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Purpose Research shows that crime and disorder tend to concentrate in small, geographic locations and that place-based and problem-solving policing strategies can impact crime and disorder without displacing it to neighboring areas. However, implementation of problem-solving is a challenge. Loosely defined locations, shallow problem analysis, and distractions to problem-solving are cited implementation shortcomings. These shortcomings may be overcome by using the Case of Place approach, a case management strategy focused on documenting and analyzing place-based dynamics and characteristics to inform and direct policing strategies. The paper aims to discuss these issues. Design/methodology/approach The current study describes the adoption of the Case of Place approach in an urban police agency’s operations and performance management system. The authors utilize implementation theory to explore and explain the adoption of this new place-based strategy. Findings Key findings reveal important structural and cultural challenges to implementation. Structural challenges included modifying supervision structures, creating new positions, decentralizing analytical functions, and redirecting resources to problem-solving. Cultural challenges observed included emphasizing problem-solving as an organizational priority, integrating crime analysts into neighborhood precincts, and centering performance management processes around problem-solving. Originality/value The authors explore how implementation dynamics impact the adoption of new policies and practices, and offer a number of propositions for the use of the Case of Place approach within a place-based strategy portfolio.

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This edited book significantly contributes to the knowledge on how to address gang problems from a broad community perspective, which takes into account criminal justice agencies, social service providers, and community leaders, along with police, who have implemented collaborative anti-gang policies and practices. As community-wide efforts become more common, it is increasingly important to investigate effective strategies to address social problems. Beyond Suppression: Community Strategies to Reduce Gang Violence explores a demonstration project of one state’s efforts to reduce gang and youth violence through use of a comprehensive initiative, the Comprehensive Gang Model (CGM). The relevance of the CGM as a conceptual framework to guide gang policy and practice is illustrated throughout the book, and tailored gang reduction strategies derived from that framework and rooted in the ecological constitution of communities are showcased. The chapters highlight implementation strategies employed by various communities using a case study methodology that assists in garnering an in-depth perspective of implementation issues and key dimensions of the CGM. This book answers important questions about how communities operationalize the CGM. The results of these investigations are important for scholars, learners, and practitioners who seek to address gang violence using a customized response.

Reentry is a catch-all phrase used to characterize the intersection between offender reintegration and community safety. The numbers of offenders being released today from prison are exceptional, and have directed resources towards the introduction of new reentry policies, impacting the way organizations think about and behave regarding reentry and public safety. This organizational management aspect dimension of reentry has received insufficient attention from policymakers and researchers, yet practitioners struggle with it every day in their efforts to successfully reintegrate offenders and maintain public safety. Through a three-paper dissertation, this study considers changes in Massachusetts recidivism rates subsequent to reentry policy, where some communities have experienced notable recidivism reductions. By examining individual and community factors relative to offender recidivism, the first paper explores how challenges to reentry might inform efforts in those cities that host the majority of returning offenders---or \"reentry hot spots.\" The second paper describes survey results of organizational change activities, then conceptualizes a new model of strategic change management and an original metric for measuring change. Findings suggest that deliberate, knowledge-based change has occurred in Massachusetts agencies and provides a foundation for testing a new change model against reentry outcomes. In the final paper, the study explored communication and coordination between organizations by utilizing a theory of relational coordination to understand inter-agency relationships. Results reveal relationships between criminal justice agencies are stronger than those in substance abuse and employment agencies. The data also support the use of relational coordination in future measurement of collaboration outcomes. There are strong implications resulting from this work. Foremost is that organizations and their management of reentry are changing, and there is a need to understand the nature and results of change. Secondly, this research compels policymakers, practitioners and researchers to take a different view on how we identify, understand and tackle emerging criminal justice issues. While we need to invest heavily in understanding policy implementation and efficacy, equal attention should be paid to organizations and management practices as part of the administration of justice.

One strategy that has gained credence, and is promulgated by the US Office of Juvenile Justice and Delinquency Prevention (OJJDP), is the Comprehensive Gang Model (CGM). Since its development, the CGM has been known by a multitude of names. Most of these names reflect small changes in the model; yet, these various names also are illustrative of the ongoing struggle to effectively combat gangs using a more holistic approach. This chapter provides a critical overview of the CGM and assesses the future direction of the model, pulling in relevant cross‐disciplinary literature. The CGM component is first described, followed by the history of the model. The chapter also examines the implementation issues of the model. Beyond leadership and collaboration, data issues have been identified as problematic in reviews of the CGM. Future iterations of the CGM must integrate knowledge on how organizations work, and how they work together.