Revision Underway
NIJ is revising this strategic research plans. When the revised plan is released, it will be posted here and announced via NIJ's subscriber email lists.
The National Institute of Justice (NIJ) - the research, development, and evaluation agency of the U.S. Justice Department - presents its Policing Strategic Research Plan for 2017-2022, which consists of three strategic priorities and the objectives of each one.
One strategic priority of NIJ policing research for 2017-2022 is to promote and support research that optimizes workforce development for officers and civilian personnel. The proposed objectives of the Action Plan for this priority are to 1) develop strategies that support the policing workforce and 2) promote research on police training and education. NIJ's second policing strategic priority for 2017-2022 is to promote and support research on policing practices. The seven research objectives of the Action Plan for this strategic priority are to 1) research and evaluate crime-reduction policing strategies; 2) promote research that supports policing practices; 3) study systems and organizational characteristics designed to advance police performance; 4) study and evaluate police decisionmaking; 5) study the impact of organizational leadership on performance; 6) promote research that examines partnerships designed to increase public safety; and 7) promote research on policing practices designed to address police accountability and transparency. The third NIJ police research strategic priority for 2017-2022 is to promote and support research on the relationship between policing and communities. The three objectives of the Action Plan for this priority are to 1) research and evaluate community engagement strategies; 2) promote research to build trust and confidence between police and communities; and 3) promote research on the role of individual and community characteristics on policing services. Under each of the objectives for the three Action Plans, related research activities are outlined.
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