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MSU CJ 335 - Study Guide

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THE KANSAS CITY PREVENTIVE PATROL EXPERIMENTA Summary ReportTHE KANSAS CITY PREVENTIVE PATROL EXPERIMENTA Summary ReportByGeorge L. KellingTony PateDuane DieckmanCharles E. BrownWashington, DC© 1974. Police Foundation. All rights, including translation into other languages, reservedunder the Universal Copyright Convention, the Berne Convention for the Protection of Literaryand Artistic Works, and the International and Pan American Copyright Conventions. Permission to quote or reprint for non-commercial, educational purposes is readily granted. http://www.policefoundation.org/docs/copyright.htmlFirst published in 1974. Recreated in 2003 for the Police Foundation Web site, www.policefoundation.orgLibrary of Congress Catalog Number 74-24739Established in 1970, the Police Foundation is a private, independent, nonprofit organizationdedicated to supporting innovation and improvement in policing. The foundation’s researchfindings are published as an information service. This is the summary report of the Kansas City, Missouri, preventive patrol experiment. The910-page technical report is available from the Police Foundation. For information about the Police Foundation, its publications or services, please visit our Website at www.policefoundation.org or contact us.Police Foundation1201 Connecticut Avenue, NW, Suite 200Washington, DC 20036-2636Telephone: (202) 833-1460Fax: (202) 659-9149E-mail: [email protected] OF CONTENTSForeword v Preface viiA Note on Evaluation ixAuthors’ Acknowledgements xiI. Introduction and Major Findings 1II. Description of the Preventive Patrol Experiment 5III. Data Sources 10IV. Experimental Findings 14Key to Tables 15Effects on Crime, Reporting, and Arrests 16Finding 1: Victimization 16Finding 2: Departmental Reported Crime 16Finding 3: Rates of Reporting Crime 18Finding 4: Arrest Patterns 19Effects on Community Attitudes21Finding 5: Citizen Fear of Crime 21Finding 6: Protective Measures (Citizen) 22Finding 7: Protective Measures (Business) 23Finding 8: Citizen Attitudes Toward Police 26Finding 9: Businessmen’s Attitudes Toward Police 28Finding 10: Police-Citizen Encounters 29Finding 11: Police-Citizen Transactions 31Other Effects 32Finding 12: Response Time 32Finding 13: Traffic Accidents 34Summary and Conclusion: Experimental Findings34V. Police Use of Noncommitted Time 35VI. Police Officer Attitudes Toward Patrol 37VII. Authors’ Observations and Conclusions 40About the Authors 42ivList of Tables & FiguresFigure 1: Schematic Representation of the 15-Beat 8Experimental AreaTable 1: Victimization: Community and Commercial Survey 17Table 2: Departmental Reported Crime 18Table 3: Rates of Reporting Crimes: Community and 19Commercial SurveyTable 4: Arrests 20Table 5: Citizen Fear of Crime: Community Survey 22Table 6: Protective Measures (Citizens): Community Survey 24Table 7: Protective Measures (Businesses): Commercial Survey 25Table 8: Citizen Attitudes Toward Police 26Table 9: Businessmen’s Attitudes Toward Police 29Table 10-A: Police-Citizen Encounters (Citizen-Initiated Encounters) 30Table 10-B: Police-Citizen Encounters (Officer-Initiated Encounters) 31Table 11: Police-Citizen Transactions (Observer Records) 32Table 12: Response Time 33Table 13: Traffic Accidents 34Table 14: Committed and Noncommitted Time By Type of Patrol 35Table 15: Police Officer Expenditures of Noncommitted Time 36Table 16: Patrol is the Most Important Function in the Police 38DepartmentTable 17: How Much Departmental Time Do You Think Should 39Be Spent on Each of These Activities?POLICE FOUNDATION: The Kansas City Preventive Patrol ExperimentvFOREWORDThis is a summary report of the findings of an experiment in policing that ranks amongthe few major social experiments ever to be completed. The experiment was unique in thatnever before had there been an attempt to determine through such extensive scientificevaluation the value of visible police patrol.The year-long experiment tested the effectiveness of the traditional police strategy ofroutine preventive patrol and sought to determine whether the resources in the Kansas City,Missouri, Police Department ordinarily allocated to preventive patrol could safely be devoted toother, perhaps more productive strategies.It is not easy for police departments to conduct operational experiments. For one thing,maintaining experimental conditions cannot be permitted to interfere with police responsibilityfor life and property. For another, evaluation of an experiment by outside investigators can bethreatening to police administrators. In addition, police personnel are not oriented to research.Too often police supervisors and officers are so busy with complex, ever-changing, day-to-dayproblems that they do not devote time to aid in experimental efforts.By 1971, the Kansas City Police Department had a chief with unusually long tenure—atthat point ten years. The average length of service of police chiefs in more urban areas is lessthan half that. The chief in Kansas City was respected and supported by both the communityand his officers. He was progressive and willing to innovate. He championed participatorymanagement. Sworn personnel from colonels through officers on the street contributed to thedecision-making process of the department.In 1971, Chief Clarence M. Kelley said, “Many of us in the department had the feelingwe were training, equipping, and deploying men to do a job neither we, nor anyone else, knewmuch about.”Chief Kelley, now Director of the FBI, sought assistance from the Police Foundation fordeveloping several experimental projects including the patrol experiment described in thisreport. His unusual willingness to allow experimentation and evaluation provided anopportunity for the Foundation to support the type of pioneering work to which it is dedicated.To undertake the experiment, the department willingly made use of civilian experts in suchareas as planning and organizational change. The receptivity of the Kansas City PoliceDepartment to the use of civilian specialists was of critical importance. If policing is toprogress, it must employ a wide variety of skilled persons: statisticians, analysts, economists,and others. Just as many police departments use legal advisors, they should also employ othertrained professionals.Because the Kansas City Police Department had excellent leadership, internal planningcapability, the support of the


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MSU CJ 335 - Study Guide

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