report on a survey they gave to over 900 police officers in the Toronto Police Service (Ontario, Canada). While they only got 178 responses (come on TPS), there were sufficient to get some understanding of response and community policing in Toronto. The vast majority of officers were either ‘somewhat’ or ‘very’ satisfied with their job, which is a credit to TPS, and maybe Canadian cops in general.
 
It gets interesting when they look at the relationship between job satisfaction and frequency of public interaction. 38% of officers who answer calls for service reported being very satisfied in their current job assignment, compared to 62% of those who had contact with the public primarily for the purpose of problem-solving. As they explain, “Engaging in problem-solving increases the odds of selecting a very positive ranking of job satisfaction over the combination of each of the three lower categories by 112% (OR = 2.12), controlling for frequent public interaction.” In other words, it doesn’t matter how often you interact with the public, it is the nature of that interaction that is important.
 
When I was a young cop, it was clear to me that response officers only ever encountered people who were stressed. This was either because they were recently the victim of crime (hence the police crime report) or they had been stopped by the police as potential suspects. Foot patrol and other community roles can bring officers into contact with people in more normal circumstances, often in very positive ways. As Evan Sorg and I discuss in our book Foot Patrol: Revisiting the Cornerstone of Policing, officers with more engagement with the ‘normal’ community in an area can have higher levels of job satisfaction.
 
There are some limitations to the research reported by Sytsma and Piza, not the least of which is the absence of pre-post measures. In other words, they didn’t survey groups of officers before and after their assignment to Toronto’s Community Response Unit and compare those results to a group of control officers. But that being said, this is work that suggests a positive relationship, and the research was a really nice idea that opens up all sorts of different ways to think about job satisfaction in non-response roles. Problem-solving and problem-oriented policing have repeatedly been shown to reduce crime and are effective tactics to combating both crime and disorder. We might also be able to add job satisfaction as a further benefit of problem-solving work.
 
(The full article is in press as Sytsma, V. A. & Piza, E. L. (2017). Quality over quantity: Assessing the impact of frequent public interaction compared to problem-solving activities on police officer job satisfaction. Policing: A Journal of Policy and Practice. Photo source: http://cplc-51division.blogspot.com/2012/05/ blog post Thursday, May 24, 2012)

I want a refund for your conference presentation

There is a problem with academic criminal justice and criminology, and it’s getting worse.

I’ve attended several conferences and meetings in the last three months. And the standard of presentation is deteriorating.

Ok, my girlfriend calls me a curmudgeon, and she is probably right. It’s probably been like this for ages. But conferences are expensive and my students and police colleagues bust a gut to get there. Students, adjunct faculty, instructors – they often spend their own money to attend. And cops and other professionals frequently have to take vacation days. All of them make a significant commitment. Unfortunately, it is clear that too many academics can’t be bothered to make an equivalent effort.

Look, I get it, you are busy with research, grading, supervision, slow-death-by-committee, inflicting wisdom on students, and plotting the early death of reviewer #2. But communicating is part of the job, and conferences can reach a greater audience than your draft article for the Bangladeshi Journal of Sheep Stealing and Criminology that probably won’t get accepted anyway. So please make more of an effort. Here are some pointers:

Have something to talk about. You aren’t so star-spangled awesome that we are hanging on your every random thought. There are only a handful of academics in the field who have an opinion that’s truly insightful. Chances, are it’s not you (or me). The rest of us should bring data/facts/analysis/interpretation. Academic departments don’t fund students to hear random, often unprepared thoughts. That’s what Twitter is for.

Think about what the audience wants. Too many presentations follow the same format as a journal article, but that can make for a dull talk. It’s about satisfying the needs of the audience with the results and takeaways. Have a structure that makes sense for a presentation, and don’t forget the ‘so what?’ If you cut and paste in that table because you felt that you had to, even though you don’t really know why, then take it out. We don’t care about a page full of statistical output in your presentation – or your poster.

Learn PowerPoint. Since when did it become a badge of honor to be lousy at the tools of the trade? Communication is supposed to be part of the job, yet too many academics take pride in being bad at PowerPoint. Sure, you don’t need it, but if you use it, learn how to put together a decent presentation. Your smug “my ideas are too ground-breaking for PowerPoint” shtick is getting old, and it’s an insult to the paying public.

No equations. Unless your talk is about your equation for life, the universe and everything (and equals 42) then no equations. Also, no statistics, don’t use all capitals, no whole paragraphs, no more than 6 bullet points, no illegible fonts below size 16, no stupid color choices that make text impossible to read, and no tables unless really necessary. You remember when you said “you probably can’t read that at the back” last time? Yeah, I’m talking to you.

Have some energy in your presentation. Unless you have a disability or have been “networking” a little too enthusiastically, stand up to present. At the very least, the people at the back of the room can see you. And try and summon some enthusiasm in your voice. You aren’t lecturing to your 10am theory class – people left their families and made a real effort to come see you talk.

Prepare and practice. When you run out of time less than half way through your presentation, it’s clear you didn’t respect the audience enough to make a modicum of effort. You threw together some random thoughts, didn’t practice and phoned it in. Can I get a refund?

Stick to your time. Your ideas are probably not so ‘theory of relativity’ groundbreaking that they merit taking up 20 minutes of other presenters’ time. After all, we came to hear them, not you. And finally…

Mentor your students. When I see a lousy student presentation, I always want to know who is the faculty supervisor. Because they have to shoulder much of the blame. If you can’t take the time to look through your student’s slides and watch a practice presentation or two, then you are abusing your tenure privileges by setting an awful example.

Look, nobody’s perfect, and I’ve probably broken all of these pointers more than once. Only the mediocre are at their best every day. But if we don’t lift our game as a field, we will continue to be irrelevant to policy makers and the public. When students that practice and put in effort put their professors to shame, then things have to change. And it starts with you (and me).

How long division taught me to think about crime

In the intelligence-led policing course I’m currently teaching in El Salvador, we were talking about how to tackle complicated problems. And the problems in El Salvador are indeed challenging and complex. There are no easy solutions. Do we give up and stick with failed responses, or do we learn how to deal with complexity and move forward?

Humans have a tendency to try and brainstorm their way out of a problem, but cognitive psychologists are pretty clear that unstructured thinking is inefficient and error prone. Former CIA analysis chief Morgan Jones (1998) suggests that this kind of intuitive, unstructured thinking can lead to a number of problems, including;

  • Beginning analysis by forming conclusions;
  • Focusing on the solution we intuitively prefer;
  • Settling for the first solution that appears satisfactory;
  • Focusing on the substance and not the process of analysis;
  • Confusing discussing or thinking hard about a problem as being the same as analyzing it.

To his last point, you can see the problems with just trying to ‘think’ our way out of an issue when you watch a child struggle with a math question. If they can’t remember how to solve the puzzle, they either give up or stare intently at the paper hoping the answer will miraculously appear. For example, we can’t solve long division without a structured approach (or a calculator). I’m old enough to still remember being taught a process for long division. Figuring out how many times the divisor (number doing the division) goes into the dividend is difficult, but it’s easier when you only divide a part of the dividend (the number being divided). If you don’t know what I’m talking about, google it. Bottom line is that you take something that is too complicated for most people, and you break it into simpler and more manageable steps.

Today we discovered that the way I was taught was slightly different than in El Salvador; however my Salvadorian police colleague (below) and I still got to the same answer because the key was a structured, methodical approach.

We can learn how to reduce complexity down to manageable tasks, in the same way that pilots use checklists as a structured approach to manage a complex task such as landing an aircraft in dense fog. We can take the seemingly intractable, and achieve what had not been previously possible.

In my training I use numerous structured approaches like this, including VOLTAGE. VOLTAGE is an extension of a simple analytical tool (VOLT) that has previously been used in some British police services as a framework for structuring knowledge about crime problems. Take a complicated crime problem and break it down into simpler components. The VOLTAGE elements, with some example questions you might ask yourself, are:

Component Example questions
Victims Does crime concentrate among a certain type of victim or target? Are there multiple victims or is a particular target the subject of repeat victimization? Does the type of target generate particular public concern (such as children)?
Offenders Is the crime problem created by numerous offenders who are not known to each other? Is it caused by a few repeat offenders and their friends? Are there new offenders in the area (prison releases)?
Locations Are specific places targeted, or is crime distributed more widely? What is special about the place? It is a particular location or a particular street (with a troublesome family), or an area (housing project or nighttime economy zone)?
Times Is the crime problem within normal variation or explainable by annual seasonal patterns? If not, are there specific times when crime is concentrated? Are new patterns evident?
Attractors Are particular locations or places attracting offenders because of the easy criminal opportunities (attractors) or are places inadvertently creating crime opportunities (generators)? Where are the worst places?
Groups Are gangs or inter-gang conflicts a factor in the crime spike? Is there involvement of organized crime? Are school children involved either as offenders or victims? Are there disputes between criminal families, or fans of particular sports teams?
Enhancers Are factors such as drug or alcohol use a factor to consider? Are behavioral (mental) health issues part of the problem?

Instead of just ‘thinking hard’ about a crime problem, it is better to think specifically about what we know about the victims, the offenders, the locations, the times, and so forth. It helps us identify what we know, and what we don’t know. VOLTAGE is discussed in my book on intelligence-led policing, and in my forthcoming book “Reducing Crime: A Companion for Police Leaders” which will be published later in the year.

Reference

Jones, M. D. (1998). The Thinker’s Toolkit: 14 Powerful Techniques for Problem Solving. New York: Random House.

 

Some responses to standard gun-rights tweets

The aftermath of the Las Vegas strip massacre threw up a lot of arguments on Twitter, most of which were ill-informed and destructive to informed debate. I say destructive, because they often represented a simplistic reading of cherry-picked data that was used to prop up a policy position or a knee-jerk response that was unsupported by evidence. Nevertheless their apparent simplicity meant that these responses spread like wildfire on Twitter. So given that the time between mass shootings appears to be declining, I decided I didn’t want to rehash the same arguments again and again. So I hope you won’t mind if I tweet some shortcuts on Twitter.

  1. “But what you propose <insert suggestion here> wouldn’t affect <insert response here>”
    We don’t have a single firearm problem – we have multiple gun problems, and so from a situational crime prevention perspective we will require multiple solutions that are tailored to each problem. There is no single silver bullet that will resolve the challenges we face. 
  2. “But <insert city or state> has the strictest gun laws and the worst homicide problem!”
    Compared to countries with low homicide rates (see Western Europe) nowhere in the U.S. has strict gun laws. If you can take a day trip outside your city or across state boundaries to buy guns, we don’t have strict gun laws. By strict I mean where handguns are effectively banned or restrictive enough that they put reasonable administrative hurdles between an individual and immediate gun ownership (such as Denmark).
  3. “But banning handguns won’t prevent <recent incident> because he/they used rifles”
    Good point; however, firearm reform is about reducing the overall community harm of firearm injuries and death across the country. No one measure is likely sufficient to significantly increase public safety. Handguns are responsible for the majority of homicides in the U.S. See #1.
  4. “But banning rifles won’t prevent most crime because you just said most homicides are with handguns”
    Good point; however, firearm reform is about reducing the overall community harm of firearm injuries and death across the country. No one measure is likely sufficient to significantly increase public safety. Rifles are capable of significant harm and popular in mass shootings that cause significant harm and fear of crime. See #1.
  5. “Look at this chart I copied from the Internet. It shows Australia’s gun crime was already decreasing before their gun ban, so it had no effect”
    That’s true, though one scientific study (a 3 on this scale) shows that after the ban, the decrease in murders and suicides became even more pronounced. In fairness, I note that these results have been critiqued elsewhere. Any benefits may be at best marginal, but the situation in Australia was different than the US to begin with in terms of gun safety legislation. And mass shootings became a thing of the past. Furthermore, while we don’t have a counterfactual because it was a national ban, things could definitely have become worse.
  6. “Restricting access to <weapon of choice> wouldn’t significantly reduce overall shootings because it is so narrowly restrictive. It wouldn’t have any effect”
    There likely isn’t a silver bullet to our gun crime epidemic (see #1); however small piecemeal restrictions can have modest effects collectively, and sometimes significant effects for sub-populations. For example, even with porous state borders, reducing the rate at which domestic abusers kill their intimate partners is vitally important to that community of crime victims.
  7. “This is all a distraction. Why aren’t we talking about black-on-black crime!”
    People in minority communities talk about crime all the time, and there are some highly promising strategies to help address urban crime. If they were funded. Also, white people kill white people at a higher frequency.
  8. “My local sheriff is pro-gun and he’s a law enforcement expert”
    Yes he or she is an expert, but they are an expert in “law enforcement”, not “crime prevention policy”. I’ve previously noted that the International Association of Chiefs of Police neglect crime prevention and reduction training, preferring to offer operational and tactical training courses. Furthermore, your sheriff may be unaware that police officers are murdered more often in U.S. states with higher rates of gun ownership. And don’t forget that your local sheriff has to get elected, so likely articulates political views that are acceptable to his/her community rather than evidence-based.
  9. “Taking away guns won’t prevent suicides. People will just find another way”
    The research evidence does not support this. When we reduce the easy opportunity to do something, that activity usually declines. Suicidal bridge jumpers prevented by a barrier in Toronto did not all find a nearby bridge. And when the carbon monoxide content of British gas was reduced and that form of suicide was removed, overall suicide declined. It’s not always a perfect reduction. When Australia experienced a heroin drought, poly-drug use did increase, but the period was overall marked by a reduction in opioid overdoses and Hep-C notifications. And no long-term change in crime associated with the heroin shortage.
  10. “Cars kill people but we aren’t talking about banning those”
    1) Cars have a purpose other than killing. 2) We have made significant changes to cars over the years to make them much safer than they were before. 3) And they are much harder to steal now too. 4) We license cars and drivers. Is that so bad? 5) When people screw up with a car, we take their license away. 6) Thanks for the softball, that was an easy one.
  11. “Taking away guns won’t work. People will find other ways of killing people”
    If you believe this, you can’t count. Stephen Paddock killed over 50 people from a hotel room hundreds of yards from his targets on the Las Vegas strip. He was alone. But in the UK three determined Islamic terrorists couldn’t get access to guns. Even though they outnumbered Paddock, they were far less effective, killing eight in the June 2017 London Bridge attack. The larger picture is that decades of environmental criminology research has demonstrated time and time again, that if you remove the easy opportunities to do something, you can reduce the instances of it. (also see #9).

Not all evidence is created equally

In the policy world, not all evidence is created equally.

I’m not talking about forensic or criminal evidence (though those areas have hierarchies too). I’m referring to the evidence we need to make a good policy choice. Policy decisions in policing include if my police department should support a second responder program to prevent domestic abuse, or should dedicate officers to teach D.A.R.E. in our local school? (The answer to both questions is no). The evidence I’m talking about here is not just ‘what works’ to reduce crime significantly, but also how it works (what mechanism is taking place), and when it works (in what contexts the tactic may be effective).

We can harvest ideas about what might work from a variety of sources. Telep and Lum found that a library database was the least accessed source for officers when learning about what tactics might work[1]. That might be because for most police officers, a deep dive into the academic literature is like being asked to do foot patrol in Hades while wearing a nylon ballistic vest. But it also means that the ‘what works’, ‘how works’, and ‘when works’ of crime reduction are never fully understood. Too many cops unfortunately rely on their intuition, opinion or unreliable sources, as noted by Ken Pease and Jason Roach:

Police officers may be persuaded by the experience of other officers, but seldom by academic research, however extensive and sophisticated. Collegiality among police officers is an enduring feature of police culture. Most officers are not aware of, are not taught about and choose not to seek out relevant academic research. When launching local initiatives, their first action tends to be the arrangement of visits to similar initiatives in other forces, rather than taking to the journals.[2]

In fact, not only do officers favor information from other cops, but it also has to be from the right police officers. Just about everyone in policing at some point has been told to forget what they learned at the police academy. That was certainly my experience. And those courses were usually taught by experienced police officers! It’s too easy to end up with a very narrow and restricted field of experience on which to draw.

Fortunately, while a basic understanding of different research qualities is helpful, you do not need to have an advanced degree in research methodology to be able to implement evidence-based policing from a range of evidence sources. It’s sufficient to appreciate that there is a hierarchy of evidence in which to place your trust, and to have a rudimentary understanding of the differences between them. I’m not dismissing any forms of research, but I am saying that some research is more reliable than others and more useful for operational decision-making. For example internal department research may not be great for choosing between prevention strategy options, but it is hugely useful for identifying the range of problems.

There are a number of hierarchies of evidence available. Criminologists are familiar with the Maryland Scientific Methods Scale devised by Larry Sherman and colleagues[3]. In this scale, studies are ranked from 1 (weak) to 5 (strong) based on the study’s capacity to show causality and limit the effects of selection bias. Selection bias occurs when researchers choose participants in a study rather than allow random selection. It’s not necessarily an intent to harm the study, but it is a common problem. When we select participants or places to be part of a study, we can unconsciously choose places that will perform better than randomly selected sites. We cherry-pick the subjects, and so bias the study and get the result we want. It’s why so many supposedly great projects have been difficult to replicate.

But the Maryland scale only addresses academic research, and police officers get knowledge and information from a range of sources. Rob Briner’s work in evidence-based management also stresses this. Go into any police canteen or break room and you hear anecdote after anecdote (I wrote a few weeks ago about the challenges of ‘experience’). These examples of homespun wisdom—also known as carefully selected case studies—are often illustrative of an unusual case and not a story of the mundane and ordinary that we deal with every day.

This professional expertise can also be supplemented by the stakeholder concerns of the local community (including the public or the local enforcement community such as other police departments or prosecutors). Knowing what is important to stakeholders and innovative approaches adopted by colleagues is useful in the hunt for a solution to a crime or disorder problem.

Police also get information from experts and internal reports. In larger forces, reports from statistics or crime analysis units can be important sources of information. Organizational data are therefore useful to officers who try and replicate crime reduction that a colleague in a different district appears to have achieved. All of these sources are important to some police officers, and they deserve a place on the hierarchy. But because they are hand selected, can be abnormal, might be influenced internally, or have not been subjected to a lot of scrutiny, they get a lower place on the chart.

In the figure on this page, I’ve pulled together a hierarchy of evidence from a variety of sources and tried to combine them in such a way that you can appreciate different sources and their benefits and concerns. And hopefully this might help you appreciate a little how to interpret the evidence from sources such as The National Institute of Justice’s CrimeSolutions.gov website and The UK College of Policing’s Crime Reduction Toolkit. In a later post I’ll try and expand on each of the levels (from 0 to 5*).

 

  1. Telep, C.W. and C. Lum, The receptivity of officers to empirical research and evidence-based policing: An examination of survey data from three agencies. Police Quarterly, 2014. 17(4): p. 359-385.
  2. Pease, K. and J. Roach, How to morph experience into evidence in Advances in Evidence-Based Policing, J. Knutsson and L. Tompson, Editors. 2017, Routledge. p. 84-97.
  3. Sherman, L.W., et al., Preventing Crime: What works, what doesn’t, what’s promising. 1998, National Institute of Justice: Washington DC.

It’s time for Compstat to change

If we are to promote more thoughtful and evidence-based policing, then Compstat has to change. The Compstat-type crime management meeting has its origins in Bill Bratton’s need to extract greater accountability from NYPD precinct commanders in late 1990s New York. It was definitely innovative for policing at the time, and instigated many initiatives that are hugely beneficial to modern policing (such as the growth of crime mapping). And arguably it has been successful in promoting greater reflexivity from middle managers; however these days the flaws are increasingly apparent.

Over my years of watching Compstat-type meetings in a number of departments, I’ve observed everyone settle into their Compstat role relatively comfortably. Well almost. The mid-level local area commander who has to field questions is often a little uneasy, but these days few careers are destroyed in Compstat. A little preparation, some confidence, and a handful of quick statistics or case details to bullshit through the tough parts will all see a shrewd commander escape unscathed.

In turn, the executives know their role. They stare intently at the map, ask about a crime hot spot or two, perhaps interrogate a little on a case just to check the commander has some specifics on hand, and then volunteer thoughts on a strategy the commander should try—just to demonstrate their experience. It’s an easy role because it doesn’t require any preparation. In turn, the area commander pledges to increase patrols in the neighborhood and everyone commits to reviewing progress next month, safe in the knowledge that little review will actually take place because by then new dots will have appeared on the map to absorb everyone’s attention. It’s a one-trick pony and everyone is comfortable with the trick.

There are some glaring problems with Compstat. The first is that the analysis is weak and often just based on a map of dots or, if the department is adventurous, crime hot spots. Unfortunately, a map of crime hot spots should be the start of an analysis, not the conclusion. It’s great for telling us what is going on, but this sort of map can’t really tell us why. We need more information and intelligence to get to why. And why is vital if we are to implement a successful crime reduction strategy.

We never get beyond this basic map because of the second problem: the frequent push to make an operational decision immediately. When command staff have to magic up a response on the spot, the result is often a superficial operational choice. Nobody wants to appear indecisive, but with crime control it can be disastrous. Too few commanders ever request more time to do more analysis, or time to consider the evidence base for their operational strategies. It’s as if asking to think more about a complex problem would be seen as weak or too ‘clever’. I concede that tackling an emerging crime spike might be valuable (though they often regress to the mean, or as Sir Francis Galton called it in 1886, regression towards mediocrity). Many Compstat issues however, revolve around chronic, long-term problems where a few days isn’t going to make much difference. We should adopt the attitude that it’s better to have a thoughtfully considered successful strategy next week than a failing one this week.

Because of the pressure to miracle a working strategy out of thin air, area commanders usually default to a limited set of standard approaches, saturation patrol with uniform resources being the one that I see at least 90 percent of the time. And it’s applied to everything, regardless of whether there is any likelihood that it will impact the problem. It is suggested by executives and embraced by local area commanders because it is how we’ve always escaped from Compstat. Few question saturation patrols, there is some evidence it works in the short term, and it’s a non-threatening traditional policing approach that everyone understands. Saturation patrol is like a favorite winter coat, except that we like to wear it all year round.

Third, in the absence of a more thoughtful and evidence-based process, too many decisions and views lack any evidential support and instead are driven by personal views. There is a scene in the movie Moneyball where all the old baseball scouts are giving their thoughts on which players the team should buy, based only on the scouts’ experience, opinion and personal judgment. They ignore the nerd in the corner who has real data and figures … and some insight. They even question if he has to be in the room. In the movie, the data analyst is disparaged, even though he doesn’t bring an opinion or intuition to the table. He brings data analysis, and the data don’t care how long you have been in the business.

Too many Compstat meetings are reminiscent of this scene. The centerpiece of many Compstat meetings is a map of crime that many are viewing for the first time. A room full of people wax lyrical on the crime problem based on their intuitive interpretation of a map of crime on the wall, and then they promote solutions for our beleaguered commander, based too often on opinion and personal judgement and too little on knowledge of the supporting evidence of the tactic’s effectiveness. Because everyone knows they have to come back in a month the strategies are inevitably short-term in nature and never evaluated. And without being evaluated, they are never discredited, so they become the go-to tactical choice ad infinitum.

So the problems with Compstat are weak analysis, rushed decision-making, and opinion-driven strategies. What might the solutions be?

The U.K.’s National Intelligence Model is a good starting point for consideration. It has a strategic and a tactical cycle. The strategic meeting attendees determine the main strategic aims and goals for the district. At a recent meeting a senior commander told me “We are usually too busy putting out fires to care about who is throwing matches around.” Any process that has some strategic direction to focus the tactical day-to-day management of a district has the capacity to keep at least one eye on the match thrower. A monthly meeting, focused on chronic district problems, can generate two or three strategic priorities.

A more regular tactical meeting is then tasked with implementing these strategic priorities. This might be a weekly meeting that can both deal with the dramas of the day as well as supervise implementation of the goals set at the strategic meeting. It is important that the tactical meeting should spend some time on the implementation of the larger strategic goals. In this way, the strategic goals are not subsumed by day-to-day dramas that often comprise the tyranny of the moment. And the tactical meeting shouldn’t set strategic goals—that is the role of the strategic working group.

I’ve previously written that Compstat has become a game of “whack-a-mole” policing with no long-term value. Dots appear, and we move the troops to the dots to try and quell the problem. Next month new dots appear somewhere else, and we do the whole thing all over again. If we don’t retain a strategic eye on long-term goals, it’s not effective policing. It’s Groundhog Day policing.

What role for experience in evidence-based policing?

I recently received an illustrative lesson in the challenges of evidence-based policing. I was asked to sit in on a meeting where a number of senior managers were pitching an idea to their commander. It required the redistribution of patrols, and they were armed with evidence that the existing beats were not in the best locations and so were not as effective as they could be. The commander sat back in his chair and said “so I have to move some of those patrols?” Yes, the area managers responded, presenting a cogent yet measured response based on a thorough data analysis supported with current academic research. The commander replied “well in my experience, they are being effective so I am not going to move them”. And at that point the meeting ended. Experience trumped data and evidence, as it often does.

All the evidence available suggested that the commander made a poor decision. When I was learning to be a pilot I heard an old flying aphorism about decisions. Good decisions come from experience, and experience comes from bad decisions[1]. Unfortunately, the profession of policing cannot lurch from an endless cycle of bad decisions as new recruits enter policing and learn the business. The modern intolerance for honest mistakes and anything-but-perfection precludes this. It’s also expensive and dangerous. Therefore how do we develop and grow a culture of good decisions? And what is the role of experience?

In praise of experience

Policing is unique in the liberal level of discretion and absence of supervision given to the least experienced officers. As a teenager when I started patrol, I can testify to the steep learning curve on entering the job. Experiences come at you thick and fast. In some ways, we learn from these experiences. Most cops absorb pretty quickly how to speak with people who are drunk or having a behavioral health crisis in a way that doesn’t end up in them rolling around in the street with fists flying. My colleagues demonstrated a style and tone and I learned from the experience they had gained over time.

We should also recognize that the evidentiary foundation for much of policing is pretty thin. We simply do not yet know much about what works and what good practice looks like. It’s not as if we have an extensive knowledge bank with which to replace experience. In recognition of this, the UK College of Policing note that “Where there is little or no formal research, other evidence such as professional consensus and peer review, may be regarded as the ‘best available’”. So practitioner judgement may help fill a void until that time when we have more research across a wider variety of policing topics. In time, this research will help officers achieve better practice. In the meantime, shared experience may be of value, if (in the words of the UK College of Policing) “gathered and documented in a careful and transparent way”.

Finally, personal intuition and opinion may not be a sound basis on which to make policy, but sometimes it can offer insights in rarely studied areas. This can prompt new ways of looking at problems. By varying experience, we can learn new ways to deal with issues. These new ways could then be tested more formally. There is definitely a place for personal judgement in the craft of policing. But the current reliance on it prevents us embracing a culture of curiosity and developing that evidence base[2]. And personal experience has other limitations.

A critique of experience

Like the commander at the start of this section, unfortunately, most police leaders don’t make decisions using the best evidence available. They overwhelmingly prefer decisions that are entrenched in their personal experience. The problem is that everyone’s experience is limited (we can’t have been everywhere and dealt with every type of incident), and in policing we receive too little feedback to actually learn many lessons.

What do I mean? As a young cop, I attended countless domestic disturbance calls armed with so little personal experience in long-term relationships it was laughable. It soon because clear that the measure of ‘success’ (against which ‘experience’ was judged) was if we got a call back to that address during that shift. If we did, I had failed. If we didn’t, I had succeeded and was on my way to gaining the moniker of ‘experienced’.

But what if the husband beat his partner to within an inch of her life within hours of my going home? Or the next week? If our shift wasn’t on duty I would never learn that my mediation and resolution attempts had been unsuccessful or worse, harmful. I would never receive important feedback and would continue to deal with domestic disturbance calls in the same way. Absent supervision and feedback, not only would I continue to act in a harmful manner, worse, my colleagues and I might think I was now experienced. They might prioritize my attendance at these calls, and perhaps eventually give me a field training role. My bad practice would now become established ‘good’ practice.

As others have noted “personal judgment alone is not a very reliable source of evidence because it is highly susceptible to systematic errors – cognitive and information-processing limits make us prone to biases that have negative effects on the quality of the decisions we make”. Even experienced police officers are not great at identifying crime hot spots[3] and do not do as well as a computer algorithm[4]. This isn’t just an issue for policing. Experts, many with many years of experience, are often poor at making forecast across a range of businesses and professions. The doctors that continued to engage in blood-letting into the latter half of the 19th century weren’t being callous. They probably had good intentions. But their well-meaning embrace of personal judgement, tradition and supposed best practice (probably learned from a medical guru) killed people.

I frequently conduct training on evidence-based and intelligence-led policing. I often run a quick test. I show officers a range of crime prevention interventions and ask which are effective. It’s rare to find anyone who can get the correct answer, and most folk are wildly off target. It’s just for fun, but illustrates how training and education in policing still remains at odds with a core activity, the reduction in crime.

A role for professional experience?

As Barends and colleagues note[5], “Different from intuition, opinion or belief, professional experience is accumulated over time through reflection on the outcomes of similar actions taken in similar situations.” It differs from personal experience because professional experience aggregates the knowledge of a variety of practitioners. It also emerges from explicit reflection on the outcomes of actions.

This explicit reflection requires feedback. When I was learning to fly, a jarring sensation and the sound of the instructor wince was the immediate feedback I needed to tell me I had not landed as smoothly as I had hoped. But flying around the traffic pattern, I immediately had another chance to prove improvement and a lesson learned. This type of immediate feedback and opportunity to improve is rare in policing. The radio has already dragged us to a different call.

For many enforcement applications, a research evaluation is essential to provide the kind of feedback that you can’t get from personal observation. The research on directed patrol for gun violence is a good example of how research evidence can improve strategy and increase public safety. Science and evaluation can replicate the experiences of hundreds of practitioners and pool that wisdom. While you can walk a single foot beat and think foot patrol is waste of time, the aggregate experiences and data from 240 officers across 60 beats tells us differently.

Tapping into scientific research findings and available organizational data (such as crime hot spot maps) and temporal charts, will enhance our professional experience. Being open to the possibility that our intuition and personal opinion may be flawed is also important, though difficult to accept. And developing a culture of curiosity that embraces trying new ways of tackling crime and disorder problems might be the most important of all. The starting point is to recognize that if personal experience remains the default decision-making tool, then we inhibit the development of better evidence. And we should realize that approach is harmful to communities and colleagues alike.


[1] This quote (sometimes replacing decisions with judgement) is attributed to various sources, but the most common is Mark Twain. It should also be pointed out that my fondness for checklists stems from one of the aviation industry’s attempts to reduce the poor decision-making learning spiral.

[2] I’m grateful to a smarter friend for pointing this out to me.

[3] Ratcliffe, J.H. and M.J. McCullagh, Chasing ghosts? Police perception of high crime areas. British Journal of Criminology, 2001. 41(2): p. 330-341.

[4] Weinborn, C., et al., Hotspots vs. harmspots: Shifting the focus from counts to harm in the criminology of place. Applied Geography, 2017. Online first. 

[5] Barends, E., D.M. Rousseau, and R.B. Briner, Evidence-Based Management: The Basic Principles. 2014, Amsterdam: Center for Evidence-Based Management.

Policing explained in a few graphs

As a new semester starts and I look forward to teaching a new group of undergraduates, I am reminded that some of them have not had extensive exposure to law enforcement or policing research. How then to encapsulate the essence of what is useful to know about policing in a brief enough format? These are some of the graphs I use to help my new students understand the challenges of policing in the 21st century.

1. Policing is overwhelmingly a social service

Graph no. 1. This is from the second edition of my book “Intelligence-Led Policing“. The area of each box represents the volume of incidents in 2015 in the City of Philadelphia (about 1.5m in total). These incidents can come from verified calls for service from the public (something really took place as confirmed by a police officer), or from officer-initiated events (such as drug incidents). 

What is clear from the graphic is that violent crime plays such a small part in the day-to-day demands on police departments, even in Philadelphia, one of the more troubled cities in the U.S. While the media frets over homicide, it can be seen in the lower right as one of the least noticeable boxes in the graph. The majority of the police department’s workload is the day-to-day minutiae of life in a big city.

2. Impacting early in the crime funnel is the key to public safety

Graph no. 2 is another image from my Intelligence-Led Policing book. The crime funnel represents what happens to a random selection of 1,000 crimes that affect the public (top bar). It shows the loss of cases through the criminal justice system. These are British national data derived from public records, but the comparisons to the U.S. are very similar. If you take a random selection of 1,000 crimes actually suffered by the public (violence, robbery, vehicle theft, residential burglary, theft and criminal damage) you can see that they only report 530 to the police, who in turn record just 43 percent of the original total.

Of these 429 events, 99 are detected (solved or cleared in some way) and of these, 60 end up with a day in court. The majority of those are found guilty or plead the same, but in the end only four of the events from the original 1,000 end up in a custodial sentence for the offender. This is an incarceration rate of 0.4% based on crime suffered by the community.

The main point here is that impacting higher in the crime funnel will be more effective because it affects the numbers below and affects a larger number of actual cases. Improving the detection rate will have an impact on prosecutions, pleas and incarceration, but only to a minimal level. Being prevention focused and changing the higher numbers is much more impactful. Consider if you could have a 10% change on one level. Where would it be most effective?

3: Public perception of the police has little to do with crime

Graph no. 3. Going back nearly 20 years, it is clear from the graph that violent crime in the U.S. has continued a decline right through to at least 2013. Things have changed in the last year or two but that isn’t the point here. Public perception in terms of confidence in the police does not seem to be tied to the crime rate. Confidence in the police is pretty high, especially compared to nearly every other occupation (except the medical field). After all in June this year, it was found that only 27% of Americans say they have “a great deal” or “quite a lot” of confidence in newspapers, so police are doing pretty well. The graph shows however that there isn’t a direct and easy correlation between the crime rate and confidence in the police. It is more complicated. Public confidence is more complicated than just crime reduction. This graph is from a forthcoming book I am in the middle of writing called “Fighting Crime” and it will be a crime reduction guide for mid-level police command staff.

4: Policing is changing drastically

Graph no. 4 isn’t even about policing, but it is about external policy impacts on policing. When I joined the police service in 1984 and started policing on the old H district in East London, we had to deal with a few behavioral health patients because we had St. Clement’s hospital mental health hospital a stone’s throw from the nick. So perhaps we were immune to the gradual change in the social structure of society, a change that has affected the U.S. as well. Graph no. 4 is from the U.S. Substance Abuse and Mental Health Services Administration.

30 years ago, nearly two-thirds of U.S. mental health spending was on inpatient and residential care: in other words, professionally trained carers. Over the last 30 years this has reduced to only be about one-third of national spending. As graph number 4 shows on the right, the corresponding increase has not been in outpatient treatment, but in retail prescription drugs. This has essentially shifted the supervision of people having a behavioral health crisis onto the community – and the police.

It is indicative of just one change in society that has made demands on the police. Police officers are not really trained to be mental health professionals, and yet society has demanded they take a role in the care and control of people with behavioral health crises because society seems unwilling to pay for appropriate professional care. Behavioral health is just one factor, and students are often able to consider many other areas where the police are now the lead agency in areas that were never originally police issues.

Source: This is from SAMHSA data and screen captured from a PowerPoint I use in when consulting and training police departments on intelligence-led policing.

5. Policing is increasingly a safer occupation

This is one graphic that I confess I didn’t create myself, but it tracks with my research on this area and mimics many similar charts online. It is sourced from the Officer Down memorial page. While things have changed in the last couple of years, the good news is that policing has become increasingly safer (as has society) in the U.S. over the last 30 years.

What I find interesting is that increases in police fatalities are linked to government policy changes that alter the role of police in society. The overarching point remains that policing has become a much safer occupation over the last 30 years or more. It now does not feature in the top 10 list of dangerous occupations (This next graph from WaPo isn’t counted in my list – it’s a freebie).

6: Policing is most effective when focused on specific people and places

OK, this one takes a bit to get your head around. Graph no. 6 is the Evidence-Based Policing Matrix from Cynthia Lum and colleagues has three dimensions and four symbols. The key symbol is the black circle – this indicates an effective intervention (white is ineffective, grey is a mixed result, and the red triangle is a harmful intervention). Where the black circles are most concentrated are in the areas where interventions focus proactive activity on places that are at the neighborhood level or smaller, or on people. This (and other evidence) suggests that general interventions that are applied across whole jurisdictions or cities are less effective.

The bottom line? Police interventions that actually reduce crime are locally focused and tailored to specific problems, not citywide interventions.

Are there more graphics that depict the reality of 21st Century policing? Of course. But these ones seem to be significant. Ping me if you have others you think are relevant and important.