Join Jens Ludwig, an economist and director of the Crime Lab at the University of Chicago, alongside Sandy Jo MacArthur, a curriculum design director for the Policing Leadership Academy and law enforcement training expert. They delve into the critical need for enhanced management training for police leaders, arguing that effective strategies can reduce gun violence. The discussion also highlights innovative approaches like integrating mental health professionals with law enforcement and emphasizes the importance of data-driven methods for community safety.
Strong leadership training can lead to substantial improvements in public safety and crime reduction.
The Policing Leadership Academy leverages commanders and managers to bring about positive change in police departments through effective management practices.
The Policing Leadership Academy's strategic decision support centers have shown promise in reducing gun violence and fostering trust between the police and community.
Deep dives
Improving Police Leadership
The Policing Leadership Academy, developed by the University of Chicago Crime Lab, aims to train police leaders to be more effective in reducing crime and violence. The academy emphasizes data-driven decision-making, trauma-informed approaches, and cultural competence. By focusing on leadership training rather than frontline personnel, the program offers a cost-effective way to improve police departments. The first cohort consisted of 24 managers from various police departments across the US and Manchester, England. The participants learned valuable skills and knowledge through classroom sessions, seminars, and field trips. The success of the academy will be measured by outcomes such as reduced gun violence and improved community relations.
Recognizing the Importance of Leadership
Research by economists at the University of Chicago Crime Lab has shown that police department managers play a significant role in crime reduction and police use of force. The Policing Leadership Academy is built on the understanding that strong leadership can generate substantial improvements in public safety. Leaders who adopt management practices such as goal setting, data-driven decision-making, talent promotion, and accountability have the potential to create high-performing police departments. By training commanders and managers, the academy leverages their influence to bring about tangible positive change in their respective departments.
Building Trust and Reducing Crime
The strategic decision support centers (SDSCs) established by the Policing Leadership Academy have shown promise in reducing gun violence. These centers decentralize real-time crime information and use targeted interventions to address violence. By deploying technology, civilian crime analysts, and a data-driven approach, the SDSCs provide valuable insights to local commanders. The success of such initiatives not only contributes to crime reduction but also fosters trust between the police and community. The Policing Leadership Academy is working towards replicating the SDSC model in various high-crime neighborhoods to amplify its impact.
Empowering Police Leaders
The Policing Leadership Academy provides police leaders with critical training that is often lacking in traditional law enforcement education. Through sessions on topics like risk management, violence reduction, and resilience building, the academy equips leaders with the knowledge and skills to make informed decisions and create healthier and more resilient communities. By focusing on data literacy, trauma-informed approaches, and cultural competency, the academy aims to transform police leaders into effective and empathetic managers who prioritize public safety and build positive relationships with their communities.
Measuring Success and Scalability
The success of the Policing Leadership Academy will be tracked through rigorous data analysis. The academy measures its impact by examining outcomes such as reductions in gun violence, decreased police use of force, and improved officer and community sentiment. By evaluating these metrics, the academy aims to demonstrate the effectiveness of its leadership training and its potential to facilitate positive change in police departments. Leveraging randomized admissions and data sharing agreements with participating departments, the academy seeks to produce comprehensive evidence that supports the scalability and wider adoption of its successful training model.
In policing, as in most vocations, the best employees are often promoted into leadership without much training. One economist thinks he can address this problem — and, with it, America’s gun violence.
SOURCES
Kenneth Corey, director of outreach and engagement for the Policing Leadership Academy at the University of Chicago and retired chief of department for the New York Police Department.
Stephanie Drescher, operations captain in the City of Madison Police Department.
Max Kapustin, assistant professor of economics and public policy at Cornell University.
Jens Ludwig, economist and director of the Crime Lab at the University of Chicago.
Sandy Jo MacArthur, curriculum design director for the Policing Leadership Academy at the University of Chicago.
Sean Malinowski, D.O.J. strategic site liaison for the Philadelphia Police Department and retired chief of detectives from the Los Angeles Police Department.
"What Drives Differences in Management?" by Nicholas Bloom, Erik Brynjolfsson, Lucia Foster, Ron S. Jarmin, Megha Patnaik, Itay Saporta-Eksten, and John Van Reenen (NBER Working Paper, 2017).
"Management as a Technology?" by Nicholas Bloom, Raffaella Sadun, and John Van Reenen (NBER Working Paper, 2017).
