Proactive environmental crime enforcement in the central east area command
Sponsored Links
This presentation is the property of its rightful owner.
1 / 33

Proactive Environmental Crime Enforcement in the Central East Area Command PowerPoint PPT Presentation


  • 79 Views
  • Uploaded on
  • Presentation posted in: General

Proactive Environmental Crime Enforcement in the Central East Area Command. Final Project for the APD Leadership Academy. What is Environmental Crime?. Texas Transportation Code Title 7 Vehicles and Traffic Texas Health and Safety Code Title 5 Sanitation & Environmental Quality.

Download Presentation

Proactive Environmental Crime Enforcement in the Central East Area Command

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Proactive Environmental CrimeEnforcement in the Central EastArea Command

Final Project for the APD Leadership Academy


What is Environmental Crime?

  • Texas Transportation Code

    • Title 7 Vehicles and Traffic

  • Texas Health and Safety Code

    • Title 5 Sanitation & Environmental

    • Quality

    • City of Austin Ordinances


    Abandoned/Junk Cars


    Illegal Dumpsites


    Unlawful Storage/Discharge of Oil & Waste Fluids


    Storage/Dumping of Tires


    Storage/Dumping of Batteries


    Dilapidated/Substandard Structures


    Investigative Responsibility

    • Solid Waste Services

    • Watershed Protection

    • Neighborhood Planning and Zoning

    • Health and Human Services

    • TNRCC


    Sources of Ineffectiveness

    • Lack of coordination & communication

    • Conflicting policies, procedures, priorities

    • Cumbersome, lengthy legal processes

    • Limited staff, large areas of responsibility

    • Totally reactive


    How can APD fill in the gaps?

    • Accustomed to responding quickly to problems

    • and possess resources to do so.

    • As most visible and active representatives of

    • City, often we are the first to learn of problems.

    • Area Command system is designed to address

    • specific problems in specific areas.


    Why should we take on this job?

    • 1. Environmental issues, the so-call “quality of life” issues, are a major

    • source of complaints to the Police; many District Representatives

    • already spend the majority of their time dealing with these types of

    • complaints.

  • 2. Signs of neighborhood neglect serve as magnets for criminal activity

  • because of the perception that residents “don’t care”

  • (the “broken windows” theory).

  • 3. Environmental crime enforcement offers the Police an avenue for

  • addressing chronic problem spots, such as crack houses, that have defied resolution through the use of traditional Police enforcement measures.


  • The Central East Story

    • William Traylor assigned to CE

    • Traylor and 2 DRs receive training

    • Actively pursue environmental issues

    • Success in cleaning up chronic hot spots

    • Presentations to community groups

    • Developed “ROAR” program

    • Positive feedback from public and 5th floor

    • “Keep Austin Beautiful” award


    What went wrong?

    • Complaints from citizens/business owners

    • Complaints from Watershed Protection

    • Conflict between APD & Watershed Protection

    • Internal conflict

    • Conflict with SAFE unit

    • Problems with ROAR program

    • Supervisory issues w/William Traylor & DRs


    Response to Problems

    • Public presentations stopped

    • ROAR program discontinued

    • Environmental complaints referred to SAFE

    • and/or other responsible agencies

    • William Traylor placed under NPZD


    The Current State of Affairs

    • No proactive environmental crime efforts in CE

    • No public outreach or education

    • William Traylor restricted to Building Code

    • violations, not allowed to respond to citizen

    • complaints

    • Traylor is underutilized, ineffective, demoralized

    • Overall complaints to the SAFE unit have declined


    Areas of Interest

    • This is work we should be doing

    • We are currently not doing it

    • Overall environmental complaints have decreased

    • With training, officers can be successful in correcting

    • environmental problems

    • It is possible to affect long-standing criminal problems

    • through code enforcement

    • Past efforts were positively received by public & 5th floor

    • Code enforcement can be highly motivating for officers

    • Previously, there was a lack of supervision and direction

    • Turf battles resulted

    • Type A employee is underutilized and demoralized


    Mission

    Fix the problems

    and make it work.


    Analyze

    • Attribution - WPD/APD - bias on both sides

    • Equity - William Traylor

      • VDL - “Out Group”

      • Other DRs

  • Job Redesign

  • Socialization


  • Analyze (Cont.)

    • Conflict - WPD/APD

      • Physical Separation

      • Infrequent Interaction

      • Ambiguous Work Assignments

      • Competition over Scarce Resources

  • Conflict - CE DRs/SAFE unit

  • Expert Power - WPD


  • Analyze (Cont.)

    • Managing the Environment

      • WPD - High Threat - Low Cooperation


    Respond

    • Manage the Environment - Define the Arena

      • Develop protocol delineating:

        • Which problems APD can work,

        • which ones should be referred

        • Who to refer problem to

        • General enforcement guidelines

  • Initiate Problem Solving Process


  • Respond (Cont.)

    • Increase Valence

      • Emphasize Benefits

        • More problems worked

        • APD can reduce their workload

  • Reduce Future Conflict

    • Liaison Group

      • Reduce physical separation,

      • infrequent interaction issues

  • Superordinate Goal


  • Respond (Cont.)

    • Introduce Cultural Change

      • A new way of “doing business”

  • Job Redesign - Vertical Loading

    • All DRs attend Code EnforcementTraining

      • Increase Expectancy

  • Increase Valence

  • Reduce Resistance to Change

    • Emphasize Need for Change

    • Emphasize Positive Benefits


  • Respond (Cont.)

    • Job Redesign - Vertical Loading

      • Support Lt./DR Sgt. Attend Code

      • Enforcement Training

  • Develop Written SOP

    • Increase Expectancy

    • Socialize

      • Establish Goals & Priorities

      • Clarify Norms & Expectations

    • Reinforcing Mechanism for change


  • Respond (Cont.)

    • SOP developed w/input from:

      • Other code enforcement agencies

      • Other law enforcement agencies

      • Muni. Court, Cty. Attorney, D.A.’s office

  • Restructure William Traylor’s job

    • Back under DR Sgt.

    • High Growth Needs

    • Autonomy, added responsibility

    • Frequent contact following transition


  • Respond (Cont.)

    • With assistance of WPD, revise public

    • education presentation

    • Work with SAFE unit to work out complaint

    • intake process

      • Superordinate Goal

      • Regular meetings


    Implementation

    • Lt/Sgt. Trained - 9/1/02

    • Flow process worked out with SAFE - 9/1/02

    • William Traylor’s job restructured - 10/1/02

    • SOP completed - 12/1/02

    • Protocol completed - 12/1/02

    • Public Education program revised - 12/1/02

    • All DRs trained - 12/31/02

    • Full Implementation - 1/1/03


    Assess

    • Public surveys - upon implementation & every

    • 6 months afterward

    • Monthly stats on # of complaints received,

    • investigated, and their disposition

    • # of man hours spent on environmental crime

    • Other code enforcement agencies, SAFE,

    • and Patrol informally polled regularly


    3 Final Thoughts

    • Can’t lose focus on our Technical Core

    • Involving citizens in the identification and

    • correction of unsightly and dangerous

    • neighborhood problems is an excellent

    • means of Building Social Capital

    • Environmental problems are not confined

    • to the Central East Area


    3900 Harold Ct. (before)


    3900 Harold Ct. (after)


    You may now applaud


  • Login