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

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

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

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

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

6. Traditional policing strategies are limited in effectiveness
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Traditional policing strategies are limited in effectiveness
1. KC Patrol Experiment ( )
15 beats (2x, 1x 0x)
Crime data, survey data showed no difference in crime, fear, public perceptions. No displacement.
2. Response Time (Spellman & Brown, 1984).
Premise is increased response time would increase clearance rates, deter crime, and incapacitate criminals
Fast response times only effect 2.9% of CFS
In most cases the public just wants to know when they will be there.
3. Investigations (Rand Corp, 1975).
Examined investigations in 29 departments
Found most detective work was routine and non-productive
Only about 3% of cases are solved because of special investigative techniques (Fingerprints, etc.). Most solved because of a witness.

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

8. 6/10/2019
Rethinking Your Job
Herman Goldstein - a Problem Oriented Approach to Violence.
Responding to incident is only the 1st step in a strategy
Find permanent solutions to problems that lead to incidents

9. Goldstein Theorized: Underlying conditions create problems
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Goldstein Theorized:
Underlying conditions create problems
Problems in turn lead to incidents
Many incidents are reported to administration
Incidents appear to be isolated

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

11. Problem oriented policing
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Problem oriented policing
A routine method for:
Identification of problems
Analysis of problems
A response to problems
An evaluation of effectiveness

12. 6/10/2019
The SARA Process
SCANNING
ANALYSIS
RESPONSE
ASSESSMENT

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

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

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

16. 6/10/2019
The Crime Triangle
Location
Perpetrator
Victim

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

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

19. SARA Problem Solving Model
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SARA Problem Solving Model
Scanning
Analysis
Response
Assessment

20. 6/10/2019
S A R A

21. 6/10/2019
S A R A
Scanning
Identify crime
& disorder
problems

22. S A R A Scanning Identify Neighborhood crime & disorder problems
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S A R A
Scanning Identify Neighborhood crime & disorder problems
Analysis Understand conditions that cause problems to occur

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

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

25. 6/10/2019 S A R S A R

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

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

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

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

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

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

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

33. 6/10/2019
Scanning

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

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

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

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

38. Who Identifies Problems?
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Who Identifies Problems?
Police officers
Supervisors
Commanders
Public
Business
Offenders

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

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

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

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

43. 6/10/2019
Analysis
Identifying and understanding events and conditions that precede and accompany the problem
Identifying relevant data to collect
Researching what is known about the problem type
Taking inventory of how the problem is being addressed and any strengths/limitations of the current response

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

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

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

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

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

49. 6/10/2019
Response Reminders
The responses should be directly linked to the results of your analyses
Try not to limit responses to the police. Other agencies may need to be involved and take some responsibility
Responses should be manageable given the resources, available time, and urgency in solving the problem
A variety of potential responses may be more effective than a single response in some situations.

50. 6/10/2019
Assessment
Collecting pre- and post-response qualitative and quantitative data
Process Evaluation
Determining whether the plan was implemented
Determining whether broad goals and objectives were attained
Identifying any new strategies needed to augment the original plan
Better handling of incidents and improved response to the problem
Conducting ongoing assessment to ensure continued effectiveness

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