Problem Solving: Nine Case Studies and Lessons Learned

1 Seattle Police Department ProblemSo nine case Studies and Lessons Learned Jon Gerondale Research and Grants Unit Seattle Police Department January 2000. Funding for this project was made available through ihe Advancing Community Policing Grant from the ^. United States Department of Justice Office of Community Oriented Policing Services .. :: 1. Table of Contents >. case Study Page Number Number 1 Lox Stock Billards and Sports Bar 1. 2 Fifth Avenue Glass Gallery 2. 3 East Precinct Auto Thefts 2. 4 9000 Block of Delridge Avenue SW 3. 5 Trespass & Burglary Complaints at 5. 4700 University Way NE. 6 Bollard Fraternal Hall and Lodges 6. 7 Market Grocery and Deli 7.

2 8 Mirror Tavern 8. 9 Ross Playfield Neighborhood 9. Appendix Projects / Lessons Learned 11. its customers. As such, very few steps were taken case Study No. 1) to alleviate or reduce potential problems.. From this meeting, the night manager agreed to hire private security to work these two Lox Stock nights and educate employees on ways to prevent "over-serving" of alcohol. Sergeant O'Neill agreed to wcrk with management and Billiards and have his squad increase their presence, call permitting, at closing time when the majority of Sports Bar the problems occurred as customers left the establishment. Prior to the meeting, the bar hired only one Located in the University District at 4552 person to handle security.

3 Many times, this University Way NE, the Lox Stock Billiards and person's dress was indistinguishable from others Sports Bar is a popular bar that attracts a in the bar, thereby limiting his effectiveness as an large number of young college students on authority figure and confusing officers called to Wednesday and Saturday nights. Wednesday the scene to handle a disturbance. Aiso, security features a special ladies' night promotion, while did not take responsibility for activities occurring on Saturday a local radio station, KUBE FM, outside, the bar once the bar closed and relied broadcasts live from the bar and hosts a dance exclusively upon the police to handle these party on-site.

4 All other nights of the week, the situations, usually calling 911 after a disturbance bar is relatively quiet and rarely generates had escalated to a point where it involved a complaints requiring a police response. number of individuals. On these two promotional nights, officers After the meeting, professional security was were frequently called by local residents and bar hired that consisted of four to six people on-site. employees to handle a variety of problems These security personnel wore identifiable ranging from noise and traffic complaints, to uniforms, took an active role in limiting the over- assaults, DUI's, shots fired, and large crowds serving of alcohol, and helped ensure that order congregating in the street.

5 In the typical response, was maintained as people left when the bar officers faced extremely hostile, intoxicated closed. crowds of young college-aged males that oftentimes numbered in the hundreds. The bar The meeting dramatically improved the had a capacity of 299 people. relationship between the police and bar management. Previously, officers rarely Due to the significant officer safety issues conducted premise checks of the bar because involved, as well as the potential for a serious they were greeted'with suspicion and hostility disturbance similar to the riots that occurred from employees and management in addition recently at Washington State University, Sergeant to the customers themselves.

6 Now, officers are O'Neill, the patrol sergeant working the area, actively encouraged by bar management to decided to proactively address the problems conduct these routine checks and work closely occurring at the bar. Initially, Sergeant O'Neill with security personnel to identify and trespass collected all DUI and incident reports generated Problem individuals from the premise. by the bar and notified the Washington State Liquor Control Board of the numerous problems. Although occasional problems are Next, Sergeant O'Neill organized a meeting to inevitable at the bar, open communication increase communication between officers and between officers and bar management has bar management, and to collectively develop greatly reduced the potential for large solutions to the problems stemming from the bar.

7 Disturbances and generated a positive result for Up to this point, there was minimal dialogue both parties. The bar owner is able to continue between These two parties. sponsoring these two promotional nights that generate a significant profit without receiving At the meeting involving the district officers, sanctions from the liquor control board that could agents from the liquor control board, bar owner have resulted if changes we r e not made. and night manager, the problems occurring at Officers, on the other hand, are not called nearly the bar were identified and discussed, as well as as frequently to this location and have the possible consequences if the problems con- support of both management and security in tinued; namely, the loss of the bar's liquor license.

8 Developing proactive solutions to address the Before this meeting, bar management was reluctant to take responsibility for the actions of problems, thus alleviating a significant officer safety issue.. Second, artists typically worked weekdays ( case Study N0T2) in the studio until 9:00 , sometimes even later. Therefore, when Charlesgate residents returned home from work in the evening, the artists were Fifth Avenue still in the gallery working on their projects. Third, Officer Hayes recognized that the placement of the stereo employees played while Glass Gallery working contributed significantly to the Problem . Specifically, the stereo was situated next to the During the summer months, when temper- back delivery door.

9 As such, no barriers existed atures increased, employees of the Fifth Avenue to prevent the noise from carrying across the alley Gloss Gallery opened the large 15- xl O-foot sliding over to the apartments. back delivery door and windows in an attempt From this meeting, the owner agreed to take to cool the gallery down as they worked blowing proactive steps to reduce the complaints. He glass. During these same summer months, instituted a policy, which he explained to each residents of the Charlesgate Apartments, located artist who utilized the studio, that limited the hours directly behind the Fifth Avenue Glass Gallery, the back delivery door and windows could be would arrive home from work and open their opened during the summer.

10 Since the complaints windows in an effort to increase the circulation occurred in the evening hours when residents of in their apartments and displace the heat that the Charlesgate Apartments returned home form accumulated during the day. The only separation work, the owner mandated that the delivery door between the glass gallery and the 60-unit and windows close at 5:00 Additionally, he apartment building was a narrow 15-foot aliey. relocated the stereo to the other side of the As a result, at least two or three times a week business in an effort to reduce the noise that during the summer, residents of the Charlesgate carried across the alley. Apartments called 911 complaining about the Through taking these steps, noise complaints noise originating from the Fifth Avenue Glass were eliminated and everyone benefited.