Crime Prevention in New Haven: A Community-Based Approach, Summaries of Descriptive statistics

Download Crime Prevention in New Haven: A Community-Based Approach and more Summaries Descriptive statistics in PDF only on Docsity! i .i -~--------~-.. -- This microfiche was produced from documents received for inclusion in the NCJRS data base. Since NCJRS cannot exercise control over the physical condition of the documents submitted, the individual frame quality will vary. The resolution chart on this frame may be used to evaluate the document quality. 1.0 IJg 11111 2.8 11111 2 . 5 Ilf:g ~ 13.2 W ~3.6 I!l.l I!.i 0~ .0 III '" ' u IO,I~~ 111111.1 111111.25 /11/11.4 111111.6 MICROCOPY RESOLUTION TEST CHART NATIONAL BUREAU OF STANDARDS-1963-A Microfilming procedures used to create this fiche comply with the standards set forth in 41CFR 101-11.504. Points of view or opinions stated in this document are those of the author(s} and do not represent the official position or policies of the U. S. Department of Justice . .,- .. _.l National Institute of Justice United States Department of Justice Washington, D. C. 20531 ------ -----------~- \\ ~\ . ! 6/20/83 \ \ ,.,~-, ~ -'.~ ~-. If you have issues viewing or accessing this file contact us at NCJRS.gov. -----~-.-- --~---.-----~-----..--- ----------- CITY OF NEW HAVEN ~ ~ Comprehensiv~ Crime Prevention Project d FINAL REPORT sertns&rtnrts .... st New Haven Office of Community Crime· Preventiori P.E.D.RL.E • . %2 _ sp s@ u;s sus qs "public Eng1ged in Organized participation in Law E(!!.orcement" Submitted To /"-:r ~ u.s. Department of Justice -<!:> . Office of Justice Assistance, Research and Statistics October 1982' ~ ----- ------ ~ --~---~--- U.S. Department of JUstice National Institute of JUstice This document has been reprodu d person or organization originating i~epo~~:~:YVi~~ :cei~e.d from the In thiS document are those of th r oplOions stated J represent the Official position or peOI~~~~o~~ ~hnedNdOt' not n,ec~ssariIY ustlce. a 10";dl nstltute of =r~~~~s~; to reproduce this.;;ell~dgllted material has been Public Domain/LEAA u.s. Dept. of Justice to the National Criminal Justice Reference Service (NCJRS)~ further reproduction outside f th N sion of the r~h' ~ 0 e CJRS system requires perm is- --"'l~wner. FINAL REPORT PEOPLE PROJECT (' A. (' Elderly/Youth Liaison · Coordinator Municipal Services SUPPORT UNIT · Crime Analyst • Data Collector/Evaluator · Clerical Support Aides Administrative Structure The Project Director was responsible for overall project administration and coordination. Duties included: ensuring that the overall goals and objectives of the project were met, making policy decisions and gua7antee that ~ll agency . programs and activities were approprlately coordlnated. The Program Manager was responsible for supervision of the Support Unit, development and maintenance of the master file, organizing an office resource center, an.d other support related tasks. 1. Li~i~on Staff Respon~ibiliti~s 2. 3. Primary responsibility for the day-to-day liaison between OCCP and all participating agencies.w~s assigned to the liai.son staff 7 The thre7 llalson oersonnel superviseo program lmplementatlon, pro­ ~ided technical assistance to on-going progra~s, and conducted monitoring of project progress ln their respective program areas. Coordinator Munici£al Se~vices --------- Primary responsibility focused on coordinating crime pr~vention activities of selected governmental age~­ cies to ensure compliance with the program strategles, assist in the public awareness component of the pro­ ject and develop crime prevention tr~ining programs directed at local governmental agencles. Data Collector/Evaluator ------------ The Data Collector/Evaluator was responsible for establishing a pro~ect data ?olle?tio~ system, for collecting, analyzlng, and dlss~mlnatlng data,and for periodically evaluating proJect generated data information to determine the effectiveness of current project strategies. 4. frime ~~lx.st The Crime Analyst served as the main l~nk betwee~ the project and the Poli?e Departmen~ls,crlme ~nalysls, '_ activi ties. Duties lncluded asslstlng proJec~ adml~l strators in the analysis of all available pollce crlme I I I .1 j :j 'I ;1 ;1 :1 '1 II i!' I " n :) ;1 i ~ ~ I l 11 ~ I ~ 11 ~ ~ f ~ II 1\ l't h \ t 1', U 1_5 ~ 1 ( j I 1 ~ 1 I 1 r \ I I. ( B. " inc:it'dent data and the development of crime pre­ vention strategies on the basis of those analysis. Staff Training 1. Crime ~rev~ntion_T~ainin~ With a program as comprehensive as the PEOPLE Pro­ ject, training of staff in crime prevention philoso­ phy and techniques was of vital importance to the successful implementation of the project. It had been determined that the Texas Crime Prevention Institute offered the best crime prevention train­ ing. All staff, with the exception of the crime analyst, attended a forty-hour session. The Coor­ dinator of Municipal Services participated in the administrati ve course developed for supe'rvisory personnel. The basic course covered fundamental concepts and techniques of crime prevention with an emphasis on the practical application f This forty (40) hour course highlighted such areas as home and business property, community crime pre­ vention implementation, and other relevant infor­ mation. 2. Special Trai~ing_-_North~astern univer~i!y Both the Data Collector/Evaluator and Business/ Professional Liaison received specialized training in specific areas of criminal justice. The Data Collector/Evaluator attended a forty (40) hour course in crime analysis. Specific techniques of analyzing both criminal and non-criminal data were taught. The Business/Professional Liaison attended a forty (40) hour course in Criminal Justice Management. Course curriculum included specific management techniques, planning, budgeting, and methods of dealing with city government. Both programs were well received by OCCP staff members. 3. Arson Awa~ _11ess -------- A special training session was conducted by the New Haven Department of Fire Service far staff of OCCP. The session consisted of a four (4) hour program aimed at informing OCCP staff of the various arson programs functioning within the city. Also a basic overview of community arson prevention tech­ niques and general arson prevention techniques was presented. A program sponsored by the New Haven Department of Police Service and Connecticut State Police was developed for security practiuioners and law enforce- 3 -":....- ( ( ment personnel. Participants were taught how to recognize a'bomb and proper procedures to follow when one is located. Also, participants were instructGd in ways to react to a hostage situation. Liaison staff attended this one­ day program and felt it was beneficial. C. Problems Addressed Like any major urban center, the City of New Haven has been plaqued by various crime problems. In recent years, the New Haven Police Department and Municipal Leaders have organized specific anti-crime measures to combat this situation. Many programs were implemented in an attempt to pro-actively address these crime problems. Programs such as the New Haven Police ~rime Prevention Services and Victim Services Unit were implemented in an effort to reduce crime. However, it was decided that a more effective community­ wide crime prevention effort was necessary to adequately address New Haven's crime situation. Fragmentation and duplication of effort was present and the quality of ser­ vices delivered were adversely affected. The Office of Community Crime Prevention represented a toual comprehensive and coordinated community-wide crime preven­ tion effort. Listed below are the problems addressed in the effort to deliver a planned and comprehensive crime preven­ tion service to the citizens of New Haven. 1. The need to increase public participation in cri~e re­ duction programs concerning local criminal justice im­ provement activities. 2. To direct crime prevention work at specific types of crime and in specific sections of the city and with different strategies and programs deemed appropriate. 3. To remove fragmentation and duplication of effort in terms of producing crime prevention services. 4. The need to mobilize citizens in a total comprehensive and coordinated community-wide crime prevention effort. 5. Lack of public kno\.'lledge about crime and an equal lack of active public involvement in general crime preven­ tion activities. D. Goals and Measurable Objectives The Office of Community Crime Prevention represented a coor­ dinated and collaborative effort between local government, public and private agencies of New Haven in developing a comprehensive community-wide approach addressing the reduc- 4 I 1 ; I 1 \ r r I [1 J I' tl ~ 1\ 11 U f' [I d I \ ~ , , tion of crime in their community. It was a coordinated ~pproach interfacing both public and private organization l.n a non- fragmented manner. . The project was divided into four major component parts that,when functi?n~l,provided the community-at-large with the l.ncreased ab1.l1.t1.es to organize crime prevention pro­ grams effectively. This resulted in an increased level of active citizen participation throughout the city. vol­ ~nte~rs were trained and organized a grass roots effort to l.nst1.tute prevention activities city-wide. The specific goals and measurable objectives of the New Haven Office of Community Crime Prevention are listed below: 1. Goals a) The development of centralized mechanism for the planning, coordination, and implementation of public and private crime prevention services throughout the City of New Haven. b) E~anced capabilities of local, public, and p~1.vate community-based agencies and organiza­ t1.ons to undertake a broad-based multi-discipli- nary crime prevention planning effort. - ·c) Enhanced capabilities of public and private community-based agencies to provide crime pre­ vention activities and programs. 2. Obiect!.v~s To effectively address the goals of the P.E.O.P.L.E. gran~, ,the ~ew ~aven Office of Crime Prevention recognized s~ec1.f1.c ob]ect1.ves th~t must be addressed. These objec­ t1.ves have been determ1.ned to be consistent with each goal and serve as a vehicle to accomplish each goal. a-I) Implementation of a formal crime prevention c~uncil which will serve as the project super­ V1.sory board and schedule monthly meetings to be housed at the Office of Crime Prevention. a-2) Increased i.mteraction bebleen public and private agencies and organizations who are conducting crime prevention activities bv establishing sub-committees and schedule­ meetings at OCCP through the seventh quarter on an as needed basis. b-~) Increased detail and availability of relevant crime analysis information by developing and implementing collection of crime prevention and crime analysis data to be operational during third quarter. .5 ~--- ( ( }j- 2) b-3) c-l) --~-~~--- Identification, collection, and analysis of non-criminal data by collecting data and pre­ paring a six-month review of data base by third quarter and continue through an on­ going process. Increased utilization of integrated criminal justice and non-criminal justice data in plan­ ning and operations by incorporating data base into project planning meetings for both staff and circle planning meetings commencing the second quarter. Increase in the level of public awareness of crime prevention activities by conducting meet­ ings b~tween agency personnel and OCCP staff and implement crime prevention programs for each agency. Distribution of OCCP newsletter and organize a crime prevention clearinghouse. c-2) Increase in the allocation of ageDcy resources to crime prevention activities by holding meet­ ings betw~en technical assistance teams and public safety agencies on bi-weekly basis. Also develop programs with public utility companies in an effort to increase information reported to police. c-3) c-4) d-l) d-2) Increase in the number of personnel trained in crime prevention by identifying communitY,lead­ ers and conducting workshops and other cr1me prevention training sessions. Also, includi~g public safety personnel, volunteers and publ1c utility personnel completed by sixth quarter. Increase in the utilization of volunteers in the delivery of crime prevention services by initiating a volunteer recruitment campaign during the second and third quarters. Increase in the availability and comprehensive­ ness of information concerning citizen involve­ ment in crime prevention by developing an office logo, preparing and distributina literature, holding regular group meetings, and preparing program brochures as needed. Increase in the number of workshops and seminars educating the public in crime prevention strate­ gies by conducting training for gove:nment, com­ munity leaders, and business/profess10nal persons by the fourth quarter. d-3) Increase in the nurr~er of public and private agencies/organizations personnel trained in the philosophy and techniques of community crime 6 ~- 1\ \1 II 1\ 1\ ! I , , 1\ I i I' 11 , ! l ! r 1 lJ II. ----~ -~ ~- ------------~~-~--- prevention programming be developing a program involving said agencies by fourth quarter. d-4) Increase the number of citizens and governmental agencies actively participating in criminal op­ portunity reduction activities and programs relative to the target crimes by implementing a crime reporting measure and arson reduction efforts by the end of the fourth quarter. d-S) Increase the number of young people and elderly people actively involved in crime prevention programs and activities by developing and con­ ducting at least training for elderly and im­ plementing a bicycle s.afety program for youth by the fifth quarter. SU!~RY OF MAJOR ACTIVITIES The Office of Community Crime Prevention has conducted and parti­ cipated in a variety of crime prevention programs. These endeavors or activities were offered in the form of programs, meetings, tech­ nical assistance, and open houses. A.. Initial Planning and Project Management 1. Imnlementation Schedule Developed -.:;...-------------=--- In order to reach the entire New Haven community, a structured implementation plan was organized and time lines developed to implement program activities. Each staff person received a copy of the implementation schedule and used it as a planning instrument \vhen organizing their work plan. Schedules were prepared and dispersed quarterly. 2. !aEget_Are~s_S~lected As part of the implementation plan for the PEOPLE project, the concept of establishing target areas which vlOuld deal with crime specific prevention programs was developed. Detailed crime analysis was prepared by staff personnel and submitted to the project Advisory Council for input. After review­ ing the crime analysis and demographics information concerning the makeup of the City of New Haven's 13 neighborhoods, three specific areas were tar­ geted for initial project activities. a) The first area chosen was a section of the ci ty knoTtln as the rrJestville Village area. This area consists of the villaqe type commercial area within ani1fflueht neigh­ borhood. Area residents for some time have ... 7 ( 4. 5. ( 6. ( The project served as a compreh~nsive cri~e pre­ vention effort in terms of serv1~es ?r~an1z~d city-wide. Programming e~forts 1n ~1~1c/ne1gh­ borhood, business/profess10nal, mun1c1pal, and youth/elderly were organized= These prcg:ams were implemented in all sect10ns of the C1ty and served all racial and ethnic climates. For example, our youth/elderly liaison worke: ~et with all Senior Center Program workers. Ind1v1- dual crime nrevention seminars were organized for specific ce~ters. Youth programming was developed within our school system and a Halloween party co­ sponsored with McDonald's restauran~ reached over 1,200 youths. Attachment #8 summar1zes,program activity and illustrates the comp:ehens1ve pro­ gramming that took place, categor1cal areas, and number of participants. De~o~raphi£ In!ormation New Haven is characteristically a commercial, manufacturing, and educational city with Yale University as its cultered center. The total resident, non-transient population of New Haven is 150 389. Of this total, 137,707 have per­ manent'residences in the city and 120,582 are resident students at~ending anyone of the four institutions of higher learning within the C~ty of the more than 137,000 people who ma~e the:r permanent residence in New Haven. It 1S est1~ated that approximately 26.3% are Black and 3.~% H1S­ panic. Progra~ming efforts have been ass1gned, to reach all racial and ethnic groups of the C1ty. Meetin~s_Sched~l~d In order to effectively determine specific program activities office staff scheduled and attended a multitude ~f meetings. These planning meetin~s concentrated in the areas of business/pr?f~ss10nal, civic, neighborhood, elderly, youth, m~n1c1pa~, media, state, special committees, ,spec1al proJects, operational, and others. Our ava1lable data con­ cerning the number of meetings and persons atten­ ding reflects the period of June 1980 through June 1981. During this period staff attended 320 meetings and persons participating totalled 10,927. 12 ""1 I I I I I I I 'j 'j1 t· , , ~ I i ! 1''" { \ t l·~ j J , I I ! I i I I I f t I I I I I I I I I 7. Committee Review -------- ~other major activi~y was to structure working com­ m1ttees th~t had ass1gned specific tasks as related to the proJect goals and objectives. Membership was selected bas~d ?n each persons' individual expertise and ot~ers w1ll1ngness to be both an efficient and effect1ve me~hod of completing tasks. Co~ittees were task-or1ented and functioned with a mrulagement by objective planning process. Listed belm.; are the most major committees developed. a) Mass Media A major task undertaken by the OCCP was in­ creased community awareness of crime pre­ vent~on ser~ices. In order to provide for a maJo~ medxa effort, a sub-committee of the cr:me prevention council was fonned to deal W1th med~a activi~ies. The major news­ paper along w1th telev1sion and radio stations ~ere represented on this committee. A priority 1t~m was to e:r:su.re that community awareness of cr1me prevent10n activities and programs fil­ tered down to the grass roots level. One method used in obtaining these activities was the,publication of.a city-wide newsletter along w1th a regularly aired public.service announcement on both the local television and ra~io stations., In addition, a series of art1cles were i.vr1 tten in the major daily newspapers. Because of the executive mana­ gem~n~ :epresentation on the committee, the act1v1t1es of the sub-committee were very successf~l. Attachment number 9 lists' the membersh1p of the sub-committee. b) Curriculum In ord~r to ade~uately address the specific mechan1cs of ne1ghborhood organizing media proc~dures, a crime specific activity sub­ comm1ttee was formed to prepare a standard comm~nity training curriculum. The sub­ comm1ttee standard curriculum did much to ensure con~ormity and efficient delivery of the bas1c crime prevention training program. Attachment number 10 reflects the membership of this sub-committee. c) Police/Community Workshop This was another ad hoc committee develoned to research the feasibility of organizing a police/community workshop. Members of the community were charged with the responsibi­ lity of assessing the need, identifying ( ( ( ~~ -- -~-~-- ~----r---- ----__ _ d) e) f) g) participants, program agenda, potential guest, and all other logistical infor­ mation. Attachment number 11 lists mem­ bership. state-wide Workshop Committee The liaison staff of OCCP had been approch­ ed bv the National Council on Crime and Deli~quency to serve on a planning committee for a state-wide crime prevention workshop. It will be sponsored and coordinated by the Insurance Information Institute. OCCP pro­ vided a general layout and strategy based on a plan that had been previously held in New Haven. purpose of the workshop is to encourage citizen participation at all levels in crime prevention activities. Attachment number 12 indicates the general membership. Joggers and Safety A special committee which coupled both muni­ cipal employees and private enterprise was developed to structure this progra~. A crime prevention program which uti_ized joggers and hikers was implemented to re­ duce suspicious and criminal activity in city parks. Committee members selected a jogging trail, patrol schedule, and other program logistics. Attachment number 13 illustrates the membership. School Violence and Vandalism A school violence and vandalism committee was formed to plan a state-wide workshop in school violence and vandalism for both edu­ cators and law enforcement representatives. The workshop addressed the issues of school violence and methods of alleviating the problem. Attendance totalled over 125 for this three-day workshop. Attachment number 14 indicates the committee membership. Youth Activities This office has participated in both the second and third annucfl youth rodeos with the New Haven Police I;'epartment. Committee responsibilities included recruitm~n~, fund raising, program development, prov~d~ng r~­ freshments, and other program related dut~es. Over 75 youngsters attended the rodeo. Attach­ ment number 15 depicts the membership. 14 ''< f j "I I I J ,j ~ 1 i ! i I I I ! I I I I 1 , I , t t t r III. ) ~1AJOR TASKS AND SERVICES PERFORMED A. Program Management Initially, the P.E.O.P.L.E. project (Office of Community Crime Prevention) was administered by the Human Resources Administration of the City of New Haven. In order to facilitate the administration of this grant, supervision was then changed to the New Haven Deoartment'of Police Service, under the guidance of the Director of Planning and Personnel. The Senior Regional Planner of the South Central Criminal Justice Supervisory Board was assigned to serve as the technical advisor and supervisor on a day-to-day b2sis for the Office of Community Crime Pre­ vention. Both the Operations and Support Unit, as well as office supervisory staff, met with the Senior Planner on a regular basis to discuss project goals, strategies, and concerns. The Senior Planner made his staff availa­ ble for technical assistance to the Office of Community Crime Prevention (OCCP). Office, staff, and program management was supervised by the Director or the Acting Director of the project. B. Operational Unit The Operational Unit consisted of the Civic/Neighborhood Liaison, Youth/Elderly Liaison, Business/Professional Liaison, and later in the project the Municioal Services Coordinator, under the supervision of the Director of the office. All programs and activities were planned, organi­ zed, and implemented by the Operational Unit. The project as a whole, as well as each separate program, was approached with public awareness, education, and action (PEA) in mind. The Operational Unit used a team approach in most instances to develop comprehensive pro­ gramming. Usually every activity had some cross-over in terms of the target community and could not be isolated. For example, the block watch program involved youth, elderly, neighborhood, business, and professional groups as well as city agencies. Therefore, input from the entire Operational Unit proved necessary and a team ap­ proach to planning was valuable. The concept of the team was expanded to include representatives of other cooperating agencies on a regular basis (ie: Fire Department, Police Department, SCCJSB). C. Programs The P.E.O.P.L.E. Relay program trained over 700 employees of four major utility companies, the U.S. Postal Service, a taxi company, and three municipal agencies, in a system or ~ethod of "relayingll suspicious or criminal activities to the police, as they may be observed during ( ( - ----~-~-- the working day. Employees of the above men­ tioned companies were targeted for this pro­ gram because their jobs keep them out on the city streets, traveling through all neighbor­ hoods. P . E •. 0. P • L. E. Relay increased the awarenes s of all participants in the use of the 911 em~rgency number, the function of the Pollce Department, the importance of reporting emergencies and crime, and how to describe a suspect. The Police and Fire Departments noted that-as a result of this training several relay calls were made. Training for P.E.O.P.L.E. relay was done in 20 to 30 minute" sessions at the central wOIk site of the participants, on a schedule convenient to the agency or company. Training consisted of an explanation of the program, '.a five minute slide presentation depicting examples of relay calls, a discussion on how to describe a sus­ pect and how to report an incident. The participants in this training program respon­ ded favorably. There was not one voiced objec­ tion to the program ~resentation. The three liaison staff members conducting the training were received with enthusiasm. An attempt to continue the use of the reporting system is being made by posting open letters of thanks and encouragement to continue to make relay calls. The portion of the general community that is aware of the program, especiallY block watch members, have-voiced an appreciation of the P.E.O.P.L.E. relay system as an added boost to their own crime prevention efforts. Utility companies are also now a\l7are that a joint effort with the neighborhood block watches may aid in the safety and security of their employees and equipment. 2. New ga~e~ Bl£ck Wa!ch ProgEa~ From the inception of this project, the liaison staff of the OCCP has worked closely with the New Haven Poli.ce Department Crime Prevention Unit on the block watch program. The OCCP pro­ vided a 'structure to the developing of forming block watches by the use of printed materials and by developing a logical sequence and criteria for formation of a registered block watch. The OCCP also publicized the benefits of the block watch program through the public awareness campaign. 16 I I , I ~ Ii I I' Ii ~ ,l The OCCP provided training to the members of the Police Department Crime Prevention Unit. The Crime Prevention Unit had the major respon­ sibility of forming the block watches, however, when the demand began to increase the liaison staff of OCCP formed new block watches and provided technical assistance to on-going ones. In many instances, the public preferred to work with civilians rather than the Police De­ partment. From 1980 to the present, the num­ ber of block watches has tripled. There are now over 200 registered block watches in New Haven. 3. Ci!y=wid~ Bl£ck Wa!ch ~ssoci~tion As a result of the increasing number of block \l7atches being organized, it became necessary to structure some sort of frame\.vork for their main­ tenance and a forum for their sharing of ideas and problems. The process of building a volun­ teer city-wide organization of block watches began in September of 1980. In a cooperative effort the OCCP and Crime Prevention Unit of the Police Department divided the city into eight sectors bas_J. on geographic location and density of block watches. Sector leaders were chosen by the block watch members and representatives \l7ere appointed to meet on a monthly basis for sharing of ideas, problems, and successes concerning the prevention of crime in their neighborhoods. From this a much more strucutred organization developed. The city-wide Block Watch Association elected officers and a Board of Directors and became a incorporated, non-profit agency. Committees to deal with crime related issues have been organi­ zed and a monthly ne\17sletter is published. Ed­ ucational crime prevention programs are offered to block watch members, now over 7,000 strong, and experts are invited to speak on pertinent issues. The BWA is working closely with the Police Depart­ ment and building a stronger relationship between City agencies and the neighborhoods. The city-wide Block Watch Association has been active in helping the Police Department set up a neighborhood patrol program. In addition, .they are working with the Fire Department to bring arson awareness programs to the community, following court cases through the judicial system, and lobbying for legislation. They have helped in specific projects such as Bicycle Safety and Theft Prevention, and the safe Halloween Program for children. All in all, the volunteer city-wide Block Watch Association has become an active communication network and are now the leaders in the community crime prevention effort. 17 ( - - --- .~- --~ -- - ~----.----------------- 10. 11. 12. The presentations were directed at the senior citizens and their safety. Topics such as flim flam, residential security, personal security, and personal awareness were stressed. A~ a r~-, sult of these training sessions, the sen10r c1t1zens exPressed less fear about po~ential ext~rti~n of their personal savings. Obv10usly, the1r b1ggest fear was oersonal safety and a pattern has begun to emerge wh~re we can see more of them going out to­ gether in groups and taking more precautionary measures to avoid assault. Exhibits Throughout the grant pe:iod, ~e OCCP.h~s ,been invited to participate 1n var10US exh1b1t10ns ~en­ tered around general community awarenes~ of cr1me prevention techniques and services. Pr~nte~ mater­ ials were distributed and in many cases aud10 visual materials were used. At least one staff member was available to tend the OCCP exhibits. New Haven Home Show (Annual) -------------- OCCP participated in two (2) annual ~ome Shows ~t the New Haven coliseum. The NHPD Cr1me Prevent10n Unit extended an invitation to the staff to join with them in a major crime prevention exhibit. A display was prepared, as well as utilization of the crime prevention van, to demon~trate the ~ost D.seful and practical aspects of cr1me prevent10n. Locks, burglar alarms, residential security, business security, block watches, and personal safety were among the topics on display. The second year, we also included the ~FSB-~~'S "HOT CAR" demonstration (a program dea11ng w1·c.h the re- duction of car theft). The Horne Show is held for four (4) days and is open an average of ten (10) hours each day. An alter­ nating member of the OCCP staff along with a Crime Prevention Officer were on hand each day to operate the audio visual equipment and answer the questions for the several thousand people who came by each day. From each of these Home Shows, we received a large amount of requests for assistance in setting up block watches. We were also able to broaden our public awareness campaign. police Department Exhibit - Mall -------------- The New Haven Police Department planned a two-day exhibit of police services to be held in the Chapel Square Mall. The OCCP was asked to participate by 22 ) making information available on Community Crime Prevention. Li terat1.1re was available from OCCP on crime prevention programs and techniques. A staff person was also on. hand to answer questions from the public on crime prevention methods and use of hardware. The display consisted of a slide presentation on home security, samples of locks and other hardware. The exhibit was held in April. 13. National Victim - Witness Week 14. 15. --------------- In conjuction with the State's Victim-Witness ~rog:am',a program was designed to bring criminal Just1ce 1ssues and corresponding social service agencies to the public in order to create a greater awareness. OCCP was asked to become involved in the initial planning of the program and worked actively to promote the activities scheduled for the week. A traveling road show was sponsored by all of the participating programs a.nd agencies. The Crime Prevention Van was brought to a different section· of the city each day and displays were exhibited. The OCCP staff accompanied the van each daY and was available to answer questions and to demonstrate procedures (i.e. pinning windows, alarms, etc.). As a result of this week, there was a greater visi­ bility of crime prevention and an increase in re­ quests for the formation of block watches. There was also a better communication link between po­ tential victims and witnesses and the police department. The Greater New Haven Senior citizen Council sponsors a special events day each year on the New Haven Green. This office in conjuction with the NHPD Crime Preven­ tion Unit put up a presentation through the use of the Crime Prevention Van. The Mouth/Elderly Liaison, plus a Crime Prevention Officer, was made available to answer questions. This event helps bring those seniors who might ordinarilly not come into contact with the police or in particular crime prevention a little bit closer to a better control of their personal safety. Mall Merchants Association The Business/Professional Liaison coordinated and pre­ sented a series of workshops on loss prevention for the Chapel Square Mall Merchants Association. Methods of preventing shoplifting, credit card fraud, check fraud, and robbery were addressed in 3 seperate work­ shops. Audio visual materials were presented and busi­ ness security kits made available. Merchants that attended ranged from bank employees to clothing store 23 f"""- --" ___ -_- ( ( ( salespeople and managers. The workshops were pre­ sented through the cooperation of the Chapel Square Mall Security Department. More than 80 merchants benefited from this program. The New Haven Police Department Crime Prevention Unit was available to answer questions about laws pertaining to these crimes. After the first workshop, the OCCP was asked to return to conduct the other two. The Greater New Haven Chamber of Commerce Retail Asso­ ciation requested that they be allowed to take part in a workshop and their members were also invited to attend. 16. Publ~c_AwaEe£e~s_CamEaign As previously mentioned, the Operations Unit approached each program with public awareness, education, and a.ction in mind. Public awareness was also addressed as a seperate program through the guidance of a Media Sub-committee, the BusineSS/Professional Liaison de­ veloped an awareness campaign that utili·zed the local media mainly through free public service air time. Over 30 seperate crime prevention tips were broad­ casted countless times throughout the grant period on four radio· stations y appealing to various audiences. Two local television stations produced and aired at least four seperate crime prevention spots through- out the duration of the project. Bicycle Safety, theft prevention, and Business Registration were two specific programs aired. In addition, several C"l!ime prevention talk shows were broadcasted on various radio stations. Staff members participated in a two-hour live talk show at Radio Station WELI. The Business/Professional Liaison also wrote and distributed news releases and articles to t~e local print media. Over 40 articles appeared in at least four local publications. Specific programs such as block watch, bicycle theft prevention, Business, Registration, and Senior Citizen crime prevention were topics of newspaper articles. Brochures were developed for various programs and distributed at exhibits, through the mail and at special community tr~ining sessions. 17. 'l'ech£i.£al As.~i~t~n.£e The OCCP, by expanding crime prevention awareness and activities in New Haven became a resource for the greater New Haven area as well. As a result, technical assistance was sought from OCCP by other police departments in Connecticut and out of state. Technical assistance took the form of methods in community organizing, block watches, patrols, and a wide range of crime prevention techniques and programs. 24 [ I j t r r I i ! II h u ) Technical.a~sist~nce was ~rovided by the CiViC/Neigh­ borhood Llalson ln communlty organizing and block watches to the police departments of West Haven Guilford, Cheshire, Norwalk, and Harnden Connecticut as well as security departments of Yale'University Southe7n Connecticut State College, and South Cent~al commun~tY.C~llege. For example, the Civic Neigh­ borhooa Lla:son met with South Central Community College ~ollce md students living on and off cam­ pus to dlSCUSS specific crime problems and ways to address them. The Sp~~ngfiel~, Massachusetts Comprehensive Crime Preven~10n proJect sent representatives to the New Haven OCCP for assistance in setting up a community patrol program in Springfield. As a result of technical assistance we know that both the Guilford, Connecticut and Cheshire Conn­ ecticut Police Departments have stepped up their Block Watch activities. - Y~le Univers~ty Police Department was aided by d:rect OCCP lnvolvement in formation of their flr~t.block wa~ch and instruction in community or­ ganlzlng was glven to the Yale Crime Prevention Officer to continue this endeavor. 18. ~ducati0.!2 OCCP'~ technical assistance to other projects and agencles was expanded in many cases in the form of formalized educational programs. A program on "Crime :@revention, how it works, why it w07"ks, and how it benefits a police department" was glven by the CiviC/Neighborhood Liaison to the "in-service training" class of the Guilford Conn­ ecticut Police Department, at a request fo~ their Chief. With SCCJSB staff, the CiviC/Neighborhood Liaison also presented an eight hour course to the Cheshire Police Depa~tment Crime Prevention Unit and command officers. The w~r~shop add7"essed crime prevention methods and organlzlng technlques. A similar course was presen­ ted to the New Haven Police Department's recruit class. A m~re ext~n~ive course was given at the Municipal Pollce Tralnlng Center in Meriden, Connecticut. This l6-hour program was sponsored by Connecticut Law En­ f~r~emen~ Crime Prev~ntion Association (CLEPCA). The C1V1C/N~lghborho~d.Llaison presented community crime pre~entlon organlz7ng to 47 state and city police offlcers representlng over 20 communities. 25 .7:: L, ~--~--~-----'-~-~--~ ~~ ---- --~-~---------------- ~ ---~- -~--- { \ (~ The three liaison staff of OCCP served as guest in­ structors in a 40-hour basic crime prevention course also given at the Police Academy. Staff presented crime prevention history, theory, methods, and spe­ cific comprehensive programs to 40 s~a~e t~o~pers and sworn off~cers of all ranks from mun~c~pal~t~es throughout the state. Also address7d were methods of organizing a public awareness campa7gn. The O~CP. staff prepared audio visuals and pr~nted mater~als as well as a resource directory for the class. a) Other Agency Training A one-day program in community organi~ing was presented to N.E.O.N. (Norwalk Econom~c Oppor­ tunity Now, Inc.). The l~aison staff of OC~P provided forma~ training,to ~he staff of th~s communi ty serv~ces organ~z.at~on. The concept of crime prevention in general was present7d to this group of 15 field workers. Commun~ty organizing with special emphasis on,block watch formation was then presented ~n depth. This was accomplished by use of lecturing, role playing, and discussion. There was a positive response to this training. The Community ~abor Alliance (CLA), a New Haven based agency supporting community ~nvolve~ent primarily in the Hill an~,Newhallv~lle areas of the city requested ass~stance from OCCP , in community organizing techniques ~nd spec~-, fically block watch formation techn~ques: ,Th~s was provided by the CiviC/Neighborhood L~~~son in the form of a one-day workshop for the~r pro­ fessional staff. This has resulted in at,least five block watches started by CLA and the~r acceptance of the responsibility of maintaining them. Residents of a condominium in the Dwight area of New Haven expressed interest in the Operation Identification program and requested that the OCCP help them organize an Operation Identifica­ tion effort in t:heir building. Most <;>f the , residents are elderly and needed spec~al ass~s­ tance in this project. In a two-hour workshop, the liaison staff presented the basic concept of Operation Identification and demonstrated use of the engraver and inventory sheet. Those elderly residents that were able to use the,metal engraver were organized into a crew,to pro~~de that service to the rest of the res1dents ~n the c.tmdomin:ium. 26 ~ I i '1 '! I 'I j 19. b) Urban League The Urban League, a cOlrununity services agency located in New Haven, requested training from the liaison staff for a group of displaced homemakers. Since this was done in the early stages of the program, an orientation to the project itself was given. A good deal of time was spent on public awareness and then crime prevention in general. The methods and procedures were illustrated and there was a very energetic group discussion. Since many of these women lived in high crime areas, there was a great deal of interest in personal safety and residential safety as it pertains to their children. Neighb£rhood_SEe£ifi£ Progra~ One of the purposes of the P.E.O.P.L.E. grant was to provide funds, for lead neighborhood agencies to pro­ vide and promote crime prevention in their respective communities. The OCCP staff was involved in choosing the nine lead agencies through an RFP process. OCCP also provided techn:i:cal assistance and program moni­ toring services. The New Haven Boy's Club, Inc. was contacted as the sole source for this Neighborhood Specific Program. Expenditures were processed under the direct supervision and approval of the Boys~ Clubs, making it unnecessary for lead agencies to handle any funds directly. The three OCCP liaison staff met with the contact person of each contacted agency and determined what technical assistance and monitoring services were necessary. The OCCP put each neighborhood agency in contact with local BWA sector leaders so that a support system for community crime prevention programs could be established. (See attachment number 7 ). a) Childrens'Museum Tt~ Childrens Museum, located in New Haven, ha2 been a long and strong supporter of crime prevention. As one of the NSP contractors, they designed and assembled a crime prevention eXhibit, which is used as a traveling road show; designed to increase the awareness of potentially harmful situations and to enhance the children's ability to take prevention measures. Four modules comprised the exhi­ bit; property identification, personal safety, giving and getting help, and home security. Appropriate curriculum guides entitled "Crime Cruncher", were made available for follow-up ----.. -- -------- ~------- e) Business Brochure A four-page brochure describing the crime preven­ tion services and Fire Department services for business was printed. McGruff was dep~cted on, the cover as a symbol of crime prevent~on. Th~s brochure was disseminated at exhibits,. business meetings, and to business associations, and was part of the Business Security Kit. ' f) Arson Brochure A four-page brochure was developed w~~ the coop- -eration of the Fire Department descr~b~ng the - Arson Awareness program, what it is, and how , people can become involved. "McGruff" was aga~n used as the main graphic. The brochure also , included a message from the Fire Chief concern~ng community involvement in arson prevention. g) East Rock Park Safety Patrol A four-page brochure was, developed for the E~SP program to serve as both an awareness and tra~n­ ing manual. T.he basic concept of the patrol pro­ gram was described and specific ways to become involved were noted. The Women's Safety N7t'l,~ork program for East Rock is also noted. Bart~c~pa­ tion is encouraged by resident joggers, and in general every person who takes part in park activities. h) City-Wide Newsletter The OCCP developed a general crime prevention newsletter that was mailed to over 23,000 residences in New Haven with concentration in the neighborhood target areas. The newsletter in~luded an ~~plana~ tion of the OCCP, articles on cr~me prevent:o~ programs, a message f70m the M~yor ~nd spec~f~~ ways of getting more ~nvolved ~n cr~me prevent~on activities. A second newsletter was published updating crim7 orevention activities and was mailed to all soc~al ~ervice and public service agency directors. 32 " '<."1- ( I , , ) I j I I I " i ), ,I J q ,I j\ I q :1 tl )1 :i :i d ~ :1 11 I II , 1 ~ j) Ii ~ M " j , 'J. 1 I i I i I ~ ! 11 I \ I ~ n f\ 1 II r i Ii li ~ I I ~ IV. i) Block Watch Cards The OCCP arranged for printing of 3,000 cards, used as invitations to neighbors to join in a block watch meeting. Residents interested in starting block watches were given these cards to aid in their or­ ganizing attempts. Community people found these cards to be a great help to them in calling meetings and as notification of other events in their neigh­ borhood. j) Block Watch Association Newsletter The OCCP provided technical as-,sistance to the ci ty­ wide Block ~'1atch Association newsletter staff. Ar­ ticles were written by the Block Watch Association. Every month for the last four months, 1,500 news­ letters have been distributed to Block Watch Asso­ ciation members throuqh their sector leaders. Arti­ cles for the newsletter addressed current issues in criminal justice and local concerns. Specific crime prevention programs, ci ty-w'ide crime trends, concerns of block watch members, police department information, and a ca1endar of activities were also included. k) Tax Office Brochure Initial plans were formalized to develop a general brochure to introduce security, crime prevention~ and arson services to the citizenry. Twenty-five thousand brochures were to be distributed by mail within the city's tax notices. However, due to time constraints and logistical problems, the brochures were distributed through retail establishments rather t~an by mail. This publication was a very cost effective method of enhancing community aware­ ness concerning project activity. PROBLEMS ENCOUNTERED Most of the goals and objectives as stated in the grant application, were addressed and implemented without serious problems. Yet, a project of this magnitude and comprehensiveness did experience some programmatic and administrative difficulties. Listed below are the major problems encountered and the solutions undertaken to solve or avoid a reoccurence. A. ImplementationDelay In order to successfully begin implementation of the program, a strong administrative city component was needed. This component was originally in place prior to the grant award. However, circumstances developed shortly after the grant announcement which necessitated a shifting of the responsi­ bility for implementation of this program from one city agency to another. This was brought about due to the desire ,;;, ...... ;;;" =:;::;;:--~~ ~~~---~-.-- _._--- ( ( B. ( of the City of New Haven to place the management of the pro­ gram within an agency that had the capability of outreach efforts to all segments of the community. Once the lead agency was chosen (Office of the M-ayor, Human Resources Administration), initial planning for program administration was assigned to a steering committee. An initial implementation schedule was drawn up and financial bookkeeping procedures established. At this time, hmvever, New Haven was experiencing a possible change in its Chief Elected Official and Administrative Officers. Since this change can quite possibly alter the management of the pro­ gram, project implementation was delayed. A change of the City Administration did, in fact, come about and in order to provide for the proper orientation of the newly elected city officials, a decision was made to include this program as part of the transitional report. It was expressed that in order for the program to properly and effectively obtain its desired results and benefits, the Chief Executive of the City would have to take a strong role in program implementation. It was felt that to begin a program within a transitional period would do little to support the continuation of collaborative efforts between local government and the community. Based upon the circumstances above, the program experienced an initial five (5) month delay in the project implementation. The problem of implementation delay was addressed shortly after Mayor Biagio DiLieto assumed office. He immediately reaffirmed the city's commitment to the program and ordered that the necessary steps be taken to hire staff and begin full program implementation as soon as possible. Corres­ pondence was forwarded to LEAA reaffirming the city's com­ mitment to the PEOPLE Program. In order to provide for the complete attainment of the goals and objectives of the program, a grant extension was requested and approved by LEAA. Management Problems It became apparent that after a few months of implementation that problems were surfacing concerning the supervision of the program by tile Human Resources Administration (HRA). Al­ though the HRA did, in fact, have contact with the majority of neighborhood and human service programs within the city, the proper expertise concerning crime prevention techniques and activities was lacking. In order to provide for more exoertise and direct day-to-day supervision, the project was officially transfe.rred from the Human Resources Administration to the New Haven Department of Police Services' Planning Division. In addition, a contractual arrangement was provided 34 ~ II , 1 1 1 I t f r f i f I f. r I lJ 11 U - --- ---- -.-~ ---- C. D. between the PEOPLE Program and the South Central Criminal Justice Supervisory Board (the local Criminal Justice Plan­ ning Uni~ servicing New Haven). The CJSB Agency Director was appo~nted as,~e daY,to day supervisor having direct control over a&n1n~strat~on of the project and reporting to the Director of Planning and Personnel. Although L~e Project Director possessed expertise in com­ munity m~bilizat~on, administrative and managerial experience was lack~ng. Th~s resulted in an administrative void between project impleme~tc;.tion as containe;d in the grant application and ~at as env~s~oned b.y the ProJect Director. In order to allev~ate this problem, more control was placed with the Project Supervisors. This resulted in less managerial tasks for the f~rst Project Director. However, with the expertise and exper~ence of the supervisors, implementation staff and the project Steering Committee, project implementation ~as conduc~ed in a timely manner. Although some efficiency and effect~veness was lost due to the establishment of an addi­ tional administrative level, the project met its desired results and benefits. Most of the administrative and super­ vision problems were reduced with the appointment of an acting Project Director, which came about after the resignation of the original Project Director. Lack of Continuation Funding The program category under which the program was funded by LEAA was to be part of a three year funding cycle. Although the program was originally scheduled to be a.recipient of funds for a three year period, LEAA cutbacks resulted in the cancellation o~ the second and third year funding. Funds that were prov~ded for a one year period were expended over a 20 month period. Although this proved a hardship in initia­ ting new initiatives, the original funds were extended over the,2~ month pe7iod by requesting and receiving a budget rev~s~on and be~ng cost effective with expending program . funds., However, during the middle stages of the program, it was ev~dent that the New Haven community could quite possibly have been educated and mobilized and committed to a program that could not provide for the continuation of implementation programs. In order to combat this, a SUb-committee was esta­ blished t~ ~ec;.l with the sub~ect of continuation fUnding of staff a?t~v~t~es by use of c~ty general funds or other private foundat~on awards. The success of the SUb-committee was evi~e~t as the City of New Haven provided two general funded pos~t~on~ and,the New Haven Foundation one staff position for the cont~nuat~on of program activities after grant termination. Neighborhood Funds Funds were made available to neighborhoods to support actively grass roots programs. While the emphasis of each neiqhborhood varied as to the target crime, the overall framework for de­ livery was replicated city-wide. Since funding was for one year, time to properly conduct neighborhood activities was reduced considerably. 35 t #4 ~, In order to have neighborhood groups complete their tasks as delineated in the RFP, an in-house monitoring system was implemented. Each agency was required to submit and follow a specific time line in completing their tasks. oeep and the New Haven BOY's Club Administration closely monitored their ~ctivities in effort to ensure required activities were completed within the shortened time period. E. Community Crime Prevention Council The Community Crime Prevention Council was established under the guidelines of the project. It was designed to serve as the main umbrella and policy-making advisory body of the project. Comprised of a total membership of seventeen (17) representing all the various component parts of the project. Their specific responsibilities included: . . P JJ.anning kProblem Identification Resolution "Budget Review . Program Analysis and Revision It was anticipated that formation of the Council would faci­ litate active participation of all individual parties in the management of the project. In reality, input from the council was limited. Program mana­ gement came from SCCJSB technical advisors and the New Haven Department of Police Service - Director of Planning and Personnel. Overall direction from such a large governing body as the council was not practical. Council meetings did not stimulate input and it was also difficult to assemble such a large board for necessary monthly meetings (department heads, etc.). A more practical approach would be for a smaller council (10 members) to serve as the policy steering committee. Direct program supervision and technical assistance would be the responsibili ty of ,the New Haven Department of Police Services and the South Central Criminal Justice Supervisory Board. Budget Rev~ew, problem analysis, direct supervision would be the responsibility of the Program Supervisors with policy being set by the Steering Committee. This would provide for more involvement of the council concerning policy and program activity while not being overburdened with administrative tasks. It is also felt that the coucil should be made up of middle management level representatives rather than department heads to ensure active participation by all members. The closer the council works with grass roots representatives, the more successful implementation of project activ;i.ty vIill result. 36 r \ i I i ) F. Victimization Survey - Lack of Computer Time The,oecp implementation schedule required an initial victimi­ zat~on survey and conduct a follow-up survey. The survey was developed to assess public attitudes about crime and related matters and to dete~ine estim~tes of unreported crime •. Arran­ g7ments were made w~th Yale Un~versity to utilize their opera­ t~ons computer: A st7d7n~ intern was hired to coordinate com­ pute7 progr~ng act~v~t~es. The services of the intern . ter~nated pr~or to the program responses being tabulated. Lack of computer availability severly hampered efficient tally of results from the first survey. A manual computation orocess had ~o be cond~cted and a second survey was not possibl; due to t~me restra~nts. G. Spanish Programming J?NTA ~or Progressive Action, an agency designed to serve ~~span~cs, was selected as our lead agency in developing Span­ ~sh programs. The role of the lead agency was to assist in program ~evelopment,and provide tehcnical assistance in the tr~slat~on of Engl~sh and Spanish Crime Prevention material. The~r track record had previously been sound . Due to JUNTA'~ in-ho~se problems that surfaced after our lead agency select~on, th~s agency could not provide assistance ne~ess~ry t? complete previously planned Spanish activities. Th~s s~ t~at~on placed us behind in completing' our Spanish programm~ng tasks. As ~n alternati~e, ~e made arrangements with Connecticut Labor AII~ance to ass~st ~n Spanish programming and translation e~fort. Th7y proved h7 lpful in translating literature, but t~me res~ra~nts also h~ndered programming efforts. Overall, programm~ng efforts were organized in the Hispanic community but could have been greater if delays did not occur. H. Volunteer Recruitment As contained in the original grant application, activities ca~led for a major volunteer recruitment drive utilizing ne~g~borhood volunteers in the delivery of crime prevention se~v~ces. The re,sponsibili ty for initiating this recruitment dr~ve,was placed upon the first Project Director. As admini­ strat~ve problems surfaced, the Project Director was unable to devote the neces~ary time to a structured volunteer recruitment program. The maJor task for the Volunteers was to assist in conducting the victimization survey. However, due to the lack of volunteers, the progress of this survey was hindered greatly. In order to overcome the lack of a structured drive indivi­ dual staff members sought out and enrolled their ow~ volun­ t 7ers to work on specific components of the oroject. Coordina­ t~on of volunteers was then assigned to the iiaison staff 37 ;:4 ( ( F. During this educational process and after program commence­ ment, participants became more familiar with the entire criminal justice system. This learning process continued as their involvement increased in the day to day program activity. Meetings were held with civic, church, and community groups to explain the need for crime prevention activities and the importance of community involvement. By the distribution of a professionally printed newsletter to each household in New Haven, information was made avail­ ab}e on a periodic basis to each New Haven resident. In addition, mass mailings and group presentations were initia­ ted in order to focus autention on the new crime prevention activities doing implementation throughout the City. The result was an increased volunteer participation and request for crime prevention information programs. ~1ernbers have gained an insight to the police operations and now are aware of specific measures that can be implemented to correct their situation. The educational process now becomes operations in terms citizens knowing what corrective action to take. Co~~unity people are becoming pro-active in terms of their participation. No longer are groups responding after a problem arises. Community people have formed a budget· committee to express their views concerning police budgetary matters. This group has attended police budget hearing meetings to voice their support of specific programmatic funds. A meeting was organized with the City/Town Clerk requesting a presentation of the city budget process. These are citizens providing input into areas never done before. Presentations on crime prevention activities are now con­ ducted by the community themselves, which has had a suc­ cessful impact on recruiting additional community groups of the program activities. The Block Watch Association has become the vocal advocate of financial and programmatic support for the New Haven Department of Police Service Crime Prevention Unit. VI. PROJECT CONTINUATION A. Where do we go from here? 1. Staff Activities Most of the technical assistance services which were originally provided by the OCCP staff have been taken () over by the Crime Prevention Unit of the New Haven - Department of Police Service. Through the successful 42 1 i I I { 2. lobbying effort/of the Block Watch Ass " . of New Haven has Drovided f d f oc~at~on~ the Cl.ty , .I: -. un s or the retent~o f t commun~ty crime prevention staff rob .. n 0 'wo members have been ass'i ned t me ,ers. These staff and work specifically ~n a c~n~~e c~::-me prevention uni,t vity. Their main role' t nua ~on of program acti- ~so serve 1" the. community and the Crime Preventf~n ~~I~on ~etdeen the~r efforts and that of the C . ~ 0 .ate, t~nue to be well received by thr~me Preyent~on ,Un~t con- s~on of services and the contin~a~~~un~ty an~ an expan­ are being realized Through thi ~~ prev~ous program insti tutionali21.ati~n of the majo;i ~yOO~f ~nated effor~,. tI:e has come about. program act~v~t~es Co~~nitz GrouEs Ne~ Haven B~ock Watch Association has surfaced as the ma~n commun~ty group in a coordi t' f ' programs. They have petitioned ~d~~~c~i c~~me preyent~on ~~~o~:=;~~d s=a;~:_ for the organization. v~ec:n~~~'-~~~~~t tion, which provid ~e;r grant fro~ the ~ew Haven Founda­ specialist PI e or a full-t~me cr~me prevention apPli~ati~~ to ~~ss~~~ii~~~e~;~~~e~~idm;~~n~~~i;~a~;r coord~nat~on of their orogram activity Th ' recognized as th I'" . e group ~s wh' . e nuc eus for crime prevention activities bl~~~ !~~c~e~~;u~:~eloped and implemented by neighborhood B. The Future Through,the e~forts of the P.E.O.P.L.E. Pro'ec Pr~vent~on Un-:-t and the Block Watch Aisociafio~' o~~gD;f Crime cr~me prevent~on programs in the C't f ng a reality. With the institutional~z~t~onN~; Haven ~ave b~come component, crime prevention in New Haven will the ~~~n proJect expand and develop Tl·' . con ~nue to is that it has bec~me let~miortant aspec~ of this development community p a ru Y comprehens~ve coordinated - . .rogram. A partnership amongst all aspects f ~~~un~ ty ~s. truly a rea~i.~cy '\vi thin the City of New Ha~en s a ong w~th the cOIT~~tment of Cit Off' '1' . that community crime preventi01'l in Ne~ H ~c~a s ~~ll gu~rantee effort. ~ aven rema~ns a vlable 43 INTRODUCTION , The Program Evaluation for the P.E.O.P.L.E. Project is divided into four major areas. The first of these is the Evaluation Plan which consists of a list of goals, objectives, and measurement levels for each phase of the program. The second section is the Program Description which describes in more detail the specific goals of the project, the organizational structure, the evironment, arid some of the problems encountered in each of these areas. The last two sections are an analysis SECTION II of .the key events and a complete log of activities and intermediate results. ( PROGRAM EVALUATION 44 ( ( ---~------ EVALUATIO~1 PLA~l STATED GOALS J OBJECTIVES AND MEASUREMENT LEVELS I. THE DEVELOPMENT OF A CENTRALI ZED MECHANISM FOR THE PI,ANNIN~ I COORDINATION AND ~MPLEMENTATION OF PUBLIC AND PRIVATE CRIME PREVENTION SERVICES. A. Implementation of a formal Community Crime Prevention Council. TASK 1. Formulate Council 2. Develop Council By-Laws 3. Moniter Council's pro­ gress \ LEVEL OF MEASUREMENT 1.Does Council adequately repre­ sent sector variations in the community at large? 2.What are the functions of the· Council? At which level will Council interact with OCCP staff? 3.What has developed from Council/ staff interaction? What services were .rendered? B. Increased interaction between public and private agencies/ organizations conducting crime preventio~ activities. TASK 1. Hold Council Meetings 2. Hold Sub-Committee meet­ ings 3. Hold city-wide conference 4. Involve agencies/organiza­ tions in planning crime prevention strategies LEVEL OF MEASUREMENT I.How many meetings were held? What was the focus of the meet­ ings? What were the results? 2. Same as above. 3. Same as above. 4. What planning mechanisms are developed? What is its composition? How is compliance sought for decision pointS? 45 n II. ENHANCED CAPABILITIES OF LOCAL PUBLIC AND PRIVATE COMMUNITY­ BASED AGENCIES AND ORGANIZATIONS TO UNDERTAKE A BROAD-BASED MULTI-DISCIPLINARY CRIME PREVENTION PLANNING EFFORT. A. Increased detail and availability of relevant crime analysis information. TASK 1· Determine existing capa­ bility of crime analysis system. 2. Determine processes in­ volved in computerizing criminal justice data 3. Determine process to be used to make data availa­ ble. LEVEL OF ~illASUREMENT I.What is capability of the crime analysis system? 2.What is the origination point? What input coding processes are used? How is information accessed? 3.What are the instances of missing data? »4. Determine results of availa­ bility process 4.Who will receive information? How and when will information be distributed? ( ') B. Identification, collection and analysis of non-criminal justice' data. TASK 1. Prepare and conduct Victimization survey 2. Develop forms for collect­ ing program generated in­ formation 3. Analyze process involved in developing data system 4. Analyze data LEVEL OF MEASUREMENT I.How is survey prepared and Developed? ~~at are-the, needs for conducting the survey? How are they addressed? 2. What are the indicators that are relative to program re­ porting? 3. What are the significant stages in developing the system? 4. How does data compare to program strategies? To tar­ get areas? 46 r ---~-~~- -~---'~------------~~~- - --,--~---,--- QUANTIFIABLE OBJECTIVES INCREASE in the availability and comprehensiveness of information concerning(~citizen involvement in crime prevention. CITY l'lIDE 1. Prepare and distribute~. 50,00'0 program brochures. 2. Prepare and distribute 150 street signs. 3. Prepare and distribute 1,000 posters for two target crimes 4. Prepare and distribute ten billboards. 5. P:r.:epare and release a total' of 18 ne'wspaper spots. 6. Broadcast a total of 12 TV spots (2 live) • 7. Prepare and broadcast a total of 90 x'adio spots. NEIGHBORHOOD , -. 2. 3. Prepare and distribute mass mailin<,:rs, 4,000 per neighborhood. Prepare and distribute organizer kits for' community leaders, 50 per neighborhood. Prepare and distribute crime stopper kits, 2,000 per neighborhood. BUSINESS/PROFESSIONAL 1. Prepare and distribute crime prevention journal for business community (3,000). 2. Distribute business security kit (1,500). 51 'j 'I,,~·,J " r I , , I , I i ! I: i I I i I ~ I PROGRAM DESCRIPTION ( ( ". I. SUMHARY The City of New Haven received funding from the Law "Enforcement Assistance Administration (LEAA) for its comprehensive crime prevention program in August of 1979. The one year grant was for $300,000.00 Federal money with $33,000.00 local matching funds. The grant commonly kn~wn as People Engaged in Organized Participation in Law Enforcement (P.E.O.P.L.E.) began operating in February of 1980. During that same year, in October, an extension was sought and was granted by LEAA. The program would now operate until August of 1981. This report will cover the life of the program from February 1980 to August 1981. Evaluation content will emphasize process issues regarding the experience of planning and implementing the crime prevention project. Some issues concerning probable impact of the program will also be addressed. The program, operating as the Office of Community Crime Prevention (OCCP), began with favorable goals, designed to impact upon the existing crime problems within the city. Reduce the incidence of crimes against property and the person, with emphasis on the elderly and youth related crimes and Reduce the level of fear of crime 52 . -~~-- ---~ II !I ;ji ! ) Specific project goals were to: ---------------- Develo~ a centralized mechanism for planning, coordinating and implementing public and private crime prevention services throughout the city. Enhance the capabilities of local, public and private community based agencies, and organizations to undertake a broad based multi-disciplinary crime prevention planning effort. Enhance community awareness of and response to community based agencies to provide crime prevention services. Goal accomplishment was laid out in three phases: 1) public awareness, 2) education, 3) active participation. The crux of the final phase was that cowmunities would become independent, operationally, taking over responsibility for sustaining OCCP initiated programs. Consequently direct citizen participation was intended as a major objective, beginning with early planning stages, and for all levels of p~ogram activity. This was to be augmented by linkages for regular interaction between OCCP, various citizen groups, agencies and org~nizations. Resulting program activities were to be comprehensive; encompassing the city and/or specific "targeted" neigh­ borhoods as they were implemented. Key programs were to be developed that would be linked to OCCP's success. During the period of the grant numerous crime prevention programs were implemented. OCCP executed its role as "coordinating agency" providing the overall community with leadership, technical assistance, cr~me prevention programs ( ( ... ( ------ --~..-------- -- and direct services. Linkages were jelled with citizen groups, agencies and organizations who participated in the effort of reducing crime and fear within the city. For some of the programs, there is no way to tell whether they will impact the crime problem. The key event variables hav~ measurement levels that give early indication of success. For others, only the process of time will allow for a valid assessment of their impact, which at this point, is beyond the scope of this project. Whatever their ultimate impact on crime, these programs do show many innovations in crime prevention for the City of New Haven . 54 j . I ~ j ) II. ORGANIZATIONAL STRUCTURE AND STAFFING OCCP began operating under the administrative auspices of the City's Human Resource Administration (HRA) as the Mayor's Office of Community Crime Prevention. The project consisted of seven professional staff members who, subsequent­ ly, received additional training in the principals and practices of crime prevention. Staffing for the project included: Three Liaison personnel served as the main programmatic resources, providing on-going linkages to other agencies, organizations and the community at large. Each would work with subdivided groups from the overall community. These consisted of youth/elderly groups; business/professional groups and civic/neighborhood groups. The Crime Analyst - was housed in the Department of Police Services. As such, he would provide up to date crime data and statistics to the project. The Data Collector/Evaluator's - function was to provide an overall system for collecting, analyzing and disseminating non-crime data. Also, to periodically evaluate project generated information and program strategies. The Program Manager - was responsible for coordinating day to day activities of the program. The Program Director - was responsible for providing overall direction fo r the program. 55 ,.:;;;,;"",;:::, ;:::;;::;;---~~ .. -- ( ( III ENVIRONMENT New Haven has thirteen varied and distinctive neighborhoods. The total population of these communities is equal to 137,707 residents *2 Breakdown of the populations reveals that 73% are white~ 26% are black and 1% of the total are listed in the other category. Most of the neighborhoods are stable, as it is indicated that the majority of residents have lived in the same house for five years and over. The average family income in 1970 was $10.444. The median for education completed was 11.7 years. Out of the total of 48,893 housing units 46,741 were occupied. There was an average of 4.6 rooms per unit and 2.3 peple per household. The median value placed in each unit was $22,700.00. *3 As of 1979 the unemployment rate for New Haven was 6.3%. Like any major urban city in the country, the city of New Haven has experienced a chronic crime problem in recent years. There has been a continuing increase in the number of criminal incients throughout the city. City administrators and police had sought to relieve the pro­ blem as early as 1973 by participating in several LEAA State Action and Discretionary grant programs. Consequently, OCCP entered an environment whereas the foundation for crime prevention activity had been previously laid. *2 1970 Census *3 Department of Labor Development of the Crime Prevention Unit, NHDPS, 1973 symbo­ lized the police department~s recognition and awareness that police cannot fight crime alone; that cooperation of the public is necessary if any significant reduction in the crime rate was to be realized. A cooperative arrangement for communication between police and community groups had been established through many of CPC programs. Feedback indicates that the programs, especially block watches served as a means for communities to explore lssues of concern and problem solving. Also, they sometimes served as a forum for some communl'tl'es t ' o express antl-police attitudes. Block Watches popularity has continued to increase over the past several years. Other programs being instituted by CPU were operation ID, commercial and residential security surveys. The Anti-Crime Consortium, developed in 1978, had in place several programs, involving many neighborhoods within the city. These crime prevention programs ranged from youth counseling to outreach services for the elderly. Block watches and operation ID were also a part of the Consortium's programs. During the initial stage of the grant, OCCP began information exchanges with these existing crime prevention networks. The Community Service Division of the Department of Fire Service was also contacted for involvement. Interaction between these groups resulted in the establish~~nt of a mechanism for planning city-wide crime prevention activity. The Circle Team, as it was called, served to maintain the relationships that had been established with these agencies and well as to integrate program planning. 61 a4 ( ANALYSIS OF KEY EVENTS r --~ ~ --~~ -------- -- ---.-------_._----------- r LOGICAL SEQUENCE OF PROJECT LINKAGES KEY EVENTS AND ACTIVITIES D EVENTS ACTIVITIES START - Project Is Funded A - Council i.s implemented B - Staff is hired and trained C Liaison is developed with agencies/organizations D - Publio awareness/ Education E - Agency personnel/volunteers are trained F - Crime Analysis information technical assistance and resources are made available G - Planning/Coordinating Mechanisms are developed H - Programs are imple­ mented I - Increased surveillence through community participation in crime watch J - Increased reporting through community participation END - Opportunity for crime is reduced ( ( TABLE I GROUP Business/ Professional *Educational city Agencie~ Utilites .t-~edia State & Federal Neighborhood Groups TOTALS 2nd QUARTERLY COMPARISON OF AGENCY ORGANIZATION CONTACTS Nm mER OF CONTACTS PER QUARTER 3rd 4th 5th quarter quarter quarter quarter 36 44 30 31 0 5 11 5 14 18 29 27 3 0 8 12 12 8 17 12 - 3 0 6 2 43 30 28 20 III 105 129 109 6th quarter 4 3 7 2 2 1 15 34 . *Education contacts included in professional category during 1st quarter 67 ] Total 145 24 95 25 51 12 136 488 During the second and third quarters Business/Professional contacts were made at a greater frequency. It was at this time that OCCP was preparing the official newsletter for distribution and planning crime prevention seminars for commercial Gonsumption. During the fourth quarter these contacts decreased by 19%. This decrease reflects the shift in emphasis to other project acti­ vities. Likewise, the increase of contacts in the EDUCATION category during the third quarter reflect OCCP involvement in helping to plan and implement the School Violence and Vandalism Work­ shop. For the fourth quarter, planning for P.E.O.P.L.E. Relay caused an increase in the rate of contacts between OCCP, City Agencies and Utilities; increases of 40% and 100% respectively. This trend carries over to the fifth quarter, at which time imple­ mention of the program was underway. There is a sharp decline in contacts during the sixth quarter, as the progr~m became operational. Total contacts made between OCCP and Media groups reflect in­ volvement on a regular basis for the airing of public sevice announce­ ments, news. ,releases; ..:.:.£ and the coverage of special events. About 15% of overall contacts weJ::.e related to the creation of of public information. Contacts between OCCP and Neighborhood groups were heaviest during the second quarter and steadily declined through to the sixth quarter. The high rate here represents initial contacts made to neighborhood associations and mostly to block watch groups. The overall strategy of restructuring these groups is reflected in these statistics. The Block Watch Association emerged as an umbrella organization due to constant refinement of the program. As a result, the bulk of interaction was be­ tween the Executive Board and sector represenatives who then filtered information down to it's membership. ( , ( ( Technical assistance was still provide.d to individual block watches as needed, and especially if CPU at the Police depart­ ment could not respond. 69 ( ) D. Development of Planning and Coordinating Mechanisms ------------ ------------ At the heart 'of plann~·ng sub-program components for imple­ mentation was the Operations staff consisting of the youth/ Elderly, Business/Professional and Civic/Neighborhood liaisons. The Liaison team, as they were called was a positive innovation for the program. It allowed for the sharing of responsibility for overall goal accomplishment, which in turn expedited accomplishment in each of the liaisons respective areas, furthermore, the civic/neighborhood liaison, who was team leader, possessed considerable experience in small group organization and management. Ideas based on the broader goals of the program were developed within the confines of team. Tasks were individually formalized, based on the specific components to be developed. In order to maintain linkages established with groups providing crime prevention services, and to address the problem of fragmentation, a broader planning mechanism was developed. The Circle Planning Team included the three liaison, the municipal coordinator, fire and police community liaisons and one representative each from business, youth and elderly organizations outside of OCCP. within the team the elements of support advice and resources were found. Decision making was finalized by voting on the appropriate strategies once they were refined within the group. Final program components were subject to review by SCCJSB. Continuous meetings were arranged between liaison staff and SCCJSB for technical assistance and exchange of programmatic ideas. In house planning did not include the Support Unit. As such there was no mechanism that allowed planning and coordination of supportive elem~nts in accord with the needs of the sub­ programs. Consequently, voids existed in the programs that perhaps could have been eliminated. This became apparent following the implementation of the PEOPLE Relay Program. Although arrangements were made with administrative depart­ ment heads for collecting pro~ram generated data, there was -~ -------~~----- -,..--------- ( ( no clear cut previously planned procedure for doing so. After the fact planning was futile. Staff meetings for in house coordination were held on a very infrequent basis; four were held during the life of the grant. As a consequence, there was no bridge between Operations and Support. Operations proceeded to plan strategies. Subcommittee planning varied greatly from the ideas envisioned in the P.E.O.P.L.E. Grant proposal. Council representatives would head sub-committees as needed for regular input into program planning and implementation. The only sub-committee established according to mold was the Media Sub-Committee. The nature of media itself explains this exception; Their functioning is dependent upon the creation of events on which they rely to keep the public informed. The media sUb-committee contributed immensely to planning the public awareness campaign. Meetings were held as needed for sharing contacts and information exchange. Ad-hoc sub-committees developed within the Block Watch network were used to supplement over all planning of the sub-programs. Joint ventures between OC:P, CPU and other crime prevention groups involved OCCP as a part of their planning process. An example is the School Violence and Vandalism Prevention Planning committee. In conclusion, overall planning can be characterized as extensive. In house planning has been modest, but fruitful enough to produce positive results. 71 D,E. Public Awareness And Education" -------------- OCCP provided structured training to 1,404 participants. Over half (59%) was related to the implementation of specific program components; PEOPLE Relay Business Registration, PEOPLE on Patrol and East Rock Safety Patrol. 24% was provided for community/ neighborhood groups, 12% for Law Enforcement personnel and 5% went to other crime preY~mtion programs. In addition 17 workshops and seminars were held, whereas 806 participants received awareness information and education. Out of the total 136 evaluation forms were completed and returned from the following sessions: - Mall ~1erchant Seminar I-31 Cheshire Junior Women's Workshop - 9 - l'1unicipal Police Training Workshop - 35 - School Violence and Vandalism Prevention Workshop - 71 Workshops were presented at the frequency of about one per month durin~ the eighteen months of the grand period. Eleven of the ~vorkshops were presented to senior citizens. Each focused o~ flim-flam, extortion, personal and property security, with a combined response from 500 elderly participants. In addition the Youth/Elderly liaison was instrumental in coordin­ ating a grant proposal for funds that would provide locking devices and installation for the senior citizen. This process proved unfruitful, as the proposal idea was tabled. Community response to the ~1all Merchant seminar was slight, as 86 participants attended the three workshops. Approximately 250 retail merchants were invited to the first workshop which resulted in a total of 31 store managers, employees and store owners. These workshops focused on check and credit card fraud, shoplifting and employee pilferage. However, the problem was not with the training session, but with getting participation. The merchants were involved in the planning of the seminars. Letters were written to each 72 ... , -- p The overall strategy for citizen participation was to work within existing, organized citizen groups within each neighborhood. In addition OCCP would honor requests from individuals and groups who expressed interest in on-going prevention services. Consequently, the greatest success in stimulating citizen involvement has come in working with already established groups, ie block watches and agencies within the Anti-Crime Consortium. However, citizen mobilization depended heavily on liaison organizing efforts and public response to the program. During the initial stages of the grant OCCP joined with CPU in restructuring the Block watch system. At that time there were 128 block watches located throughout the city with a membership of 5,000 and 300 captains were surveyed to determine areas of interest for increased involvement. This culminated in the formation of three ad-hoc sUbcommittees. The community/police Workshop Committee was engaged in developing and organizing a city wide workshop to address the problem of crime from a community perspective. The Curriculum Sub-Commitcee was responsible for developing curriculum to be used in training members within the network, in order to assist CPU in the formation of new watches and to reinforce the ones that existed. The Block watch Association Planning Sub-Committee accomplished tasks that helped to formulate the association as a non-profit, incorporated organization committed to city wide crime prevention activity. As an umbrella organization, it had an Executive Board composed of sector representatives and Block Watch captains. In restructuring the organization, geographical boundaries were determined that made for nine sectors, encompassing all of the neighborhood'swi thin the City. 78 Furthermore new criteria was set forth to activate stagnant Block Watches and serve as a guide for establishing new ones. OCCP and CPU provided the necessary technical assistance for this approach. A portion of the Hill and Newhallville neighborhood, through planning, had been selected as geographical target areas. The strategy was to increase the number of Block Watches within Newhallville and to elicit a favorable response from existing organizations within the Hill in order to initiate crime prevention activity among the Hispanic residents. CPU worked to rejuvenate existing Block Watches within Newhallville in order to develop a functioning sector from that area. Citizen participation from the Hill depended on the establishment of inter-group and organizational linkages. As a result, crime prevention benefits received by this area has been slight. It was within a few months prior to the closing of the grant that the Upper Hill Project Area Committee sought involvement with cPU. The Block Watch program provided a starting point for involv­ ing "grass roots" citizenry in crime prevention activities. Furthermore these mini-groups were able to recruit their own membership. Block Watch members became the largest pool of volunteers who were willing to be active in crime prevention planning and implementation. They donated time and services over and beyond regular network activities. Members were used to do telephone interviews for the Victimization Survey; fund raising for the Bicycle Rodeo and to implement the massive Halloween Party sponsored by OCCP. During the life of OCCP Block Watch membership grew from 5,000 to well over 7, 000. While restructuring the organization, ,OCCP served as a guiding light in coordinating many of its activities; developing the monthly newsletter, providing management functions; patterning con~tructive use of the membership, etc. Many steps have been taken to lead the Block Watch Association to an inde­ pendent status, enabling them to continue crime prevention 78 ;:4 activities past the life of the OCCP grant. Because of its dependency, oeep has been reluctant to cut the umbiblical cord. Concern has been expressed as to whether the Association will be able to continue the mobilization of its membership without the help of a professional within the construct of the Block Watch Association. Additional funding sources have been sought in order to incorporate' this element into the Associa·ti.on. Traditionally, and through the organizing efforts of CPU, block watch groups have. been the primary network used to increase community surveillance. Members are trained in the process of observing and reporting suspicious behavior. with the increased availability of C:-ime Analysis information members are able to plan and focus their efforts to troubled areas within their respective neighborhoods. (see Table II). During 1980, as membership peaked, reporting of crime incidents increased 34% over 1979. A 20% increase for year ending 1981 is projected, based on the reporting trends over the previous two years. In addition, block watch members moved to augment their crime watch activity by requesting help in developing a citizen patrol group. The PEOPLE on Patrol program was established in Dwight neighborhood whereas citizens used citizeDB band radios to report suspicious activity to the patrol base. The base operator in turn relayed the information to the appropriate agency. As the prog!am was implemented in the latter stages of the grant no outcome data was available fDom the program. Aside from the Block Watch and PEOPLE on Patrol Programs, OCCP mOTTed to expand the issue of increasing community surveillence and reporting. The PEOPLE Relay Program focused on using employees of utilities, public works and post office mail carriers to report criminal activity observed within the community to police and fire departments. This would be done through the two-way radio system that already existed in the vehicles of most of the workers. Planning for the program began as early as September TABLE II REPORTED BLOCK WATCH CRIME TOTALS (Burglary, Larceny From Auto, Purse Snatch, Auto Theft, Vandalism) Sector 1979 1980 ~-villiam 722 908 Sam 154 126 Nora 316 383 Edward 28 212 TOTALS 1,220 1,629 1980 increased 34% over 1979 1st 7 mos. 1981 523 112 319 183 1,137 est .. 12 mos. 1981 900 200 550 300 1,950 1981 increased 20% over 1980 based 1981 yeaI end estimdte 80 " ---~-- 1980. The first step in implementing the program began in February 1981 when the first set of employees were trained. It was not until May that the program became operational as a total of 770 workers had received training. During the developmental stage of the program, arrangements were made with the Central Communication Division and the Emergency Communication System to assign the letter "P" to all calls frem the PEOPLE Relay network. This method would allow timely collection of data for monitoring the progress of the program, identify weaknesses and make necessary revisions. Time has been a serious constraint to the program, considering that crime surveillence activity was expanded to include or­ ganizations and citizens who previously had not been mobilized towards this type of activity. (Although it is known that taxi drivers report crime to some degree through their communication system, there has not been a stan~ardized procedure for doing so). Within the confines of the srant there has not been enough time for follow-up and revisions to make sure that the program was fully operational. Also, communication has been lacking between the chain of command within the Central Communication Division and those subordinate units who would record the PEOPLE Relay data. An attempt to collect information proved unfruitful as Quality Control and Record keeping units had never heard of the PECPLE Relay Program. OCCP failed to successfully coordinate these elements in planning the program. Once the program had been introduced to the appropri­ ate department heads, they were relied upon to disseminate information to the subordinating units. The East Rock Park Safety Program would also develop to increase surveillence. A cooperath~e arrangement was made with joggers and residents who lived adjacent to the park areas to report any suspicious activity, including personal injury to the appropriate agency. Residents would make available telephones for this purpose. Training was provided by OCCP and the program 81 l I I became operational in August 1981. Progress of the program has not been monitored due to lack of time. Conclusion In short, the goals of the OCCP program have been met with varying degrees of success. Time served as a major constraint as- sub-programs that moved to mobilize citizens beyond the existing network could not be nurtured to their maximum potential. Although the programs have taken root, institution­ alization now depends on the Block Watch Association and the cpu to the extent that they are capable of managing them. The impact of the program is recognized by the multiplier effect that it produced within the community. This is suggested by the level of participation from the various sectors. Some a~pects of the program did not function according to the prescribed plan. For those areas, I would su~gest the following: 1. The framework of the Council should be reconstructed and and changed in focus to a citizen oriented task force. 2. Comprehensive planning teams should have representatives from each program element agencies in oreer to fully implement the systems approach. 82 C"7. •• _;"',. __ -, ------.- -- -- r r 00 w ) \ 1. THE DEVLEOPHENT O'F A CENTRALI ZED HECHANISH FOR THE PLANNING COORDINATION AND n1PLm~ENTATION OF PUBLIC AND PRIVATE CRUtE PREVENTION SERVICES A. Implementation of a formal community crime prevention council ACTIVITIES 1. Appoint Council Members 2. Develop By-Laws 3. Monitor Council Progress MEASUREHENT LEVEL 1. Membership Variation 2. Stated function of couDC':il according to by-laws 3. Council/OCCP Interaction Minutes of Meetings RESULTS l~ Local government - 6 Civic/Neighborhood - 4 Business/Pro­ fessional/Labor State/Federal - 5 - 2 2. Provide overall guidelines - work closely with OCCP developing sub-committees as needed -Recommend programmatic re­ visions if necessary - Review and information dissemination 3. Initial communication linkage established· _ All program components' are pre- sented to council by OCCP staff - Planning and implementation ideas reviewed and approved - One sUb-committee> is formed Recommendations are made by council Programmatic revision not necessary '\ i : 1 , , * it Ii 1\ . _______ ~ __ " ____ ..,._ ........ ...,_=_<''''''~''''''_.''''' ..... ,,,..,,.,....,.._..=..._;;;._~_~_~'''=O=.''''.='*.''' •• ;l';>t>"==~~"4~~-""~~""- r r ( \ Ii .> B. Increased interaction between public and private agencies/organizations conducting crime prevention service. ACTIVITIES 1. Hold Council meetings MEASUREMENT LEVEL 1. Number of meetings A. Focus of meeting #1 February 6, 1981 B. Focus o£ meeting #2 March 18, 1980 C. Focus on meeting #3 April 8, 1980 RESULTS 1. Six (6) A.- Explanation of program monitoring by National Program Manager - Staff training addressed - Affirmation of commitment to OCCP by NHDPS and Anti­ Crime Consortium - Procedural process for advance notice of council meetings B.- Office location and staffing - Crime analysis: Target crimes and target neighborhoods LEAA Cluster meeting Introduction of council interest forms Recommendations from Council Maintain good public relations - Make available to council statistical information on violent crimes C.- National program director present to aS5~SS program linkages - Review of target areas . " , r co lJ1 ( ACTIVITIES Hold council ~eetings (cont'd) MEASUREMENT LEVEL D. Focus of meetings #3 (cont'd) E. Focus of meeting #4 June 10, 1980 <0 • ')\ RESULTS D.- Tentative implementation plan presented - OCCP staff presentation of respective areas of program - Plans for media sUb-committee addressed Recommendations from Council - Concentrate on neighborhood's own concept of crime problem - Keep council informed of scheduled events E.- Decision to'hire Municipal Coordinator approved - Change~over of Grant supervision - Process for conducting Public Opinion Victimization Survey Presentation by operations staff Phases of OCCP development Community involvement in planning and decision making - Concept of target areas redefined Tentative implementation plan presented OCCP staff presentation of respective areas of program - Plans for media ~ub-cornrnittee addressed :: C":'< au.., . r r co co <. ACTIVITIES 2. Hold Sub-Committee Meetings (cont'd) C. School violence and vandalism workshop Educational sub­ committee D. Bicycle Rodeo sub­ committee E. Curriculum sub­ committee MEASUREHENT LEVEL C. Number of meetings held Focus of meetings D. Number of meetings held Focus of meeting . E. Number of meetings held Focus of meetings ----------,.-.-.-~ RESULTS C. Three (3) logistical planning meetings held - Curriculum details - Location and site requirements - Ground Transportation - Registration procedures - Media publicity - Printed material distribution - Contacting speakers Workshop conducted D. Eight (8) meetings held - Logistics planning - Fund raising - Media pUblicity - Contacting participants 2nd and 3rd Annual Bicycle Rodeo Held E. One (1) meeting held - Assessing need for training - Developing training curriculum For members of block watch network Sub-committee disbanded. , I ! II --" .... -___ ""~" ... ~" .. ~~~.,...,..o_.._-.• '~M<==_~¢:'.~~__=_=-~y ........ _ = ~=_.~~~~ 11 r r (' ( ACTIVITIES 2. Hold Sub-Committee Meetings (cont'd) F. Block Watch ASSGC­ iation sub-committee G. State-wide crime prevention workshop subcommittee H. Neighborhood Living Elder~y subcommittee MEASUREMENT LEVEL F. Number of meetings -Focus of meetings G. Number of meetings -Focus of meetings H. Number of meetings -Focus of meetings RESULTS F. Three (3) planning meetings - Planning and organizing city-wide organization - Sector representation established - Member identification cards designed - By-laws are drafted - Problems to be addressed are determined - Officers elected Block Watch Association Formed G. Two meetings held Strategies for planning and developing workshop discussed Tentative schedule developed - Resources identified Participants identified - Tasks are identified - Time frame addressed Future Planning Meeting Scheduled H. Fifteen (15) meetings Background information~J' for crime prevention proposal for seniors gathered Drafting language of proposal initiated Proposal Postponed r r 1.0 o ACTIVITIES 3. Hold city wide con­ ference for all par­ ticipants 4. Involve agencies/ organizations in planning crime pre­ vention strategies MEASUREMENT LEVEL 3. Number of participants Focus of conference 4. Planning mechanism develop­ ed;composite representation A. How compliance is sought J RESULTS 3. Conference is not held 4. Circle Planning Team - Police Department CPU - Elderly-Sage Advocate - Youth- Boys' Club - Business/Professional Whalley Avenue Business/ Professional Association - Education Yale University Police - Fire Department - OCCP liaisons A.Ideas are generated - Information is shared ) - 1 - 1 - 1 - 1 - 1 - 2 - 4 - Information is scrutinized Concepts are developed Decisions are made - Decisions are finalized by voting Hethod, means of implementation determined - Responsibilities are allocated 1/ r r c. ( ) '\, .. -, ~ .,. ) B. Identification, Collection and Analysis of Non-Criminal Justice Oata TASK MEASUREMENT LEVEL RESULTS -------------r----------------------..------------------------ 1. Prepare and conduct Victimization Survey 1. How Survey is developed 1. Communication linkages were established with leading research­ ~rs, survey planners and sociolo~ ~gists . - Population characteristics are determined per thirteen neigh­ borhoods from census track information - Sampling, method, interval and means for conducting survey were determined A. Needs for conducting survey A: ,Personnel to conduct telephone interviews I B. How survey needs are addressed \) - Training format for interviewers - Access to space and telephones - Computer time and operator Supervision of interviewers B. Volunteers were recruited from agencies organizations, block watches and other sources Training format was developed and given to volunteers - OCCP office space and telephones were used - Computer time was granted from Yale Computer Center; student intern was recruited to operate computer - Volunteers were supervised by Data Collector and office assistant Victimization Survey Conducted r r ~\ . ! j . r ) C. Increased utilization of integrated criminal justice and non-criminal justice in plann~ng and operations ACTIVITIES 1. Develop format for reporting criminal justice data 2. Develop mechanism for dissemination criminal justice data 3. Develop format for reporting non-crimina1 justice data 4. Develop mechanism for disseminating non­ criminal justice data MEASUREMENT LEVEL 1. General make-up of format for reporting criminal justice dat~ 2. Description of mechanism used for dissemination criminal justice data 3. General make-up of format for reporting non-criminal justice data 4. Description of mechanism use to disseminate non-criminal justice date 1. Request for crime data form (OCCP-06) - Date, name of person requesting - Name of agency/organization - Type of information requested 2.lCrime analysis statistics as requested - Data period - Crime type: location Number of incidents computer printout for block watches - Block watch number, crime type - Date, day of week, hour - Street address: intersecting street 3. Request for non-crime data form (OCCP-07) Name of requesting agency organi­ zation - Date, name of person requesting ... Type of i,nforma tion requested 4. Analysis briefs Analysis of training - Demographic informacion .- Geog17aphical target area information· r ~ , I_~! ( ACTIVITIES 2. Develop forms for collecting program generated information ------ .----------~-----------------~-------------------------- MEASUREMENT LEVEL 2. Relative indicators used to monitor program generated ihformation ) RESULTS 2. Contacts made between OCCP and agencies/organizations/groups - How contacts were made - Who initiated contacts - Reason for contacts - Programmatic ar.ea addressed Participation betwwen OCCP and agencies/organizations/groups - Who participated . , , Type of agency/group/organization - Reason for participation - Activities and result of parti- cipation - Number in attendance Seminar workshop and training evaluation Organization/group/agency represented Reason for attending Previous crime prevention training - I\1easur.ement level of participants reaction to content and presenta­ tion of training Printed material distribution - Type of material handed or mailed out - Quantity ; I ---___ .. , .. ,.",.,.-=~tt~.:I!~I'~!~~T:'~ __ .,. __ • "'-_'''''P •• -...r''''''',..,.~,-~ ___ ~~_~~,,=-_~=.., ..... ,...,_.~.~,~,,~! ~,::;;-~._,,,,----,,,~~----~,------ r r ( B. Increase in the allocation of agency resource to crime prevention activities ACTIVITIES 1. Identify and locate agency/organizations 2. Develop liaison be­ tween OCCP and agencies/organization 3. Determine crime pre­ vention resource needs of local ~gen­ cies/organizations 4. Appoint members to technical assistance teams MEASUREMENT LEVEL RESULTS 1. Agencies that are identified 1. Block watch network 2. Linkages for communication A.Maintenance of linkages 3. How need assessment is carried out A. Resources that can be supplied 4. Team composition and specializations - Anti-crime consortium - Plus any other agency/organization requesting available services 2. Continous meetings are held with: A- Block watch captains - Block watch association sector representatives - Circle team members - Special project planners or sub- committees. 3. Based on perceived need of request= ing agency = . A- Program planning and coordination - Crime prevention training and education - Printed literature; audio visu~l equipment - Statistical information Organizing and managing skills Financial assistance to specific neighborhood groups - OCCP facilities for meetings 4. Programmatic response team is developed Civic/neighborhood liaison Youth/elderly liaison Business/Professional liaison Municipal coordinator - Police and Fire community liaison ! ! .. -.. - ....... -........... ~- _ .. ~-.-.-----ij ------ --~.~------- r r , I ( ACTIVITIES 5. Develop programs with public utilities MEASUREMENT LEVEL 5. Significant stages of development ) RESULTS 5. A. Concept of P~OPLE Relay is developed as subprogram to to involve public utilities B. Utility companies are contacted Telephone Company Water Company Gas Company D.r. Company C. Meetings are held with company administrators Crime prevention awareness information is presented Involvement is confirmed Participants are identified D. PEOPLE Relay program refined Film module for training is· developed Literature is d~signed and printed Oral presentation is developed E. Training is conducted Program is implemented F. Follow-up is conducted Continuation of program is encouraged :/ Jr Ii !I it " I! I " I , ,) r ) C. Increase in the number of personnel trained in crime preve,ntion I-' o o ACTIVITIES 1. Train O~CP staff at Texas Crime Pre­ vention Institute 2. Train all community leaders 3. Train agency/organi­ zation personnel II ~ 1 ,HEASUREMENT LEVEL 1. Focus of training -staff persons trained 2. Missing data 3. Name of ~gency/organization -Number trained RESULTS 1. Principals and practices of crime prevention (40 hour course) -Project director -Project manager -Data collector/evaluation -Youth/elderly liaison -Business/professional liaison -Civic/neighborhood liaison -Hunicipal coordinator 2. Missing data A. Law enforcement agencies New Haven Department of Police Services -14 recruits Guilford Police Department -21 officers Municipal Police Training Center -120 officers Cheshire Police Department -7 officers Waterbury Police Department -30 community people and officers Norwalk ,Police Department -10 officers \ \ ,\ . - .~-- -- --_.- - r r I--' a w ( ~. ..- ) D. Increase in the utilization of volunteers in the delivery of crime prevention services ACTIVITIES 1. Recruit volunteers 2. Train volunteers 3. Use volunteers to deliver crime prevention services o MEASUREMENT LEVEL 1. Number of volunteer re­ cruited 2. Type of training 3. Type of services delivered by volunteers RESULTS 1. Volunteers are recruited by members within block watch network. @ 7,000 have been recruited 2. Block watch captains and sector represenatives are trained in: -Crime prevention philosophy, methods and technique$ -Block watch formation -Operation identification -Proper reporting procedures -Process of problem identifi- cation and resolution -Volunteer recruitment 3. Neighborhood surveillence -Operation identification -Reporting suspicious behavior -Training block watch member -Implementing crime prevention strategies '~ r r I\r ENHANCED COMMUNITY A~.vARENESS OF, AND Rr~"?ONSE TO, COMMUNITY-BASED CRUm PREVENTI'"'''l '. ACTIVITIES "c.) ) a. Increase in the availability and comprehe~siveness of information concerning citizen involvement in crime prevention activitie~ ACTIVITIES 1. Hire media consul­ tant 2. Develop crime pre­ vention logo 3~ Conduct city-wide activities -Prepare and distri­ bute 50,000 program brochures -Prepare and distri­ bute 150 street signs -Prepare and distri­ bute 1,000 posters for two target crimes MEASUREMENT LEVEL l.-Decision to hire media consultant withdrawn 2.-Design of Logo 3. Type of city-wide acti­ vities -Number prepared and dis­ trihuted " " " " " II II II RESULTS 1. Media-student intern is re­ recruited -jvt.edia skills are combined with business/professional liaison and expertise of media sub­ committee 2. Logo is developed Newllaven Office of Community Crime . Prevention p.EJl.P.L.E 3. City-wide activities are con­ ducted -50,000+ program brochures are printed and distributed -150 se~eet signs prepared and distributed -1,000 posters are printed 100 are distributed I J{ ! r r I-' o U1 ( ACTIVITIES 3. Conduct city-wide activities (cont'd) -Prepare and distri­ bute 10 billboards -Prepare and release a total of 18 news­ paper spots -Broadcast a total of 12 TV spots (2 live) -Prepare and broad­ cast a total of 90 radio spots 4. Conduct neighbor­ hood activities -Prepare and distri­ bute mass mailings, 4,000 per neighbor­ hood -Prepare and distri­ bute organizer kits for community leaders 50 per neighborhood -Prepare and distri­ bute crime stopper kits, 2,000 per neighborhood MEASUREMENT LEVEL -Number prepared and dis­ tributed -Number prepared and re­ leased -Number broadcasted -Number prepared and broad­ casted 4. Type of neighborhood acti­ vities -Number prepared and distri­ buted -Number prepared and distri­ buted -Number prepared and distri­ buted ):=~:::;:r;:lt:t.:.;~,er..--7'-'~~~-""'-"-·--·~' ........ _.'u_~'~"' ..... _"' _____ «_"',~_. __ ==~~~~.1C".,_."r_ ,_;0....,' i\ ,~.,c~~~ (/ ~~. ,-,~\\ ) RESULTS -Cancelled due to cost -18+ newspaper spots released -@ 250 TV spots are broadcasted -@ 600 radio spots are broad­ casted 4. Neighborhood activities are conducted ··25, 000 agency newsletters are prepared and distributed -650 organizer kits are prepared and distributed -2,600 crime stopper kits are prepared and distributed r r , p I-' o 00 ( ACTIVITIES Conduct Workshops and Seminars (cont'd) D. Community Anti-Arson Workshop E. Community Police Workshop F. Cheshire Junior Women's Workshop MEASUREMENT LEVEL :'" Type of workshop -,,'Focus - Community Response ) RESULTS D. Arson and Fire Prevention - Myths abou't arson - Identifying fire hazards - Fire prevention strategies - 100 participants E. ~ostponed F. ,Residential, Security Methods of home and property security 9 participa'nts r r /0-, 1- (. ) C. Increase in the number of citizens and agencies participating in crime prevention activities. ACTIVITIES I. Plan and implement crime prevention programs Halloween party is held MEASUREMENT LEVEL Program strategy Significant stages of de­ velopment Mechanism for agency/organ­ ization participation Mechanism for citizen participation ;;::;-...::o~;;:t;~~~---____ ·~~~",= ... ~~",,~-= ..... ~t~~'"""-=<>=_"""""''''''''''''''''_''''''''''''-_'·_'~'''''~'~''''~.""~- ,----" . RESULTS I. To combat traditional crime problems associated with Halloween and youth A. Concept of Halloween program developed; reviewed and approved by Circle Team B. McDonald's is contacted Meetings are he~d Involvement is c~nfirmed Plans for two phase program is coordinated 1 Halloween safety crime prevention tips are printed and enclosed in "Happy ~1eal" boxes by McDonald's 2 Safe party idea booklet is de­ veloped by OCCP to be used at Halloween parties, to be imple­ mented through block watches. C. City-wide block watch captains meeting is held Participation is encouraged Commitments are made D. Halloween party is implemented 3600 safety tips distributed Block watches sponsor parties 1200 Youth participated r I-' I-' o ( ACTIVITIES 1. Plan and implement crime prevention programs (cont'd) 2nd and 3rd Annual Bicycle Rodeo's are held. MEASUREMENT LEVEL Program strategy Significant stages of development Mechanisms for agency/ organization participation Mechanism for citizen parti­ cipation ,) RESULTS II To educate youth in public and private schools about bicycle safety and bicycle theft preven­ tion A. Police Department, CPU and OCCP developed plans for Bicycle Rodeo. Plans are reviewed and approved by Circle Team. B. Board of Education and Superin­ tendant of curriculum Concept of program is explained Program is approved C. 52 school principals are contacted Teachers are informed Students are informed D. Bicycle Rodeo subcommittee is established Fundraising is held Media publicity is arranged Other tasks are executed E. Classroom presentations are given by OCCP and CPU 5,000 pupils are recipients Rules for bike safety Poster Contest are given F. Media (WTNH-TV 8) actively parti­ cipated Commitment is made to judge poster contest and award prizes Posters are aired on TV station G. Bicycle Rodeo is held ~ __ .~. _. ___ .. _._~._." .. ",~~ .... _." .. , .. _._-:-._ ... ~g S __ ~udel1t.s P?rti9A·pateg. •. r r 1 ~ " ~, M L = ACTIVITIES Plan and implement crime prevention pro­ grams (cont I d) People on Patrol Program ..:c;~~~~""""",,-,~C'-":_-_"'~""" __ ''''''_ Ii ~ t MEASUREMENT LEVEL -Program strategy -Significant stages of de­ velopment -Mechanism for citizen parti­ cipation -------.~~ ------- --------~------------~ ) RESULTS IV. To observe· and report inci­ dents of crime, fire hazards and other incidents of an emergency nature - A. Patrol program requested by block watch members - B. Program developed and refined by civic/neighborhood liaison and crime prevention specialists, CPU - C. Meetings are held with Chief of Polj.ce. - D. Policy and procedural manual is developed; patrol call logs with accompanying codes are developed - E. Citywide coordinator for neighborhood patrols is de­ signated by commanding officer, community affairs division, NHDPS - F. Patrol member is assigned to monitor base station - G. People on patrol is activiated -15 members patrol Dwight neighborhood r r ( ACTIVITIES Plan and implement crime prevention programs (cont'd) East Rock Park safety patrol program ------~ --- HEASUREMENT LEVEL -Program strategy -Significant stages of de­ velopment -Mechanism for agency parti­ cipation -Mechanism for citizen parti­ cipation ) RESULTS -To encourage runners and hikers to report suspicious activity, including personal injury,fire and vandalism A. East Rock patrol program is de­ velop by municipal coordinator and East Rock planning committee. Program is reviewed by circle team B. Director of ,Parks and Recreation is contacted. -Participation is assured C. Park rangers are contacted --Planning committee is established -Patrol route is mapped out -25 runners are recruited D. General meeting is held -Runners are informed of proper reporting techniques E. Patrol trail is marked F. Program is activated , r· r () ( D. Increase in the number if official citizen reports of criminal activity and reduce the number of unreported activity ACTIVITIES 1. Research reasons for non-reporting 2. Identify programs that encourage report­ ing Develop reporting systems MEASUREMENT LEVEL 1. Sourcebook of Criminal Justice Statistics,1978 2. Name of program Reporting capability RESULTS 1. Nothing could be done POlice donlt want to be bothered Too inconvenient; ~QO involved Afraid of reprisal Didn't want to report Personal matter A. Block Watch Program Network of residential telephones are used to report directly to Fire or Police Departments B. People on Patrol Program Citizen B~nd Radios are used to report to base station; base operator reports to Fire or Police C. People Relay Program Existing two-way radios within utility vehicles are used to report to dispatcher,who reports to proper agency D. East Rock Park Safe~y Patrol Residential telephones along jogging route are made available to enable reporting to proper agency ! ___ . ".....~_~~_. _~_,-="'"=~._""'_ ..... _"'""""""~'"'-=~ .. ,..,."'_,.,..,. __ ~~--=-.~~=~.."..,..,~~.~~=--~_...,..,..,,..~~.,..."" __ .",, .. _~.-_. _"' ___ ' ___ "r,~_,_" ____ ,, ____ ~ (" --~.-- -- . SECTION III PUBLIC OPINION AND VICTIMIZATION SURVEY PUBLIC OPINION AND VICTIMIZATlm: SURVEY: AN ANALYTIC REPORT BY CARRIE GORHAM DATA COLLECTOR/EVALUATOR OFFICE OF COMr·1UNITY CRIr1E PREVENTIDrl MEW HAVEN~ CONNECTICUT THIS PROJECT WAS SUPPORTED BY GRANT NO. 79-DF-AX-0149 AWARDED TO THE CITY OF NEW HAVEN BY THE OFFICE OF COMMUNITY ANTI-CRIME PROGRAMS OF THE LAW ENFORCEMENT ASSISTANCE ADMINISTRATION. THE REPORT WOULD NOT HAVE BEEN POSSIBLE WITHOUT THE HELP OF THE FOLLOWING PEOPLE WHO VOLUNTEERED TIME AND SERVICES IN PLANNING FOR AND EXECUTING THE SURVEY. I WOULD LIKE TO GIVE SPECIAL THANKS TO THEM. CONSULTANTS Dr. Donald DeLuca Dr. Joseph Hickey Maureen Skrilow Bob Tracy VOLUNTEERS Yvonne Baker Nancy Brodie Cora Carboni Nancy Celano Ida Cirillo Lillian Coe Edwin Evans Roper Center Department of Criminal Justice Yale University University of New Haven Business Research Southern New England Regional Planning VOLUNTEERS James Inge Fran Keller Adele Landino Sonya Mueller Sylvin Nisbit Madeline Onofrio Nick Perrelli 118 Telephone Company VOLUNTEERS Bob Pratt Barbara Swanson Beck Swanson Dana Turner Marie Varrecchia Baron Washington Dolores Woolfolk ~ ~ -----_....-' - - ( l INTRODUCTION Information presented i.n this report was obtained from telephone interviews with five hundred (500) respondents from the Gity's thirteen neighborhoods. The respondents were eighteen years of age and older. The number of respondents selected from each neighborhood was determined by solving for the mean population and mean sample d ( T bl I and II) . This was based size per neighborhoo. see a es on the fact that 95,307* adults resided wit~in the thirteen of wh;ch 500 were needed to assure random neighborhoods, out • sampling at the 95 percent confidence level. using Price and Lee city directory, each respondent was selected randomly, by totaling column inches (containing street, name and telephone) of all streets within each perspective neighborhood and dividing that total by the number of respondents needed from that neighborhood. This process yielded the sampling interval at which respondents were selected from the universe of potential respondents. Numbers for cornmercial, retail and professional establishments were systematically excluded. The results were a sample size of five hundred (500) I producing three hundred eighty four (384) actual respondents and one hundred sixteen (116) people who refused to answer survey questions. The questionaire is a modified version of the survey carried out for the Law Enforcement Assistance Administration (LEAA) by the U. S. Census Bureau. Questions pertaining to crime pre- vention awareness were attached. 119 , ! j I I I i ~ ti J I " 1 l . , 1 f, l': 'I The overall purpose of the survey is: 1) To assess public attitudes about crime and related matters. 2) To develop information on the nature of residents experiences with selected forms of criminal victimization. 3) To determine estimates of unreported I.::rime. 4) 'To assess public receptiveness to community involvement in Crime Prevention programs . The statistical tools employed in this report are comparative tables, ranking, chi square and the chi square test for independ­ ance. Analytical statements involving comparisions have met the test that the differences are equal to or greater than two stan­ dard errors. This means that the chances are at least ninety five (95) out of a hundred (100) that the differences did not result from sampling variability. Data presented in the victimization section may be subject to non-sampling error. This is related to the ability of respondents to recall whether or not they were victimized during the six months prior to the interview. Also systematic mistakes may have been introduced by interviewers, although quality control measures were utilized to keep such errors at an acceptably low level. Overall the report should be fairly reliable as well as valid. 120 Table 1 POPULATION DISTRIBUTION PER NEIGHBORHOOD ( I NEIGHBORHOOD ADULTS ADULTS ALL NEIGHBORHOOD TOTAL 18--64 65 + ADULTS 1. Westville 23,028 13,225 3,381 16,606 2. Dixwe11 5,024 2,946 797 3,743 I 3. Newha11vi11e 16,404 8,452 1,332 9,784 , 4. Whitney 9,933 6,744 677 7,421 5. East Rock 9,353 5,889 1,715 7,604 6. Dwight 6,593 4,159 1,172 5,331 7. Downtown 1,147 806 117 923 } 8. Wooster Sq. 2,165 1,265 362 1,627 9. Fair Haven 26,542 14,499 2,869 17,368 10. Hill 25,671 13,395 3,004 16,399 i I I 11. Long Wharf 273 157 35 192 i 12. East Shore 5,523 3,281 752 4,033 I 13. Morris Cove 6,051 3,556 720 4,276 I I I TOTAL 137,000 78,374 16,933 95,307 : ( Source: 1970 Census Average neighborhood population 7,331 121 Fable 2 Nl N2 N3 N4 N5 . N6 N7 N8 N9 N 10 NIl N12 N13 TOTAL X = EX N PUBLIC OPINION AND VICTIMIZATION SURVEY SAMPLE VARIABLES 2.3 X 38.5 = .5 X 38.5 = 1.3 X 38.5 = 1.0 X 38.5 = 1.0 X 38.5 = . 7 X 38.5 = .13X 38.5 = . 2 X 38.5 = 2.4 X 38.5 = 2.2 X 38.5 = .02X 38.5 = .6 X 38.5 = .6 X 38.5 = = 95,307 13 500 13 NEEDED 87 19 50 39 39 27 5 8 92 85 1 23 23 500 Adult POEulation Neighborhoods ResQondants Neighborhoods ACTUAL 44 19 47 33 32 21 2 5 85 63 1 13 19 384 = 7,331 = 38.5 = X = X REFUSALS 45 o 3 6 7 6 3 3 7 22 o 10 4 116 Neighborhood lation. Sample Size Neighborhood Popu- per Using Price & Lee City Directory, each respondant was selected randomly by t~~aling column inches of all streets in each neighbor­ hood and dividing total column inches by number of respondants needed per neighborhood which in tUrn yielded the sampling interval. 122 u -- ._ 0\ ---~ ~-....-,- ~ ~- -~~ ------~--- --- ----- ( (' TABLE 4 PERCEPTION OF CRIME TRENDS IN NEW HAVEN (Percent Distribution Of Respondents By Race, Sex, Age) POPULATION REMAINED CHARACTERISTICS TOTAL DECREASED INCREASED SANE NA ** ALL PERSONS 384 100.0 9.1 43.8 40.4 6.8 RACE White 253 100.0 8.3 43.9 42.3 5:..4 Black 91 100.0 7.7 47.3 39.6 5.5 Other 13 100.0 7.7 38.5 30.8 23.1 NA 27 100.0 14.8 33.3 29.6 22.2 SEX Male 127 100.0 12.6 40.9 40.1 6.3 Female 257 100.0 7.4 45.1 40.5 7.0 AGE 18-24 47 100.0 10.6 34.0 27.7 27.7 25-34 65 100.0 6.2 47.7 4;3.1 3.1 35-44 44 100.0 15.9 43.1 38.6 2.3 45-54 52 100.0 3.8 55.8 32.6 7.7 55-64 .67 100.0 11.9 44.8 37.3 6.0 65 + 85 100.0 4.7 37.6 51.8 5.8 NA 24 100.0 16.7 33.3 33.3 16.7 Detail may not add to total because of rounding Overall, the majority of the survey pOp'ulation think crime has increased within their neighborhood. In response to the question, "Within the past year or two, do you think crime in your neighborhood has decreased, increased or remained the same v " only 9% said crime has decreased. 44% and 40% respectively said crime has increased or remained the same. However, the trend in the statistics show that there is no significant" difference between the INCREASED and REHAINED THE SAME groups. It cuts across race,sex and age categories y with exception to age groups 45-54 and 65 and over. Here th~ figures vary significantly, as a smaller portion (out of all groups) felt crime has DECREASED. Yet, over half of those in the 45-54 category felt crime has INCREASED while those who are over 65 felt crime has REMAINED THE SAME. ( . :t is implied that with the progression of age, one is apt to fix on " crime at a higher rate and feel that it has remained there. The highest percentage for INCREASED (56%) is with the 45-54 age group. 127 n !J I,) ). \ I i I I I , I , I I I I ! I I I r I I TABLE 5 NEIGHBORHOOD SAFETY DURHIG DAY (Percent Distribution Of Responses By Race, Sex and Age) POPULATION VERY REASONABLY CHARACTERISTICS TOTAL SOMEWHAT VERY SAFE SAFE SAFE UNSAFE NA ALL PERSONS 384 100.0 35.4 38.0 16.7 8.9 1.0 RACE White 253 100.0 35.2 Black 91 100.0 40.7 15.4 8.7 0.0 39.6 33.0 18.7 Other 13 100.0 30.7 46.2 6.7 2.2 NA 15.4 27 100.0 26.0 26.9 7.7 0.0 22.2 18.5 -.. 7.4 SEX Male 127 100.0 16.1 48.8 Female 34.6 12.6 257 100.0 29.8 39.7 0.8 18.7 11.6 1.1 AGE 18-24 47 100.0 46.8 25-34 65 100.0 42.6 8.5 2.1 0.0 35-44 44 50.7 29.2 16.9 0.0 3.1 ) 45-54 100.0 31.8 38.6 22.7 4.5 52 2.3 55-64 100.0 38.5 44.2 13.5 3.8 67 100.0 22.4 41.8 0.0 65 + 85 100.0 24.7 17.9 16.4 1.5 NA 38.8 20.0 15,3 24 100.0 20.8 1.2 29.2 20.8 25.0 4.2 Detail may not add to total because of rounding Acc~rding to the survey population, dur~ng the day is a reasonably saf~ being aut alone in their neighborhood venture. Responses from the majority of the REASONABLY SAFE TO VERY SAFE. This sex and age categories. ~ group ranged from a feeling of trend cuts across the race, 128 -.,--- 1 TABLE 6 NEIGHBORHOOD SAFETY AT NIGHT (Percentage Distribution Of Responses By Race, Sex and Age) POPULATION CHARACTERISTICS ALL PERSONS 384 RACE - White 253 Black 91 Other 13 NA 27 SEX Male 127 Female 257 AGE 18-24 47 25-34 65 35-44 44 45-54 52 55-64 67 65 + 85 NA 24 Detail may not TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 add to total VERY SAFE 8.3 10.3 4.4 7.7 3.7 16.5 4.3 10.6 9.2 4.5 13.5 4.5 7.0 12.5 REASONABL~ SAFE 21.4 20.9 27.5 7.7 11.1 29.1 17.5 34.0 16.9 31.8 21.2 10.4 11.8 12.5 SOMEWHAT SAFE 20.8 21.7 18.7 23.1 18.5 24.4 19.1 27.7 41.5 20.6 17.3 22.4 8.2 12.5 because of rounding. VERY UNSAFE 47.1 45.5 48.4 46.2 59.3 29.1 56.0 27.7 29.2 40.9 46.2 59.7 69.4 38.3 NA 2.3 1.6 1.1 15.3 7.4 0.8 3.1 0.0 3.1 2.3 1.9 3.0 3.5 4.2 The trend in the statistics indicates that how safe alone at night within their neighborhood depends on is and whether th~ person is male or female. one feels being out how old the person d t h t they feel VERY UNSAFE when out 56% of the female group reporte a d to 29~ of the male alone in their neighborhood at night as compare 0 group who said they feel VERY UNSAFE at night. The distribution for the 18-24 age ~roup ra~ge~e!~~~lYb:v~~~Yt;r~~ange REASONABL~ SAFE to ~ERY UNS~Eaa~o~~~iT ~~~ feelin~ wh~n out alone at by age 25-34, as 4215 r7Por~e, at ag@ 35-44 and gradual'ly escalates night. The UNSAFE feel~ng ;g~ns 35:44 to 69% for those who were with age. It ranged from 4115 at age 65 years and older. , ce is basically congru~nt with the Feel~ng of safety by ra f l' VERY UNSAFE out alone ~~ith 47% of the respondents ee ~ng " ( eighborhood at night. 129 overall total, in their -~- ~~ ----~--------~~- TABLE 7 FEELING OF SAFETY WHEN OUT AT NIGHT by NEIGHBORHOOD lNEIGHBORHOOD VERY REASONABLE SOMEWHAT VERY NA TOTAL SAFE SAFE SAFE UNSAFE 1 » Westville (44) 100.0 2.3 20.5 27.3 47.7 2.3 Dixwell (19 ) 100.0 5.3 31.6 15.8 42.1 5.3 Newhallville (47) 100.0 4.3 23.4 23.4 44.7 4.3 Whitney (33 ) 100.0 3.0 21.2 42.4 33.3 0.0 East Rock (32) 100.0 3.1 15.6 12.5 6506 3.1 Dwight (21) 100.0 14.3 14.3 42.9 26.6 0.0 Downtown ( 2) 100.0 0.0 0.0 0.0 100.0 0.0 Wooster Sq. ( 5) 100.0 0.0 60.0 20.0 20.0 0.0 Fair Haven (85) 100.0 10.6 20.0 12.9 54.1 2.4 Hill (63) 100.0 9.5 23.8 14.3 50.8 1.6 Long Wharf ( 1) 100.0 0.0 100.0 0.0 0.0 0.0 East Shore (13) 100.0 38.4 15.4 7.7 30.8 7.7 Morris Cove (19 ) 100.0 15.8 15-.8 26.3 42.1 0.0 CITY WIDE (384 ) 100.0 8.3 21.4 20.8 47.1 2.3 Fiqures in parenthesis refer to sample population per neighborhood. Detail may not add to total because of rounding. City wide, the feeling is that no neighborhood is safe at night. On a comparative basis, East Shore is the only neighborhood whereas a significant portion of the sample group reported feeling VERY SAFE out alone at night. Traditionally, people living in this area have a high level of community awareness. Wo.<:\ster Square and Long Wharf residents are more likely to feel RE}iSONABLY SAFE, with 60% and 100% respectively, reporting this notion. Long Wharf is the least populated area in the city. Wooster Square is the third smallest area; also it thrives on a family style atmosphere. Whitney and Dwight residents reported feeling SOMEWHAT SAFE when out alone at night. Demographically, there are no similarities between the two neighborhoods. Dwight has the highest crime rate in the city, to .~ which its residents have perhaps come to tolerate. Whitney is quiet, ( ) wealthy, whose residents are mostly professional people. All of the residents surveyed in the Downtown area reported feeling VERY UNSAFE at night. 130 ~ r , - ( 'rABLE 8 RANK - ORDER Or' NEIGHBORHOODS FEARED BY RESPONDANTS (By Frequency of ~esponse) DURING DAY AT NIGHT 1. Hill 1. Downtown 2. Downtown 2. Hill 3 . Fair Haven 3. All of city 4. Dixwell 4. Fair Haven .5. Newhallville 5. DixVlell 6. Dwight 6 • Newhallville 7. All of city 7. Don't Go Out At Night I half (5l~) of the survey population reported that Slight y over one 0 t go out at there are arts of the city where they have a ~eason 0 0 , , ni h~ but ~re afraid to, because of fear of cr~me. 42~,~nd~cated th~re are sections of the city t.hat they also fear dur~ng the day. The Downtown and Hill areas 'are the two section~ MO~TFEAR1fD d~Y or night. All of CItY ranked third at night, wh~le ~t was eas· likely to be feared during the day. 70% of the limited or the sample fear. sample reported that they believe people in general have changed their activities due to F~AR OF,C~I~. 55% of admit to limiting or changing the~r act~v~t~es due to 131 I I li TABLE 9 PERCEPTION OF CRIME * (RANK-ORDER DISTRIBUTION BY FREQUENCY OF RESPONSE) A. LARGEST B. REASONS FOR C. SOLUTION CRIME PROBLEM CRIME PROBLEM 1) BURGLARY 1) Frequency of 1) More Police Occurance Protection 2) MUGGINGS 2) Unemployment 2) Stricter Laws and Punishment 3) ROBBERY OF PERSON 3) Drug Related 3) More Neighbor- hood Pr.ograms 4) DRUG USAGE 4) Youth Relateq, 4) Provide·r1ore Jobs 5) VANDALISM 5) Improper Attitudes 5) Increase Activ and Morals ities ForYout :* Cells A, B, and C. are rank-ordered independently of each other. Crimes, Reasons and Solutions DO NOT RELATE numerically to each other. Consistently, across all neighborhoods, 70% of the survey sample ranked BURGLARY first and MUGGINGS second as the largest crime problem facing the city. The respondents reported that the frequency at which the Grimes happen causes them to be major problems. Along with frequency, respondents pointed to the ills of society, lack of employment, drugs, youth problems, and improper attitudes as con­ tributors. However, it is not along the lines of social change that solutions were posed. 45% of the sample felt that more police protection, stricter laws and punishment are needed. Less than 25% cited basic social an~ economic revisions as solutions to the crime problem. , I< )' .) 132 TABLE 14 FREQUENCY OF CRIME INCIDENTS BY AGE OF VICTIMS f 22 20 18 j.:- 16 I- AGE f 14 - 18-24 14 25-34 15 12 l- 35-44 11 45-54 9 10 I- ( 55-64 17 8 l- 65 + 11 UNKNOWN- 4 6 I- 4 l- 2 I- -. 18-24 25-34 35-44 45-54 55-64 65 + UNKNOWN Age Crime happened more frequently within .the 55-64 age group. ( 137 , I r \, ---------~ ...... -.---~- TABLE 15 UNREPORTED CRIME (Percent Distribution of Responses By Race, Sex, and Age) POPULATION CHARACTERISTICS ALL PERSONS 81 RACE White 49 Black 29 Other 3 NA 9 SEX Male 31 Female 50 AGE 18-24 14 25-34 15 35-44 11 45-54 9 55-64 17 65+ 11 NA 4 Detail may not add TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 to total REPORTED CRIME 81.5 81.6 75.0 66.7 100.0 87.1 72.0 85.7 73.3 91.0 77.8 82.4 72.7 100.0 DID NOT REPORT CRIME 18.5 18.3 25.0· 33.3 0.0 12.9 22.0 14.3 26.7 9.0 22.2 17.6 27.3 0.0 because of rounding. NA 0.0 Overall, 19% of the respondents who were victimized DID NOT REPORT the crime incident to the Police. Whites were more likely to report than Blacks and males were more likely to report than females. People age 35-54 reported crime to Police more frequently than any other group. 138 ( ( TABLE 16 ESTIMATES OF UNREPORTED CRIME FOR VICTIMIZED GROUP (Percent Distribution Of Respondants 18 And Older By Race, Sex, Age) POPULATION CHARACTERISTICS ALL PERSONS RACE White Black Other NA SEX Male Female AGE 18-24 25-34 35-44 45-54 55-64 65 + NA 20,088 (81) 12,152 (49) 4,960 (20) 744 ( 3) 2,232 ( 9) 7,688 (31) 12,400 (50) 3,472 (14) 3,720 (15) 2,728 (11) 2,232 ( 9) 4,216 (17) 2,728 (11) 992 ( 4) Based on Response Ratio: TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 DID NOT REPORT CRIME 3,720 (15) 2,232 ( 9) 1,240 ( 5) 248 ( 1) 0 ( 0) 992 ( 4) 2,728 (11) 496 ( 2) 992 ( 4) 248 ( 1) 496 ( 2) 744 ( 3) 744 ( 3) 0 ( 0) Figures in parenthesis refer to sample population in the group % 18.5 18.3 25.0 33.0 0 12.9 22.0 14.3 26.7 9.0 22.2 17.6 2:7.3 0 Based on the reponse rat.io of one out of every 248 people, it is estimated that approximately 7,440 people did not report crime incidents to Police during the year of 1980. *RESPONSE RATIO-Rates were inflated by means of a simple population response ratio to produce estimates applicable to all persons and the variables of race, age and sex. Using the base population of 95,317 adults, one respondent out of every 190 were surveyed. The actual RESPONSE RATIO was one person out of every 248 people. 139 Ii TABLE 17 PERCEPTION OF HOW POLICE HANDLE CRIME (Chi Square of Response By Race) WHITE BLACK/ UNKNOWN TOTALS OTHER HIGH REGARD 110 23 16 149 LOW 100 68 8 REGARD 176 NA: 43 13 3 59 TOTALS 253 104 27 384 Perceptions as to how well Police handle crime is dependent upon the race of the respondent. Overall whites have a higher regard of police performance than Blacks and other groups. 21% of Black/Other respondents in the HIGH REGARD category rated police performance from good to very good. 66% in the LOW REGARD category gave ratings from poor to fair. On the other hand, 42% of White respondents in the HIGH REGARD group rated police performance from good to very good, while 38% rated it from poor to fair. 50% of all respondents feel Courts do a POOR job handling crime, while only 2% say they do a good job. 140 ( ( TABLE 18 TYPE OF SECURITY MEASURES TAKEN BY RESPONDANTS (Percent Distribution) I. PRACTICE HOME, PROPERTY AND LIGHTING SECURITY Keep doors and windows locked Secure property before leaving Lock house and car Keep lights on 36.7% II. INSTALLED OR IMPROVED HOME PROPERTY AND LIGHTING SECURITY Installed automatic lighting system Installed new locks on window and doors Put bars on windows Bought burglar alarm Bought preventive locking device III. PRECAUTIONARY BEHAVIOR - SELF DEFENSE Took self defense and Martial Arts Course Walk fast Keep keys in hand Carry police whistle Very cautious when walking Have gun Have dog Don't go out alone IV. ATTEND BLOCK WATCH AND AWARENESS PROGRAMS V. Home security awareness Meetings concerning crime problem Learned to report suspicious activities Alert neighbors STAY AT HOME NA 15.5% 22.7% 8.0% 10.4% 6.8% 65% of the survey sample admit undertaking measures on their own to help reduce the liklihood of them becoming victims of crime. The chart illustrates the type of security measures taken by the respondents. The majority of the group practice some type of horne and property security, or have updated existing security. 141 "1 TABLE 19 PUBLIC AWARENESS AND INTEREST IN CRIME PREVENTION Public Should Be Involved In Crime Prevention Reason For Involvement More Community Participation Police Can't Handle Alone People Helping Protect Them­ selves And Others Increase Awareness/Education Other Heard About Crime Prevention Programs How Did You Hear Have You Participated ) Reason For Non Participation Will Participate In My Own Neighborhood Would Like To Know More About Crime Prevention YES 86% 27% 21% 33% 5% 13% YES 62% MEDIA 56% YES 23% NO 38% WORD NO 77% TOO OLD- 13% NO TIME- 20% FEEL SAFE-16% YES NO 73% 27% YES NO 78% 22% OF 26% MOUTH OTHER 18% LACK INFO, ETC.-15% NOT INTERESTED- 6% OTHER- 27% Re~pondents, ~verwhelmingly felt that the public should be involved in crlme preventl0n. The most salient reason was for people to help protect themselves and others. However, out of the respondents who had heard about crime prevention programs, only 23% has participated. The majority claimed they would participate in neighborhood programs and wanted to know more about crime prevention. 142