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Problem Solving: Nine Case Studies and Lessons …

Seattle Police DepartmentProblem SolvingNine case StudiesandLessons LearnedJon GerondaleResearch and Grants UnitSeattle Police DepartmentJanuary 2000 Funding for this project was made available through iheAdvancing Community Policing Grant from theUnited States Department of JusticeOffice of Community Oriented Policing Services^.. :: 1 Table of ContentsCase StudyNumber123456789 Lox Stock Billards and Sports BarFifth Avenue Glass GalleryEast Precinct Auto Thefts9000 Block of Delridge Avenue SWTrespass & Burglary Complaints at4700 University Way NEBollard Fraternal Hall and LodgesMarket Grocery and DeliMirror TavernRoss Playfield NeighborhoodAppendix Projects / Lessons Learned>PageNumber12235678911 case Study No. 1)Lox StockBilliards andSports BarLocated in the University District at 4552 University Way NE, the Lox Stock Billiards andSports Bar is a popular bar that attracts alarge number of young college students onWednesday and Saturday nights.

Seattle Police Department Problem Solving Nine Case Studies and Lessons Learned Jon Gerondale Research and Grants Unit Seattle Police Department January 2000

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1 Seattle Police DepartmentProblem SolvingNine case StudiesandLessons LearnedJon GerondaleResearch and Grants UnitSeattle Police DepartmentJanuary 2000 Funding for this project was made available through iheAdvancing Community Policing Grant from theUnited States Department of JusticeOffice of Community Oriented Policing Services^.. :: 1 Table of ContentsCase StudyNumber123456789 Lox Stock Billards and Sports BarFifth Avenue Glass GalleryEast Precinct Auto Thefts9000 Block of Delridge Avenue SWTrespass & Burglary Complaints at4700 University Way NEBollard Fraternal Hall and LodgesMarket Grocery and DeliMirror TavernRoss Playfield NeighborhoodAppendix Projects / Lessons Learned>PageNumber12235678911 case Study No. 1)Lox StockBilliards andSports BarLocated in the University District at 4552 University Way NE, the Lox Stock Billiards andSports Bar is a popular bar that attracts alarge number of young college students onWednesday and Saturday nights.

2 Wednesdayfeatures a special ladies' night promotion, whileon Saturday a local radio station, KUBE FM,broadcasts live from the bar and hosts a danceparty on-site. All other nights of the week, thebar is relatively quiet and rarely generatescomplaints requiring a police these two promotional nights, officerswere frequently called by local residents and baremployees to handle a variety of problemsranging from noise and traffic complaints, toassaults, DUI's, shots fired, and large crowdscongregating in the street. In the typical response,officers faced extremely hostile, intoxicatedcrowds of young college-aged males thatoftentimes numbered in the hundreds. The barhad a capacity of 299 to the significant officer safety issuesinvolved, as well as the potential for a seriousdisturbance similar to the riots that occurredrecently at Washington State University, SergeantO'Neill, the patrol sergeant working the area,decided to proactively address the problemsoccurring at the bar.

3 Initially, Sergeant O'Neillcollected all DUI and incident reports generatedby the bar and notified the Washington StateLiquor Control Board of the numerous , Sergeant O'Neill organized a meeting toincrease communication between officers andbar management, and to collectively developsolutions to the problems stemming from the to this point, there was minimal dialoguebetween These two the meeting involving the district officers,agents from the liquor control board, bar ownerand night manager, the problems occurring atthe bar were identified and discussed, as well aspossible consequences if the problems con-tinued; namely, the loss of the bar's liquor this meeting, bar management wasreluctant to take responsibility for the actions ofits customers. As such, very few steps were takento alleviate or reduce potential From this meeting, the night manageragreed to hire private security to work these twonights and educate employees on ways toprevent "over-serving" of alcohol.

4 SergeantO'Neill agreed to wcrk with management andhave his squad increase their presence, callpermitting, at closing time when the majority ofthe problems occurred as customers left to the meeting, the bar hired only oneperson to handle security. Many times, thisperson's dress was indistinguishable from othersin the bar, thereby limiting his effectiveness as anauthority figure and confusing officers called tothe scene to handle a disturbance. Aiso, securitydid not take responsibility for activities occurringoutside, the bar once the bar closed and reliedexclusively upon the police to handle thesesituations, usually calling 911 after a disturbancehad escalated to a point where it involved anumber of the meeting, professional security washired that consisted of four to six people security personnel wore identifiableuniforms, took an active role in limiting the over-serving of alcohol, and helped ensure that orderwas maintained as people left when the meeting dramatically improved therelationship between the police and barmanagement.

5 Previously, officers rarelyconducted premise checks of the bar becausethey were greeted'with suspicion and hostilityfrom employees and management in additionto the customers themselves. Now, officers areactively encouraged by bar management toconduct these routine checks and work closelywith security personnel to identify and trespassproblem individuals from the occasional problems areinevitable at the bar, open communicationbetween officers and bar management hasgreatly reduced the potential for largedisturbances and generated a positive result forboth parties. The bar owner is able to continuesponsoring these two promotional nights thatgenerate a significant profit without receivingsanctions from the liquor control board that couldhave resulted if changes were not , on the other hand, are not called nearlyas frequently to this location and have thesupport of both management and security indeveloping proactive solutions to address theproblems, thus alleviating a significant officersafety issue.

6 ( case Study N0T2)Fifth AvenueGlass GalleryDuring the summer months, when temper-atures increased, employees of the Fifth AvenueGloss Gallery opened the large 15- xl O-foot slidingback delivery door and windows in an attemptto cool the gallery down as they worked blowingglass. During these same summer months,residents of the Charlesgate Apartments, locateddirectly behind the Fifth Avenue Glass Gallery,would arrive home from work and open theirwindows in an effort to increase the circulationin their apartments and displace the heat thataccumulated during the day. The only separationbetween the glass gallery and the 60-unitapartment building was a narrow 15-foot a result, at least two or three times a weekduring the summer, residents of the CharlesgateApartments called 911 complaining about thenoise originating from the Fifth Avenue GlassGallery. At all other times of the year, complaintswere not made since the back delivery door andwindows of the gallery, as well as the apartmentwindows, remained closed due to the the typical response, officers arrived atthe scene, contacted the complainant, andasked the employees in the gallery to reducethe noise.

7 While employees were alwayscourteous to the officers and complied withrequests to close the delivery door and windowsand to turn down their stereo, the Hayes, the community police teamofficer assigned to the area, decided to takeadditional measures to address the Problem , Inspeaking with the owner of the business andsurveying the property, Officer Hayes discovereda number of factors contributing to the noisecomplaints. First, the business functioned as aworking glass blowing studio utilized by a numberof different, independent glass , while officers repeatedlyresponded to the scene and requested thatindividuals in the studio close the sliding deliverydoor and windows, different artists constantlyrotated through the studio and were rarely awarethat officers had been called to the businesspreviously for noise , artists typically worked weekdaysin the studio until 9:00 , sometimes even , when Charlesgate residents returnedhome from work in the evening, the artists werestill in the gallery working on their , Officer Hayes recognized that theplacement of the stereo employees played whileworking contributed significantly to the , the stereo was situated next to theback delivery door.

8 As such, no barriers existedto prevent the noise from carrying across the alleyover to the this meeting, the owner agreed to takeproactive steps to reduce the complaints. Heinstituted a policy, which he explained to eachartist who utilized the studio, that limited the hoursthe back delivery door and windows could beopened during the summer. Since the complaintsoccurred in the evening hours when residents ofthe Charlesgate Apartments returned home formwork, the owner mandated that the delivery doorand windows close at 5:00 Additionally, herelocated the stereo to the other side of thebusiness in an effort to reduce the noise thatcarried across the taking these steps, noise complaintswere eliminated and everyone benefited. Patrolofficers were no longer called to the scene tohandle these repeat complaints, CharlesgateApartment residents were no longer disturbedby the galley. And the owner of the gallery wasmade aware of the Problem and allowed theopportunity to address the issue before itescalated any further.

9 ( case Study No. 3)East PrecinctAuto TheftsDuring a three-month period from Augustto October 1997, the East Precinct experiencedan approximate 150 percent increase in thenumber of auto thefts. Many citizens wereextremely concerned with the recent numberof thefts occurring in their neighborhoods andbegan demanding at various communitymeetings that additional patrol resources bedevoted to alleviating the an effort to address the increased Cobane and Officer Williams wereassigned to analyze the Problem and developpotential solutions. In the initial analysis of theproblem. Officers Cobane and Williams workedwith the crime analysis unit to generate crimestatistics and arrest reports from the previous yearto determine if any patterns existed among theseauto spatial analysis of the crime data didindicate that a number of the thefts occurred inthe Central District, a review of the arrest reportsuncovered a fairly significant fact concerningjuvenile offenders.

10 Specifically, while only onerepeat adult offender existed over the previous12 months, there were a number of repeatjuvenile offenders for auto theft in the EastPrecinct, with one juvenile having been arrestedeight times over the past year. These officers alsocollected all incoming reports concerning stolenand recovered vehicles in the East Precinct andcompiled a list of repeat juvenile Cobane and Wiiiiams then solicitedthe help of patrol officers and the precinct anti-crime team to proactively patrol the CentralDistrict for stolen vehicles in an attempt toapprehend these, repeat offenders, Ininterviewing a number of the repeat juvenileoffenders apprehended. Officers Cobane andWilliams discovered two important factorscontributing to the increased thefts. First officersidentified a new gang in the Central District, theCDS (Central District Savages), whose membersadmitted responsibility for not only a significantportion of the auto thefts, but also for a numberof strong-armed robberies and assaults in thearea.


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