NIJ - National Institute of Justice

01/15/2025 | Press release | Distributed by Public on 01/16/2025 07:51

Enhancing Police Research Partnerships: A Path to Actionable Findings and Community Trust

In recent years, the landscape of policing has undergone significant scrutiny and transformation, driven by calls for reform in the interests of greater accountability, transparency, and trustworthiness among police officers, analysts, and academic researchers to address pressing questions that have an impact on policing strategies and community relations. At the same time, police agencies are grappling with significant recruitment and retention challenges, which are heightened by the increasing prevalence of trauma experienced by officers owing to exposure to violence and the emotional toll of serving their communities while under intense public scrutiny.

The articles in this edited volume underscore how police officers who engage in research - whether through independent inquiry or partnerships with academics - are uniquely positioned to produce actionable findings. The goal of bridging evidence to action is foundational to the National Institute of Justice's (NIJ) mission to build knowledge that informs public safety and the fair and effective administration of justice.

NIJ's Law Enforcement Advancing Data and Science (LEADS) program is central to this goal. As a complement to NIJ's well-established track record in translating and disseminating research findings in understandable and compelling ways to those who can use them, LEADS works from the inside out, nurturing law enforcement agency officers and staff who have self-identified as being research-minded and interested in further developing their skills. LEADS has spurred a new generation of police practitioner/researchers, affectionately known as "pracademics," who attend academic conferences, conduct research in their agencies, expand their data analysis and methodological skills, and, importantly, network with each other in a highly collaborative and supportive manner. This program, and the research products generated from it (as represented by the articles in this volume), not only advance the field of policing but also foster an environment conducive to meaningful reform, enhanced community policing, and restored trust between police and the communities they serve.

At the heart of effective policing is the ability to communicate and build relationships with the community. The chapter by Brimbal, et al. on improving patrol officers' communication skills through evidence-based interviewing underscores the importance of this foundational work. Theoretically, officers trained in these skills are better equipped to engage with community members, particularly in high-stress situations. When officers identify communication as a key area of improvement and partner with researchers to design effective training programs, the outcomes become not only relevant but tailored to community members' specific needs. This collaboration allows for the development of training protocols that go beyond theoretical frameworks, ensuring they are community-centered and grounded in officers' daily realities. Trained officers' positive views about communications skill acquisition and their positive perceptions of such training suggest that these programs achieve their intended impact.

Communications skills are closely related to active listening skills, which are essential in all manner of community interactions, particularly high-stakes situations like hostage negotiations. Poorboy and Quinby's research on active listening skills by hostage negotiators sheds light on the degree to which negotiators apply best practices and recognize areas for improvement. This vital information can inform models for both crisis negotiations and all manner of police communication strategies. By investing in training that emphasizes these skills, departments can enhance their operational effectiveness, resolve high-stakes crises safely, and establish stronger relationships with community members.

Hall and Hoard's evaluation of critical incident response training also reflects the broader theme of addressing training needs versus merely checking boxes. Many departments grapple with ensuring that training is not just a formality but is relevant and impactful. By evaluating the efficacy of training programs, officers can help identify gaps and propose modifications that address actual performance outcomes. Such research-driven evaluations not only improve officers' skills but also signal to the community that law enforcement is committed to ongoing improvement and accountability.

Labeling theory presents another critical lens through which police officers can examine their practices. David Miner argues persuasively that by reconsidering how officers think about, refer to, and designate people based on the types of offenses they may have committed in the past, officers can better understand the implications of labeling individuals and the long-term impact on community relations. This theoretical approach, when combined with empirical research, can inform policies that minimize stigmatizing labels and foster rehabilitation rather than recidivism.

The chapter on translating academic evidence into actionable strategies underscores police leaders' essential role in bridging the gap between theory and practice. Mourtgos and Adams document how authentic engagement between police and academic researchers can yield reductions in crime. Officers who learn from and apply academic findings can implement reforms that are not only evidence-based but also contextually relevant. This process of translation is crucial in creating a culture of research which empowers police officers to question, investigate, and innovate based on their unique insights and experiences. The more officers engage in research about effective and equitable policing practices, the more likely the findings will be used to make improvements in service of public safety.

Research partnerships can also lead to significant advancements in officer retention. Phiri and Alan's exploration of the relationship between recruit characteristics and officer retention underscores the importance of understanding how officers' needs and motivations can directly affect their professional longevity. By evaluating workplace factors that influence retention, agencies can develop targeted strategies to support officers throughout their careers. This is especially important in fostering an environment that values officer well-being, professional growth, and community engagement. Such efforts not only reduce turnover but also build a workforce that is better equipped to serve and connect with the community.

Kilmer, et al.'s evaluation of multi-agency peer support programs highlights the necessity of addressing officers' mental health and well-being. By researching and implementing support systems designed to meet the specific needs of law enforcement personnel, agencies can create environments that not only promote resilience but also cultivate community trust. The use of peers in this process offers one way to overcome police culture's stigma against seeking help. The impact of effective officer well-being programs cannot be overstated: Theoretically, officers who benefit from such programs are more likely to engage positively with the public, thereby fostering an atmosphere of collaboration and understanding.

Lastly, Herold's chapter explains the importance of using implementation science to translate research into practical and sustainable policing strategies. One implementation science principle, the co-production of research, specifically highlights the need for collaboration among police, researchers, and other stakeholders. When stakeholders work together as equal partners throughout the research and intervention process, it ensures that research findings are relevant and practical, leading to better outcomes and the sustainability of new practices.

Collectively, these articles highlight how police officers and analysts who conduct their own research or partner with academics play a pivotal role in generating actionable findings that can lead to meaningful reform and improved working conditions for police professionals. By focusing on the critical questions that arise within their agencies and communities, these practitioner/scholars are uniquely positioned to build knowledge that enhances their practices, supports community policing initiatives, and restores trust between law enforcement and the public. As policing continues to evolve, NIJ will continue to play a key role in fostering a culture of inquiry and collaboration through LEADS and its other translational research activities. These investments will be essential for ensuring that the field progresses in ways that are responsive to the needs of both officers and the communities they serve. Through research, training, and a commitment to improvement, police departments can become catalysts for positive change, ultimately contributing to a safer and more just society.

Abstracts of Forthcoming Chapters

Improving Communication Skills in Patrol Officers: A Training Study of Evidence-based Interviewing

Authors

  • Laure Brimbal, Ph.D., Texas State University, NIJ LEADS Scholar
  • Mark Severino, Los Angeles Police Department (ret.)
  • Angela Jones, Ph.D., Texas State University
  • Kim Rossmo, Ph.D., Texas State University

Abstract

Research over the past decade has helped develop and advocate for the use of ethical interviewing techniques in the interrogation room. However, very little research has examined interviewing practices and their training in patrol officers. Specifically, it is unclear whether training officers to use evidence-based interviewing improves the investigative process or changes how the public views such interactions. This paper argues for training patrol officer in evidence-based interviewing skills and describes results of an evaluation of a training for patrol. We trained a sample of frontline officers in evidence-based interviewing techniques, including information about the psychological research behind the use of investigative interviewing, good questioning practices, and rapport-building techniques. Trainees responded to knowledge, behavioral, and attitudinal questions before and after the training. We found improved knowledge in five different areas as well as positive perceptions of the training. This research brings evidence from investigative interviewing studies into the field by applying a robust body of research to patrol settings, where many interviews take place.

Training to Needs or Checkboxes? An Evaluation of Critical Incident Response Training

Authors

  • Jennifer Hall, Ph.D., Louisville Metro Police Department, Training Division, NIJ LEADS Scholar
  • DeAris Hoard, Ph.D., Louisville Metro Police Department, Training Division

Abstract

Research Summary. Assessing critical incident training outcomes assists law enforcement agencies in identifying areas of strength, deficiencies, and outdated response plans. This information is instrumental to informing training initiatives and developing evidence-based policies that align with the evolving needs of law enforcement agencies. The Federal Law Enforcement Training Center developed a Critical Incident Response Training course with objectives that go beyond threat mitigation, advancing into scene management, communication, and incident command. This study explored law enforcement performance during critical incident scenarios, including large-scale, multiagency responses to active aggressors. The study employed pre- and post-surveys and qualitative focus groups to evaluate the impact of the novel course on officer confidence and preparedness during critical incident response. Results indicated the course's impact on confidence and preparedness was statistically significant and meaningful.

Policy Implications. Findings suggest agencies should maintain clear communication protocols to streamline the information sharing process and aid efficient performance. They should also develop mandatory critical incident training for commanding officers to ensure preparedness for critical incident response and management. Finally, agencies should conduct regular scenario-based training to keep skills sharp and ensure readiness for real-world incidents.

Labeling Theory and the Need to Reconsider Offender Status

Author: David C. Miner, Fargo North Dakota Police Department, NIJ LEADS Scholar

Abstract

Research Summary. Whether a person comes to be viewed and labeled as a criminal is based on a system of societal norms and codified laws. Individuals who violate laws may be labeled as convicts, offenders, deviants, undesirables, criminals, and a host of other terms with inherently negative connotations. It is important to understand that conformity and nonconformity are based on internal and external factors, and much of the criminal population is not composed of the hardened, irredeemable deviants often portrayed in media and politics. The offender population has criminogenic needs that, with proper treatment, can be helped. If an individual's thoughts can be altered, then their behavioral outcomes will change. Through the labeling perspective, individuals caught and convicted of criminal acts, particularly felony acts, will begin to transform their identity to match their perceived criminality. The belief that crime is not something you did but who you are inhibits one's ability to desist from further criminality upon release.

Policy Implications. Cognitive behavioral therapy approaches can address maladaptive thoughts that lead to antisocial behaviors. Such approaches can reduce the impact of criminal labeling and have been effectively implemented with various special offender populations. Community-based approaches may be better options for nonviolent offenders as well as reducing the overall prison population.

How Police Leaders Translate Evidence on the Ground

Author(s):

  • Scott Mourtgos, Salt Lake City Police Department, NIJ LEADS Scholar
  • Ian Adams, University of South Carolina, NIJ LEADS Scholar

Abstract

Research Summary. In response to a significant increase in violent crime and concurrent personnel shortages, the Salt Lake City Police Department (SLCPD) implemented an evidence-based crime reduction program beginning in 2022. This initiative, executed over two years, focused on expanding the department's analytical capabilities through strategic civilian hires, conducting in-depth analyses of high-crime areas, and developing a robust managerial system for crime reduction that emphasized accountability at all levels. After collaborating with academic criminologists and developing appropriate programs, SLCPD experienced substantial crime reduction. In 2023, the city recorded the lowest crime levels in 15 years. This research brief provides a summary of the program's partnerships, successes, and challenges - and highlights lessons learned for other police managers.

Policy Implications. The SLCPD's experience underscores several policy implications for law enforcement agencies facing similar challenges. First, investing in civilian staff to enhance data collection, analysis, and dissemination capabilities is critical. Second, the program's success relies heavily on the consistent advocacy of a high-ranking "champion" and the establishment of systematic processes that become integral to daily operations. Third, consistent leadership and accountability mechanisms are essential but require significant effort over an extended period. Fourth, forming partnerships with academic researchers for training and assistance further strengthens implementation efforts. Finally, succession planning and maintaining a sustained focus amidst competing municipal priorities ensure the longevity and success of crime reduction programs, particularly under staffing constraints.

The Long Game: Examining the Relationship between Recruit Characteristics and Early Attrition  

Authors

  • Linda Phiri, Ph.D., Georgetown University
  • Kimberly Alan, MA, City of Madison Police Department, NIJ LEADS Scholar

Abstract

Research Summary. In recent years, police agencies throughout the United States have been exploring ways to respond to the field's recruitment and retention crisis. However, very little is known about how to solve these problems and even less research has been conducted to understand how successful retention can be pinpointed as early as the recruit level. Drawing on 20 years of administrative data from one mid-sized midwestern agency, the current study explores the relationships among recruit characteristics, including professional history and demographics, and the likelihood of attrition.

Policy Implications. The study found that a recruit's age, educational level, and background all play a role in their success - as does departmental culture. These findings suggest that departments should focus on creating inclusive environments that better support recruits who are at risk of early attrition.

The Aspirin of Crisis Negotiation: Judging the Use of Active Listening Skills (ALS) by Negotiators

Authors

  • Duwayne A. Poorboy, San Marcos Police Department, NIJ LEADS Scholar
  • Elizabeth Quinby, Ph.D., Texas State University

Abstract

Research Summary. Crisis negotiation is a demanding communicative event that saves lives. It requires several skills - most critically active listening skills (ALS). Role-playing is the primary method for teaching these important skills. One southern university hosts an annual competition where crisis negotiation teams resolve a scenario while being judged and scored by experts. Using these judges' feedback, this study examines their perceptions of the negotiators' ALS skills and how frequently each skill is used in a role-playing scenario.

Policy Implications: The findings suggest that negotiators used active listening skills but also exhibited behaviors that the experts deemed antithetical to ALS skills or "anti-ALS." Negotiators used some ALS skills more frequently than others and included some "supplementary skills." The judges stressed the importance of being conversational when using ALS, which improves with practice. This study's findings provide a unique view into how crisis negotiation experts evaluate ALS skills, extending the current research beyond negotiators' perceived importance of ALS and the frequency of its use. The study also has implications for policing beyond crisis negotiations since front-line officers and investigators use ALS while conducting interviews.

Supporting Our Community": Exploring the Impact of a Multi-Agency Police Peer Support Program

Authors

  • Melissa Kilmer, BA
  • Bill Walsh, Captain, Voorhees Police Department, NIJ LEADS Scholar
  • Janice Iwama, Ph.D., American University, NIJ LEADS Scholar
  • Jennifer Kelly, Ph.D.
  • Zoe Adoniou

Abstract

Research Summary. Policing is a high-stress career which can have a serious impact on officers' mental health and wellness. The current study expands upon one evidence-based practice to promote officer well-being: peer support programs - using data from a multi-agency peer support program in southern New Jersey. In addition to training with mental health professionals, officers engaged with colleagues on various mental health and wellbeing topics. The study describes experiences during the development and design stages as well as specific challenges facing officers and administration. Descriptive analyses offer insight into the prevalence of wellness topics discussed among officers and the types of interventions taking place among peer support members.

Policy Implications. There is limited research on the development and implementation of peer support programs among U.S. law enforcement agencies. The current study fills this gap by providing a nuanced look at both the program's early stages (i.e., design and development) and the later stages evaluating ongoing program and participant processes. The findings provide information that may prove useful for future program development and the paper offers recommendations to guide the planning and execution of future peer support programs.

Meeting Their Needs: Evaluating Agency-Specific Workplace Factors to Enhance Officer Retention Strategies

Author: Ashleigh N. Wojslawowicz, Ed.D., NIJ LEADS Scholar

Abstract

Research Summary. Sworn officers remain the most critical and costly asset of any police agency. Due to complexities surrounding factors such as job motivation organizational commitment, and agency structure, law enforcement organizations that want to understand officer retention require unique strategies. This study's purpose is to develop a comprehensive evaluation report of retention factors, utilizing a case study of a mid-size municipal police department. Participants were identified as sworn officers within the agency up to the rank of sergeant (N =367). Using the Likert scale and open-ended survey responses, we evaluated perceptions of workplace factors (External Job Opportunities, Compensation, Personal Characteristics, Organizational Issues, and Employee Needs) against officer retention decisions. Ordinary least squares regression found Employee Needs (β = .262, s.e. = 0.69, p < .001) had the biggest influence on decisions whether to remain with the agency -a 26% increase when holding other variables constant. Open-ended responses provided specific direction for implementation to target workplace factor concepts, given the higher association of reported agency commitment.

Policy Implications. Policy implications include integrating these findings into organizational procedures and supporting action research components. The research design strengthens agency capacity for responsivity to officers' needs, while findings targeted areas for strategy development. These components combine to create an agency-specific mechanism that complements police retention assessments. This framework reinforces the importance of officers' voices in staffing evaluations; officers provide a needed viewpoint to ensure that lived experiences align with agency objectives.

From Research to Reality: Leveraging Implementation Science to Advance Evidence-Based Policing

Author: Tamara D. Herold, Ph.D., Senior Advisor, National Institute of Justice

Abstract

The National Institute of Justice's "Evidence to Action" initiative seeks to bridge the gap between research and practice. Supporting this mission, this paper calls attention to a growing scientific field that helps to translate evidence into action: implementation science. The paper provides a brief introduction to implementation science and the tools used to facilitate the adoption of evidence-based practices. It introduces a blueprint based on five core principles - commitment, concordance, co-production, capacity, and culture - to guide police leaders engaged in "first-line research" and help them sustain effective interventions. Drawing from the LEADS scholars' studies presented in this volume, this paper demonstrates how applying these principles offers a practical approach to guiding successful interventions and achieving lasting improvements in policing outcomes.