Justice Reinvestment at the Local Level: Planning and Implementation Guide Second Edition
Source: Urban Institute
Authors: Nancy G. La Vigne, Elizabeth Davies, Pamela Lachman, S. Rebecca Neusteter
Title: The Criminal Justice Planner's Toolkit for Justice Reinvestment at the Local Level
Source: Urban Institute
Authors: Pamela Lachman, S. Rebecca Neusteter, Elizabeth Davies, Nancy G. La Vigne
Justice Reinvestment: A Toolkit for Local Leaders
Source: Urban Institute
Authors: Helen Ho, S. Rebecca Neusteter, Nancy G. La Vigne
Summary: Justice reinvestment is a promising model for reducing corrections costs using a data-driven and collaborative approach. This toolkit presents an overview of the justice reinvestment model for local leaders, including examples from localities that have implemented justice reinvestment.
Measuring Success: A Guide to Becoming an Evidence-Based Practice
Source: Vera Institute of Justice
Authors: Jennifer Fratello, Tarika Daftary Kapur, and Alice Chasan
Demonstrating that a program accomplishes its stated goals is increasingly important for social service organizations—funders and clients want to see the evidence of successful outcomes. Although a full-scale evaluation can be a costly and overwhelming goal, adopting the information-gathering and self-reflective approaches that lead up to an evaluation can strengthen an agency’s focus and procedural consistency. As part of the MacArthur Foundation Models for Change initiative, the Vera Institute of Justice created this guide, which describes the process that assesses whether a program qualifies as evidence based—which often determines an organization’s funding and the growth of its client pool—and explains how programs can prepare to be evaluated.
Improving Strategic Planning through Collaborative Bodies
Source: Urban Institute
Authors: Justin Archer, S. Rebecca Neusteter, and Pamela Lachman
Overview: Justice reinvestment is a systemwide process of data analysis and collaborative decisionmaking used to identify drivers of criminal justice costs and reinvest resources to yield a more cost-beneficial impact on public safety. It is not a single decision, project, or strategy, but rather a multistaged, ongoing process involving the collaboration of local stakeholders across city, county, and state systems. It is therefore critical that, at the onset of engaging in this process, sites establish a strategic planning entity whose primary mission is to direct efforts and ensure that goals are met. Beyond directing efforts and tracking goals, this type of collaborative body can also ensure that the right decisionmakers are involved in reinvestment efforts and that no critical stakeholders are excluded.
A Police Organizational Model for Crime Reduction: Institutionalizing Problem Solving, Analysis, and Accountability
Source: U.S. Department of Justice, Office of Community Oriented Policing Services
Authors: Rachel Boba, Roberto Santos
Abstract: A Police Organizational Model for Crime Reduction: Institutionalizing Problem Solving, Analysis, and Accountability presents a new and comprehensive organizational model for the institutionalization of effective crime reduction strategies into police agencies, called the Stratified Model of Problem Solving, Analysis, and Accountability. It describes all the components of the Stratified Model in a succinct and practical way to provide police managers and commanders with a template for improving the efficiency, effectiveness, and accountability of their agency’s crime reduction efforts. Although the objective is to implement all aspects of the Stratified Model, an agency may choose to implement parts of the model as needed or to implement the model in phases.
Compstat and Organizational Change in the Lowell Police Department: Challenges and Opportunities
Source: Police Foundation (2004)
Authors: James J. Willis, Stephen D. Mastrofski, David Weisburd, and Rosann Greenspan
Overview: Compstat is the systematic use of data and heightened accountability to reduce crime. Compstat was first implemented in 1994 by the New York Police Department (NYPD). Compstat’s primary goal is to make police organizations more rational and responsive to management direction. NYPD’s intent was to create a simple database with information about the major crimes that cities must report to the FBI. However, the database became an elaborate program where police entered crime reports into a computer system that sorted them by type. Officers than began scrutinizing the statistics to create maps and charts to show notable changes and emerging problem areas. Advocates claim that Compstat has spurred the development of innovative, local, crime-fighting strategies and improved public safety.
The Economist’s Guide to Crime Busting
Source: NIJ Journal (June 2012)
Authors: Philip J. Cook and Jens Ludwig
Overview: What is the more cost-effective way to control crime? Is it to focus on making crime unattractive by threatening offenders with long prison terms? Or to make the law-abiding life more attractive by providing better education and job opportunities? This old debate has been reopened as states face budget deficits and can no longer afford to support huge prison populations. This article focuses on three proposals: raising the minimum age at which youths can leave school, promoting business improvement districts and other forms of self-protection, and increasing taxes on alcohol. These and other similar ideas represent a new frontier in thinking about crime. These approaches recognize that we can deter crime by improving peoples' life chances. America's next war on crime must look at the full spectrum of solutions and pay special attention to giving those people who are most likely to turn to crime the skills and incentives to make a better choice.
Police Leadership Challenges in the Changing World
Source: National Institute of Justice and Harvard Kennedy School
Authors: Anthony W. Batts, Sean Michael Smoot and Ellen Scrivner
Overview: Effective police leaders become adept at responding to challenge. Like other organizations, police agencies must balance constancy and predictability with adaptation and change. Even as they strive to standardize operations, most police leaders recognize the fluid context in which their agencies operate. They also understand that there are forces to which police organizations must adapt and evolve in order to remain effective in a changing world. It is those forces that drive organizational change and create new models for conducting the business of policing.
Receptivity to Police Innovation: A Tale of Two Cities
Source: National Police Research Platform (January 2011)
Authors: Stephen D. Mastrofski and Dennis Rosenbaum
Overview: This report describes a preliminary effort to test some popular views about innovation in police organizations and how the change process is managed. It compares responses of police officers in two large municipal police agencies, considering how the police feel about their organizations’ environment to support innovation and about their department’s orientation to specific innovations.