This document outlines a joint effort between the Office for Victims of Crime and the International Association of Chiefs of Police to enhance law enforcement response to victims. It introduces the organizations and describes a 21st Century Strategy that provides a framework for agencies to place victims' needs at the center of their response. The strategy involves 4 core elements - leadership, partnering, training, and performance monitoring - and agencies implement it through a 4-step process of starting, charting, implementing, and sustaining changes. Accompanying volumes provide an implementation guide, resource toolkit, and upcoming supplemental training materials.
The Safe Shelter Collaborative is a project dedicated to finding more shelter faster for a greater diversity of human trafficking and domestic violence survivors. This deck provides overview information, a hold for a live demo, and appendices that include results from the pilot, the research we've done on where to launch next, and what it takes to participate in the project in general.
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
The Safe Shelter Collaborative is a project dedicated to finding more shelter faster for a greater diversity of human trafficking and domestic violence survivors. This deck provides overview information, a hold for a live demo, and appendices that include results from the pilot, the research we've done on where to launch next, and what it takes to participate in the project in general.
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
Hear from Clery Act experts Laura Egan, senior director of programs for the Clery Center; Steven Healy, CEO and co-founder of Margolis Healy; and James Moore, senior advisor for Clery Act compliance and campus safety for the U.S. Department of Education who discuss Clery Act tips in time for fall 2019. Laura, Steven, and James share their experiences and perspectives regarding the most critical issues in Clery Act compliance, with particular focus on those requirements related directly to the ASR/AFSR. They cover areas such as the policy and procedure requirements, distribution processes and notices, and challenges related to collecting and classifying crimes.
Measuring Success in Patient Advocacy InitiativesCharityNav
In an increasingly challenging donor environment, funders want more meaning reporting of success and outcomes by nonprofits. This webinar provides insights and knowledge that can mean the difference between scaling up - or dialing down - key initiatives.
Implementation of Results-Based Accountability in Children and Family SectorClear Impact
Ensuring child and family well-being and protection faces a complexity of challenges. Results-Based Accountability (RBA) provides a simple, disciplined framework to take action and measure the impact of prevention, early intervention and protective services. This webinar will provide three examples of using RBA to set a vision of success; measure the current situation and improve the future for children and families.
At the conclusion of this webinar, participants will:
Learn practical ways to implement RBA for Child Protection and Well-Being
Have examples of performance measures for specific child and family support and intervention services
Understand a comprehensive approach to tracking performance measures statewide using the Clear Impact Scorecard.
Learn of successful curves that continue to be improved in child, youth and family well-being.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Slides from the "Service as a Strategy" workshop presented by Lisa Humenik, President & CEO of the Volunteer Center of Southern Arizona, at the 2010 Arizona Summit on Volunteerism and Service Learning.
Our big goal with the Safe Shelter Collaborative? We want to reduce the time it takes a survivor of human trafficking or domestic violence to get shelter. We had a chance to share a project update recently. And this is what we said.
Slides used by participants in a session about collaboration across the Making Every Adult Matter (MEAM) coalition.
MEAM focuses on improving policy and practice for adults experiencing multiple and complex needs who have ineffective contact with services.
Hear from Clery Act experts Laura Egan, senior director of programs for the Clery Center; Steven Healy, CEO and co-founder of Margolis Healy; and James Moore, senior advisor for Clery Act compliance and campus safety for the U.S. Department of Education who discuss Clery Act tips in time for fall 2019. Laura, Steven, and James share their experiences and perspectives regarding the most critical issues in Clery Act compliance, with particular focus on those requirements related directly to the ASR/AFSR. They cover areas such as the policy and procedure requirements, distribution processes and notices, and challenges related to collecting and classifying crimes.
Measuring Success in Patient Advocacy InitiativesCharityNav
In an increasingly challenging donor environment, funders want more meaning reporting of success and outcomes by nonprofits. This webinar provides insights and knowledge that can mean the difference between scaling up - or dialing down - key initiatives.
Implementation of Results-Based Accountability in Children and Family SectorClear Impact
Ensuring child and family well-being and protection faces a complexity of challenges. Results-Based Accountability (RBA) provides a simple, disciplined framework to take action and measure the impact of prevention, early intervention and protective services. This webinar will provide three examples of using RBA to set a vision of success; measure the current situation and improve the future for children and families.
At the conclusion of this webinar, participants will:
Learn practical ways to implement RBA for Child Protection and Well-Being
Have examples of performance measures for specific child and family support and intervention services
Understand a comprehensive approach to tracking performance measures statewide using the Clear Impact Scorecard.
Learn of successful curves that continue to be improved in child, youth and family well-being.
Check out more videos and webinars on our website: https://clearimpact.com/resources/videos/
Slides from the "Service as a Strategy" workshop presented by Lisa Humenik, President & CEO of the Volunteer Center of Southern Arizona, at the 2010 Arizona Summit on Volunteerism and Service Learning.
Our big goal with the Safe Shelter Collaborative? We want to reduce the time it takes a survivor of human trafficking or domestic violence to get shelter. We had a chance to share a project update recently. And this is what we said.
Slides used by participants in a session about collaboration across the Making Every Adult Matter (MEAM) coalition.
MEAM focuses on improving policy and practice for adults experiencing multiple and complex needs who have ineffective contact with services.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
Guide on the use of Artificial Intelligence-based tools by lawyers and law fi...Massimo Talia
This guide aims to provide information on how lawyers will be able to use the opportunities provided by AI tools and how such tools could help the business processes of small firms. Its objective is to provide lawyers with some background to understand what they can and cannot realistically expect from these products. This guide aims to give a reference point for small law practices in the EU
against which they can evaluate those classes of AI applications that are probably the most relevant for them.
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
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Discover how Mississauga criminal defence lawyers defend clients facing weapon offence charges with expert legal guidance and courtroom representation.
To know more visit: https://www.saini-law.com/
Car Accident Injury Do I Have a Case....Knowyourright
Every year, thousands of Minnesotans are injured in car accidents. These injuries can be severe – even life-changing. Under Minnesota law, you can pursue compensation through a personal injury lawsuit.
1. A Joint Effort of the Office for Victims of Crime (OVC) and the International Association of Chiefs of Police (IACP)
Enhancing Law
Enforcement Response
to Victims
2. International Association of Chiefs of Police
• Founded in 1893
• Oldest and largest membership organization representing
law enforcement executives from all over the world
• A non-profit organization with 20,000 members
• Largest portion of the membership are departments
Serving under 25,000 residents or
With fewer than 25 sworn officers
• 76% of U.S. police agencies have fewer than 25 officers
www.theiacp.org
IACP
3. Office for Victims of Crime
• A component of the Office of Justice Programs, U.S.
Department of Justice
• Established in 1984 by the Victims of Crime Act (VOCA)
• Provides substantial funding to state victim assistance and
compensation funds
• Funds and oversees diverse programs that benefit victims
of crime
www.ojp.gov/ovc
OVC
5. Why Is This Happening?
Historically
• Law enforcement has focused on the apprehension and
prosecution of offenders
• Victims continue to be neglected in the criminal justice
system
• States have enacted laws to define the rights and redress
of victims of crime
www.victimlaw.info
6. Victims as a Priority
Why Not?
• It is required by law
• They are your citizens
• They are the people you serve
“Core Constituency”
7. Ask Yourself
How would you want your mother, father, son, daughter, or
friend treated should they become a victim of crime?
8. 1982 Presidential Task Force
Emphasized Importance of Law Enforcement:
Sensitive to victim needs
Knowledgeable about victim rights
Familiar with victim services
1999 IACP National Summit
Funded by OVC
What do Victims Want?
Improving Police Based Victim Services (IPBVS)
History & Background
Enhancing Law Enforcement Response to Victims
9. IACP Victims Summit Outcomes
7 Critical Needs of Victims 1. Safety
2. Support
3. Information
4. Access
5. Continuity
6. Voice
7. Justice
13. 3 Pilot Agencies:
• Mundelein (IL) Police Department
Small agency category
• Beaverton (OR) Police Department
Medium agency category
• Charlotte-Mecklenburg (NC) Police Department
Large agency category
Strategy Origins
14. Strategy Origins
8 Validation Sites:
• Broken Arrow (OK) Police Department
• California State University at San Bernardino
• Denver (CO) Police Department
• Flint (MI) Police Department
• Hastings (NE) Police Department
• Loudoun County (VA) Sheriff’s Department
• New York State Police
• Sumner (WA) Police Department
15. A 21st Century Strategy
• Benefits, challenges, methods, & responsibilities for
enhancing response to victims of crime
• An organizational approach - everyone plays a role
• Built around 4 core areas:
Leadership
Partnering
Training
Performance monitoring
16. Strategy Goals
Overall Goal
• Create a “sea change” within America’s law enforcement
community
• Encourage agencies and individuals to embrace a new
philosophy
• Place victims’ interests at the center of response to crime
and community problem solving
17. Strategy vs. Victim Services Units
• The majority of law enforcement agencies in the U.S. have
no specialized VSU’s
• The Strategy enhances what VSU is already doing
• Chances are that VSU will get a call-out for a violent crime
in the middle of the night, but…
How about when a bicycle is stolen?
Or a car is broken into?
“All victims of all crimes”
18. Lessons Learned
• Benefits more than outweigh challenges at all test sites
• Almost identical issues regardless of the department size
and geographic location
• Does not take a lot of additional resources to significantly
enhance victim response
21. An Organizational Approach
Agency Executives
Command Staff
Mid-Level Management
First Line Supervisors
First Responders
Dispatchers
Trainers
Public Info Officers
Records/IT Personnel
Planners
Crime Analysts
22. • Executives play a pivotal role in the success of this effort
• Commitment by the Chief
• Agency buy-in
• Core group of people to lead the effort
• Mission, vision, policies, practices
Leadership
23. Partnering
• Maximizing capacity to meet victim needs
• Identifying stakeholders (don’t forget the victims!)
• Bringing them together
• Defining partner roles and responsibilities
• Learning from each other
24. Training
• Building sustainability
• Probably the most challenging element
• Ride-a-longs/sit-a-longs
• Training Supplemental (Coming in October 2009):
Department personnel
FTO
Recruit
25. Performance Monitoring
• Baseline data collection-what do THEY think now?
We thought we were doing a great job, but…
• Identifying progress toward the goal
• Included in the promotional and evaluation process
This makes it important to the individual
30. Implementation Guide
Instructs Law Enforcement How To:
• Identify enhanced victim response goals
• Gather pertinent information
• Develop action plans
• Measure success
• Select performance monitoring approaches
• Sustain the effort in the long term
36. Charting
Collect &
Analyze Data
Gather
Baseline Data
Identify
Stakeholders
Internal Assemble baseline
picture
External
Interviews
Focus groups
Questions for each Surveys
Refine program goals
Leadership Team
37. Charting
Collect &
Analyze Data
Gather
Baseline Data
Identify
Stakeholders
Internal Assemble baseline
picture
External
Interviews
Focus groups
Questions for each Surveys
Refine program goals
Leadership Team
40. Charting
Collect &
Analyze Data
Gather
Baseline Data
Identify
Stakeholders
Internal Assemble baseline
picture
External
Interviews
Focus groups
Questions for each Surveys
Refine program goals
Leadership Team
43. Charting
Collect &
Analyze Data
Gather
Baseline Data
Identify
Stakeholders
Internal Assemble baseline
picture
External
Interviews
Focus groups
Questions for each Surveys
Refine program goals
Leadership Team
45. Implementing
Create a
Steering Committee
Add external
partners
Leadership Team
Develop a Detailed
Action Plan
Implement the
Action Plan
Market Your Ideas
Brainstorm ideas
Long/short
term goals
Set common goals
Determine
roles/timelines
All victims of
all crimes
Select self-starters
Foster buy-in
Roll call
Meeting minutes
Press releases
Web sites
46. Implementing
Create a
Steering Committee
Add external
partners
Leadership Team
Develop a Detailed
Action Plan
Implement the
Action Plan
Market Your Ideas
Brainstorm ideas
Long/short
term goals
Set common goals
Determine
roles/timelines
All victims of
all crimes
Select self-starters
Foster buy-in
Roll call
Meeting minutes
Press releases
Web sites
48. Implementing
Create a
Steering Committee
Add external
partners
Steering Committee
Develop a Detailed
Action Plan
Implement the
Action Plan
Market Your Ideas
Brainstorm ideas
Long/short
term goals
Set common goals
Determine
roles/timelines
All victims of
all crimes
Select self-starters
Foster buy-in
Roll call
Meeting minutes
Press releases
Web sites
49. Implementing
Steering Committee
Develop a detailed
action plan
Brainstorm ideas,
identify strengths,
weaknesses &
opportunities
Long/short
term goals
Determine
roles/timelines
50. Action Planning
Strengths
“MPD has begun to revise policies and
procedures to reflect its
commitment to responding to
crime victims needs”.
Challenges
“Officers and mental health service
providers are concerned that there are
not clear protocols for how law
enforcement should deal with victims
(and accused perpetrators) with
mental health issues”.
52. Implementing
Create a
Steering Committee
Add external
partners
Steering Committee
Develop a Detailed
Action Plan
Implement the
Action Plan
Market Your Ideas
Brainstorm ideas
Long/short
term goals
Set common goals
Determine
roles/timelines
All victims of
all crimes
Select self-starters
Foster buy-in
Roll call
Meeting minutes
Press releases
Web sites
54. Implementing
Create a
Steering Committee
Add external
partners
Steering Committee
Develop a Detailed
Action Plan
Implement the
Action Plan
Market Your Ideas
Brainstorm ideas
Long/short
term goals
Set common goals
Determine
roles/timelines
All victims
all crimes
Select self-starters
Foster buy-in
Roll call
Meeting minutes
Press releases
Web sites
56. Market Your Ideas
Roll call
Meeting minutes
Press releases
Web sites
Implementing
Agency Benefits
• Leadership opportunities
• Potential for reduced citizen complaints
• Stronger collaboration with victim service
providers, and thus better served victims
External Benefits
• Safety
• Support
• Information
• Access
• Continuity
• Voice
• Justice
57. Sustaining and Expanding
Employee evaluations
Steering Committee
Assess Progress &
Implement Course
Corrections
Formalize
partnerships
Reinforce
expectations
Publicize
accomplishments
Develop new
partnerships
Gather information
Reexamine baseline
Promote optimism
Initiate global
changes
Stay flexible
Build incentives
Maintain
commitment
Cross train
Celebrate Successes
Continue to Engage
External Resources
Monitor, Maintain,
and Enhance
58. Coming Soon: Training Supplemental
• To be released in October 2009
Will contain victim-related training enhancements for:
All levels of department employees
Field Training Programs (FTP’s)
Entry level academy recruits
Roll-call, in-service, cross-training with partners
59. Key Words
• Victims of crime
• Members of the community we serve
• Core constituency
• 7 critical needs of victims
• IACP/OVC 21st Century Strategy for Enhancing Law
Enforcement Response to Victims:
Strategy
Implementation Guide
Resource Toolkit
Training Supplemental