NCJ Number
84185
Date Published
1977
Length
76 pages
Annotation
This evaluation of Cincinnati's team policing program showed decreases in burglary and improved police responsiveness to service requests but involved considerable financial and human costs and a lack of tangible change in community relations.
Abstract
The Cincinnati team policing program had the goals of (1) redefining sector team areas to conform to community perceptions of neighborhood boundaries, (2) realigning supervisory structure and 24-hour responsibility, (3) permanent assignment of officers to sectors and increased opportunity for face-to-face contact with citizens, (4) delegating authority to provide all police services except homicide investigations, (5) the addition of new incentives through job enrichment and provision of additional overtime money, and (6) the increased recruitment of minorities. To measure the impact of team policing, a variety of surveys of citizens and police officers were used, as well as police records. Other police records and officer interviews were used to determine the degree to which the division's design and delivery goals were met. Compared to other parts of the city, the neighborhoods with team policing were more successful in reducing burglary but there was no discernible increase in citizen cooperation with police nor a decrease in hostility toward the police. Job satisfaction for the officers was high for the first 18 months but declined thereafter. Also, the city spent more money on police services during the experiment than before, with personnel salaries accounting for about 80 percent of the increased costs. A less ambitious team policing effort would cost about the same as traditional policing. Graphic data are provided.