Disorder at Budget Motels
Problem-Oriented Guides for Police Problem-Specific Guides Series number 30
Center for Problem-Oriented Policingwww.PopCenter.org


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Supported by the Office of Community Oriented Policing 
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Problem-Oriented Guides for Police 
Problem-Specific Guides Series 
Guide No. 30 

Disorder at Budget 
Motels 

Karin Schmerler 

This project was supported by cooperative agreement 
#2002CKWX0003 by the Office of Community Oriented Policing 
Services, U.S. Department of Justice. The opinions contained herein 
are those of the author(s) and do not necessarily represent the 
official position of the U.S. Department of Justice. 

www.cops.usdoj.gov 

ISBN: 1-932582-41-X 

January 2005 


About the Problem-Specific Guides Series 

The Problem-Specific Guides summarize knowledge about 
how police can reduce the harm caused by specific crime 
and disorder problems. They are guides to prevention and 
to improving the overall response to incidents, not to 
investigating offenses or handling specific incidents. The 
guides are written for police–of whatever rank or 
assignment–who must address the specific problem the 
guides cover. The guides will be most useful to officers 
who 

• 
Understand basic problem-oriented policing 
principles and methods. The guides are not primers in 
problem-oriented policing. They deal only briefly with 
the initial decision to focus on a particular problem, 
methods to analyze the problem, and means to assess 
the results of a problem-oriented policing project. They 
are designed to help police decide how best to analyze 
and address a problem they have already identified. (An 
assessment guide has been produced as a companion to 
this series and the COPS Office has also published an 
introductory guide to problem analysis. For those who 
want to learn more about the principles and methods of 
problem-oriented policing, the assessment and analysis 
guides, along with other recommended readings, are 
listed at the back of this guide.) 
• 
Can look at a problem in depth. Depending on the 
complexity of the problem, you should be prepared to 
spend perhaps weeks, or even months, analyzing and 
responding to it. Carefully studying a problem before 
responding helps you design the right strategy, one that 
is most likely to work in your community. You should 
not blindly adopt the responses others have used; you 
must decide whether they are appropriate to your local 
situation. What is true in one place may not be true 



elsewhere; what works in one place may not work 
everywhere. 

• 
Are willing to consider new ways of doing police 
business. The guides describe responses that other 
police departments have used or that researchers have 
tested. While not all of these responses will be 
appropriate to your particular problem, they should help 
give a broader view of the kinds of things you could do. 
You may think you cannot implement some of these 
responses in your jurisdiction, but perhaps you can. In 
many places, when police have discovered a more 
effective response, they have succeeded in having laws 
and policies changed, improving the response to the 
problem. 
• 
Understand the value and the limits of research 
knowledge. For some types of problems, a lot of useful 
research is available to the police; for other problems, little 
is available. Accordingly, some guides in this series 
summarize existing research whereas other guides illustrate 
the need for more research on that particular problem. 
Regardless, research has not provided definitive answers to 
all the questions you might have about the problem. The 
research may help get you started in designing your own 
responses, but it cannot tell you exactly what to do. This 
will depend greatly on the particular nature of your local 
problem. In the interest of keeping the guides readable, not 
every piece of relevant research has been cited, nor has 
every point been attributed to its sources. To have done so 
would have overwhelmed and distracted the reader. The 
references listed at the end of each guide are those drawn 
on most heavily; they are not a complete bibliography of 
research on the subject. 



• Are willing to work with other community agencies 
to find effective solutions to the problem. The police 
alone cannot implement many of the responses 
discussed in the guides. They must frequently implement 
them in partnership with other responsible private and 
public entities. An effective problem-solver must know 
how to forge genuine partnerships with others and be 
prepared to invest considerable effort in making these 
partnerships work. 

These guides have drawn on research findings and police 
practices in the United States, the United Kingdom, 
Canada, Australia, New Zealand, the Netherlands, and 
Scandinavia. Even though laws, customs and police 
practices vary from country to country, it is apparent that 
the police everywhere experience common problems. In a 
world that is becoming increasingly interconnected, it is 
important that police be aware of research and successful 
practices beyond the borders of their own countries. 

The COPS Office and the authors encourage you to 
provide feedback on this guide and to report on your own 
agency's experiences dealing with a similar problem. Your 
agency may have effectively addressed a problem using 
responses not considered in these guides and your 
experiences and knowledge could benefit others. This 
information will be used to update the guides. If you wish 
to provide feedback and share your experiences it should 
be sent via e-mail to cops_pubs@usdoj.gov. 


For more information about problem-oriented policing, 
visit the Center for Problem-Oriented Policing online at 
www.popcenter.org or via the COPS website at 
www.cops.usdoj.gov. This website offers free online access to: 

• the Problem-Specific Guides series, 
• the companion Response Guides and Problem-Solving Tools 
series, 
• instructional information about problem-oriented policing 
and related topics, 
• an interactive training exercise,
• online access to important police research and practices,and 
• on-line problem analysis module. 


Acknowledgments 

The Problem-Oriented Guides for Police are very much a 
collaborative effort. While each guide has a primary 
author, other project team members, COPS Office staff 
and anonymous peer reviewers contributed to each guide 
by proposing text, recommending research and offering 
suggestions on matters of format and style. 

The principal project team developing the guide series 
comprised Herman Goldstein, professor emeritus, 
University of Wisconsin Law School; Ronald V. Clarke, 
professor of criminal justice, Rutgers University; John E. 
Eck, professor of criminal justice, University of 
Cincinnati; Michael S. Scott, clinical assistant professor, 
University of Wisconsin Law School; Rana Sampson, 
police consultant, San Diego; and Deborah Lamm Weisel, 
director of police research, North Carolina State 
University. 

Karin Schmerler, Rita Varano, Nancy Leach and Cynthia 
Pappas oversaw the project for the COPS Office. Suzanne 
Fregly edited the guide. Research for the guides was 
conducted at the Criminal Justice Library at Rutgers 
University under the direction of Phyllis Schultze. 

The project team also wishes to acknowledge the members 
of the San Diego, National City and Savannah police 
departments who provided feedback on the guides' format 
and style in the early stages of the project, as well as the 
line police officers, police executives and researchers who 
peer reviewed each guide. 


The author also acknowledges the support and assistance 
of members of the Chula Vista (California) Police 
Department in developing this guide: Chief Rick 
Emerson; Administrative Services Manager Ed Chew; 
Lieutenants Don Hunter and Roxana Kennedy; Sergeants 
David Eisenberg and Bruce Theisen; Agents Mark Jones, 
Tony Puyot, and Rusty Rea; and Officers Scott Schneider, 
David Edwards, Brandi King, David Oyos, Chris Penwell, 
and Wayne Wooten. 


Contents 

About the Problem-Specific Guides Series i
Acknowledgments v
The Problem of Disorder at Budget Motels 1
Factors Contributing to Disorder at Budget Motels 2
Motel Economics 3
Motel Layout and Features 5
Motel Personnel 5
Motel Clientele 6
Understanding Your Local Problem 11
Asking the Right Questions 11
Calls for Service and Crime Incidents 11
Motel Management Practices 12
Property Condition and Layout 13
Victims 14
Offenders 14
Current Responses 15
Measuring Your Effectiveness 15
Responses to the Problem of Disorder at Budget Motels 17
General Principles for an Effective Strategy 17
Specific Responses to Disorder at Budget Motels 21
Deterring/Screening Problem Guests and Visitors 21
Managing Problem Guests and Visitors 26
Changing the Physical Environment 28
Fostering Responsibility Among Motel Owners and Managers for Maintaining Safe Lodging 31
Establishing and Enforcing Regulations and Penalties 33
Responses With Limited Effectiveness 38


Appendix: Summary of Responses to Disorder at Budget Motels 41
Endnotes 51
References 55
About the Author 61
Recommended Readings 63
Other Problem-Oriented Guides for Police 67


The Problem of Disorder at Budget 
Motels 



This guide begins by describing the problem of disorder at  
budget motels, and reviewing factors that contribute to it.† 
It then identifies a series of questions to help you analyze 
your local problem. Finally, it reviews responses to the 
problem, and what is known about them from evaluative  
research and police practice. 

† Temporary overnight lodging falls
into two general categories: motels
and hotels. At motels, guests 
(registered room occupants) and
visitors (people who enter the
grounds but are not registered 
guests) can directly access rooms 
without having to enter the motel
lobby or main building. At hotels, 
guests and visitors must pass 
through the front lobby or enter the 
building through an outside door
and an interior corridor to get to the 
rooms.  


A wide variety of problems occur at budget motels, including 

• disturbances,†† 

†† An analysis of motel calls for
service in Chula Vista, California,
found that the most typical citizen
call was about a disturbance of
some sort. A significant portion
involved guests who wouldn't leave
or pay (Morris 2003). 

• 
domestic violence,  
• 
theft,  
• auto theft and theft from autos,†††  

††† For further information, see 
Thefts of and From Cars in Parking 
Facilities, Guide No. 10 in this series. 

• public drinking,  
• vandalism,  
• prostitution, 
• drug dealing and use, 
• fights,  
• clandestine drug-lab operations,†††† 

†††† For further information, see 
Clandestine Drug Labs, Guide No. 16 
in this series.

• sexual assault, and 
• robbery.  


Many of these problems can be reduced through better 
motel management, design, and regulation. 


In a number of communities, certain motels generate 
significant numbers of service calls and consume 
inordinate levels of police resources. Problem motels are 
frequently hot spots for both nuisance activity and more 
serious incidents, such as robbery and sexual assault. In 
addition, problem motels inhibit nearby economic 
redevelopment1 and reduce the number of safe, clean 
lodging units available for tourists and travelers. 

Factors Contributing to Disorder at Budget Motels 

Understanding the factors that contribute to your problem 
will help you frame your own local analysis questions, 
determine good effectiveness measures, recognize key 
intervention points, and select appropriate responses. 

The very nature of overnight lodging makes it conducive 
to crime and disorder. Motels and hotels house people 
only temporarily, often in commercial areas with high 
crime rates. Because budget motels offer low rates, accept 
cash, and often have a relatively unrestricted environment, 
local residents with illicit or antisocial intentions find them 
particularly attractive. Drug sales, prostitution, loud 
parties, and other activities can often be undertaken at 
motels with less risk than at private residences. Motel 
guests have little motivation to report drug dealing and 
prostitution because they have no long-term stake in the 
motel. In addition, motel managers often have a limited 
opportunity to get to know the backgrounds of the people 
on their premises. Finally, in municipalities that lack the 
resources to provide motel oversight, motel managers have 
little incentive to accept responsibility for problems. 


Motels attract crime, in that people inclined to commit it† 
are drawn to them because their conditions and 
reputations are favorable for doing so.2 Poorly managed 
motels also enable crime by attracting offenders to a 
location with weak oversight.3 

Motel Economics 

In 2002, the lodging industry posted revenues of more 
than $102 billion.4 

In general, lodging establishments that charge nightly rates 
of less than $60 fall under the budget category. However, 
both the price and the amenities at budget motels can vary 
greatly.†† Room rates–even for the same motel chain–differ 
significantly by location, season, and day of week. The 
upscale budget motels (which account for 25 percent of 
all U.S. lodging units) are typically chain motels, some of 
which cater to business travelers and tourists and offer 
fitness centers, complimentary breakfasts, and premium 
movie channels. Low-end budget motels (13 percent of all 

U.S. lodging) are typically independent properties that 
charge $20 to $45 per night, and may not offer any 
amenities except for cable movies. 

While some low-end motels offer safe, clean lodging (and 
some high-end motels do not), low-end motels are more 
likely to experience crime and disorder problems. A study 
of Chula Vista motels by California State University, San 
Bernardino (CSUSB), found that low room rates were 
strongly correlated with higher call-for-service rates.6 
Compared with motels that charged from $41 to $60 a 
night, those that charged $40 or less per night had twice 
the number of service calls per room, and more than two-
and-a-half times the number of arrests per room.7 

† In Chula Vista, an estimated 21 
percent of guests and visitors at 
several problem motels were on 
probation or parole, compared with 
less than 2 percent of California's 
overall adult population (Theisen 
2002a). 

†† Some motels in the rural 
Southwest have nightly rates of less 
than $20; in these markets, motels 
with nightly rates of $35 are high-
end. In contrast, low-end budget 
motels in major metropolitan areas 
generally charge between $30 and 
$45 a night, and high-end budget 
motels may charge up to $80 a night. 
The rates quoted in this guide do 
not apply to all motels, but are 
included to give you a general idea 
of the cost of budget lodging. 


Cheap motels did not always pose crime and disorder 
problems. In the 1930s and 1940s, individually owned and 
operated motels offered travelers an eclectic, economical 
array of relatively safe lodging options. In the 1950s, 
corporations such as Holiday Inn and Howard Johnson 
sought to capitalize on the growing national travel market 
by offering consumers brand-name, standardized lodging. 
The interstate highways built in the 1950s and 1960s 
favored the chains by essentially rerouting motorists away 
from the older, independent establishments, many of 
which were located along aging roads that ran parallel to– 
but were difficult to access from–the new interstates.8 In 
some cases, major motel chains built their properties right 
at the interstate exits; motorists seeking independent 
motels had to bypass the chains and venture farther from 
the interstate to find them. 

Steve Morris 
picture of a motel
In an effort to attract customers, older motels such as 
this urban Arizona establishment offer rock-bottom 
prices for longer term guests, essentially creating low-
income housing. 


The smaller, non-chain motels had difficulty competing 
with the large national chains under these circumstances. 
To survive economically, they began catering to the lower 
end of the market; some turned into adult motels,† while 
others served as housing for low-income people. Unable 
to afford upkeep, many of the formerly quaint motels 
deteriorated and became havens for crime and disorder.†† 
Unsightly and crime-prone motels can inhibit economic 
growth in the surrounding areas. 

Motel Layout and Features 

Originally built to accommodate the adventurous traveler 
of the 1930s and 1940s, motels were marketed as driver-
friendly-motorists could drive right up to their rooms. 9,††† 
Ironically, what was originally a selling point is now one of 
the most detrimental aspects of motels, from a crime 
prevention standpoint. Direct access to rooms allows 
problem guests and visitors to come and go without being 
seen by motel personnel. Regardless of size,†††† motels with 
unimpeded pedestrian and vehicle access to rooms can be 
difficult to manage, and may have a relatively high number 
of service calls if they serve a risky clientele. 

Motel Personnel 

Unlike hotels, many motels have a small staff. In some 
cases, the same individual who owns the motel also 
manages it and works the front desk. A midsize budget 
motel generally has an owner, a manager, one or more 
front desk clerks, several housekeepers, and, sometimes, a 
security guard, typically on contract. Upper-end and larger 
budget motels usually have additional staff that fill these 
roles. 

† The definition of "adult motels" 
varies from one jurisdiction to the 
next, but they often rent rooms by 
the hour and advertise the 
availability of in-room pornographic 
movies. 

†† There is evidence that drug 
dealers sometimes operate out of 
financially strained motels and 
apartment complexes because the 
property managers are unlikely to 
have the will or resources to stop 
them (Eck 1995b). 

††† The word "motel" is derived 
from the words "motorist" and 
"hotel" (Roadside Architecture 
2002). 

†††† More than half of the 41,000 
lodging establishments in the United 
States have between 15 and 75 
rooms. The majority of these 
properties are likely motels, although 
some larger motels may have up to 
200 rooms (American Hotel & 
Lodging Association 2003). 


Karin Schmerler 
picture of a drive up motel
Drive-up motel rooms allow unrestricted and 
anonymous access to guest quarters at any hour of day 
or night. 

Although there are notable exceptions, family-operated 
motels tend to have higher calls-for-service-per-room 
(CFS/room) ratios than chain motels. The CSUSB study 
found that family-operated motels' CFS/room ratios were 
60 percent higher than those at non-family-operated 
motels.10 As of 2000, approximately 60 percent of hotels 
and motels were chain lodgings, and 40 percent were 
independently owned and operated.11 

Motel Clientele 

At a typical lodging establishment, 80 percent of the 
guests are tourists, business travelers, or meeting or 
convention attendees. The remaining 20 percent have 
other reasons for staying, including personal reasons and 
special events.12 By contrast, at budget motels with crime 
and disorder problems, it is not unusual to find that 80 
percent or more of the guests are local residents staying 


for personal reasons, and just 20 percent of the guests are 
tourists or business travelers. There is some indication that 
motels experience a "tipping point" with respect to 
clientele. If a motel rents out rooms to enough problem 
guests, then more problem guests–and fewer legitimate 
guests–will be attracted to that motel. In some cases, just 
one problem guest can discourage legitimate guests from 
renting rooms.13 

A number of motels cater predominantly to local clients 
with a wide variety of reasons for renting budget rooms. 
Low-income workers sometimes seek long-term housing at 
motels rather than apartments, because motels do not 
require a first and last month's deposit and let guests "pay 
as they go." People living day-to-day may be able to pay $38 
a night for a motel room (with an average monthly total of 
more than $1,100), but unable to pay $500 all at once for 
an apartment. Motels also offer free furnishings, as well as 
cable television, electricity, and a telephone.14 People lacking 
steady jobs also rent motel rooms nightly, short term, or 
long term, for the same reasons.† 

Seasonal or short-term laborers, such as migrant and 
construction workers, also rent budget motel rooms, for 
anywhere from several weeks to several months.†† In some 
cases, government agencies that subsidize housing refer 
specific groups of people to motels. For example, the 
agencies sometimes provide public-assistance recipients and 
parolees with housing vouchers they can use at motels. 

† In Anaheim, California, where the 
typical apartment costs $1,200 a 
month, an estimated 2,000 of the 
city's 310,000 residents lived in 
motels full time before the city 
enacted long-term rental restrictions 
on the properties (Hill and 
Associated Press 2000). 

†† Seasonal laborers staying at 
motels for long periods can create 
ready markets for prostitution and 
drugs; if the laborers are paid in 
cash and do not use banks, they are 
particularly vulnerable to robbery or 
room burglary. 


A considerable number of budget-motel users seek rooms 
for criminal or nuisance purposes. Prostitutes and their 
customers rent rooms to secure safe, cheap places to 
conduct business; drug dealers use motels to contact 
buyers and make transactions; smugglers use motels as way 
stations for people they've smuggled into the country; and 
partiers rent rooms to get away from their usual 
environment, drink alcohol or use drugs, and generally 
behave in ways that are less acceptable at home. 

The Calls-for-Service-per-Room Ratio: A Common Denominator Using a calls-for-service-per-room (CSF/room) ratio allows for a standardized comparison of problem levels across motels of different sizes. The ratio is computed by dividing a motel's total number of calls for service in a 1-year period by the number of rooms at the motel. For example:
87 CFS / 39 rooms = 2.2 CFS/room 
52 CFS / 12 rooms = 4.3 CFS/room
You can use both citizen- and officer-initiated calls to 
calculate CFS/room ratios–either independently, for different 
perspectives on motel problems, or together, for total CFS/room ratios. 
To download an Excel spreadsheet you can use to calculate CFS/room ratios, 
see http://www.chulavistapd.org/motels

Regardless of their motivation for frequenting motels, 
guests and visitors who live within 30 miles of a motel 
tend to be higher-risk clients and cause more problems 
than tourists or business travelers. The probation rates of 
problem-motel guests and visitors who provided local 
addresses to Chula Vista officers were 13 times those of 


California's general adult population. In contrast, no 
tourists questioned at the same motels indicated they were 
on probation or parole.15 In addition, the CSUSB study 
found that the percentage of local guests staying at a 
motel was positively correlated with the motel's 
CFS/room ratio; in other words, the higher the number of  
local guests, the higher the number of CFS/room.16 

Long-term† guests also pose risks for motels. The CSUSB  
study found that the average length of stay at a motel was 
strongly correlated with citizen-initiated CFS/room ratios: 
the longer the average stay, the higher the citizen-initiated 
CFS/room ratio.17 Because they are designed to 
accommodate short-term guests, motel rooms are not 
typically stocked with cleaning products such as 
disinfectants, rags, dusters, mops, and vacuum cleaners, 
and can quickly deteriorate without frequent housekeeping 
and maintenance–services that low-end motels do not 
generally provide.18 Problem long-term guests are also 
difficult to remove from motels. In many jurisdictions, 
motel guests are considered legal tenants after 28 days of 
renting, and managers must have them evicted if they 
want them to leave. 

† A person who stays seven or more 
days at a motel can be considered a 
long-term guest. In some
jurisdictions, making weekly
payments for motel rooms 
constitutes tenancy (Campbell 
DeLong Resources Inc. and 
Portland Police Bureau 1999).
 

Prostitutes are among the riskiest clients motels serve. The 
CSUSB report found that motels that reported having 
problems with prostitution in the prior month had very 
high average CFS/room ratios compared with motels that 
reported other serious problems, including drug sales. 

Due to the number of people that pass through a motel 
on a given night, and the need to quickly make decisions 
on nightly rentals, managers cannot conduct the type of 
lengthy background checks on would-be guests that are 
typically done on prospective apartment renters. In 


addition, if business is down or motels have trouble 
attracting legitimate guests due to substandard facilities, 
staff might rent to suspicious guests to maintain cash flow. 
They also may have difficulty turning down undesirable 
guests during slow seasons. 


Understanding Your Local Problem 

The information provided above is only a generalized 
description of disorder at budget motels. You must 
combine the basic facts with a more specific  
understanding of your local problem. Analyzing the local 
problem carefully will help you design a more effective 
response strategy.  

Asking the Right Questions 

The following are some critical questions you should ask 
in analyzing your particular problem of disorder at budget 
motels, even if the answers are not always readily available. 
Your answers to these and other questions will help you 
choose the most appropriate set of responses later on. 

Calls for Service and Crime Incidents 

• 
How many citizen- and police-initiated service calls 
does your agency handle at budget motels each year? 
Has the volume of the two types of calls changed over 
time? 
• 
What is the nature of the service calls and crime 
incidents at budget motels? Do certain types of calls 
and crimes occur more frequently at some properties? 
• 
What is the annual CFS/room ratio† for each motel? 
Do the ratios vary significantly among similarly priced 
properties in the same neighborhood? (See 
http://www.chulavistapd.org/motels for an example of 
how these ratios can vary considerably, even among 
motels in the same several-block area. See 



http://www.chulavistapd.org/motels to obtain a chart 
template you can use to show the difference in 
CFS/room ratios for motels in your own jurisdiction.) 

† Annual budget-motel CFS/room 
ratios that include both citizen- and
police-initiated calls generally range
from 0.25 to 2.0, but some 
communities have properties– 
especially non-chain motels–with 
ratios of 11.0 or higher.

• 
For what types of crimes have police made arrests at 
motels? Are certain types of arrests–especially drug or 
prostitution arrests–more common at some properties? 
• 
What crime and disorder problems have motels 
experienced but not reported? 


Motel Management Practices 

• 
What specific management practices are in place at low-
priced motels with annual CFS/room ratios below 1.0? 
Above 1.0? (Good management practices are described 
in the "Responses" section below. To download a copy 
of a survey you can use to interview motel managers, 
see http://www.chulavistapd.org/motels.) 
• 
Have CFS/room ratios changed over time, particularly 
with a change in property management? 
• 
Who owns the motel? Is it independently operated, part 
of a franchise, or corporately owned? Does the owner 
have other properties? Obtaining information about a 
motel’s owner(s) and managers, as well as any other 
parties who have an interest in the motel (such as 
mortgage holders, ground-lease holders, and insurers), 
is critical to reducing problems at the motel. Property 
profiles, commonly known as “lot books,” list all 
parties with a financial interest in a motel. Lot books 
can often be obtained through city clerks who 
frequently contract with title search companies for this 
product. Professional skip-tracing search engines can 
supplement lot-book research by providing owner 
contact information, as well as information about tax 
liens on the property and civil suits against the 
owner(s). 



Understanding Your Local Problem 

• 
Is the motel's business license up to date? 
• 
How viable is the motel from a business perspective? 
How much money did the motel take in last year, and 
what was the average occupancy rate?† † Local government finance 


departments can estimate gross 

• How willing is the owner/manager to take receipts through transient occupancy
responsibility for motel problems, and to work with taxes paid. The national average 
police to address them? occupancy rate for overnight lodging 
was 64 percent in 2000, 60 percent 

• Are there some security measures the manager would in 2001, and 59 percent in 2002 and 

like to implement, but cannot due to cost, company 2003 (American Hotel & Lodging 
Association 2004). A motel with 40 

policy, or zoning, planning, or fire code restrictions? 
rooms, an occupancy rate of 60 

• How many motels rent to guests for more than 30 percent, and an average nightly rate 

consecutive days? How many and what percentage of of $50 would have yearly gross 
receipts of $438,000 (40 rooms x 0.6 

current guests in each motel are long-term tenants? occupancy x $50 rate x 365 days). 

Property Condition and Layout 

• 
What is the general condition of the motel's rooms? 
Do they meet minimum standards of cleanliness, safety, 
and functionality? 
• 
What is the general condition of the motel's exterior? 
Is it well landscaped and maintained? 
• 
How many entrances and exits are there to the motel 
grounds? Does all foot and vehicle traffic have to pass 
by the front office to access rooms or public areas, 
such as the pool? Are both vehicle and pedestrian 
access impeded by hedging or some other barrier? Is 
there a fence around the property's perimeter, or is 
access controlled via a gate or other means? 
• 
How many entrances and exits are there to the motel 
building itself ? Is access to the building limited by card 
keys or some other means? How quickly are card keys 
reprogrammed (e.g., immediately upon checkout, the 
day after checkout)? 



• Are there certain smaller areas/blind spots (nooks, 
hallways, parking lot sections, rooms at the back of the 
motel, etc.) that are particularly conducive to problem 
behaviors? 

Victims 

• 
How concerned about problem motels are local 
business employees, residents, and other people who 
frequent the area? What problems have they seen or 
experienced? How concerned are motel employees and 
long-term tenants about problems at the properties? 
• 
How many employees and long-term tenants have been 
victimized by problem guests, and in what ways? 
• 
How much have problem motels lost due to theft of 
motel property from rooms, vandalism, and unpaid 
rentals? 


Offenders 

• 
What percentage of the guests at individual motels live 
within 30 miles of them? What reasons do local guests 
or visitors give for frequenting the motels? 
• 
What are the probation/parole rates of guests at 
problem motels compared with those of guests at 
motels with low CFS/room ratios and those of the 
general population? 
• 
What percentage of arrestees at individual motels live 
within 30 miles of them? What reasons do problem 
guests (e.g., those who have been arrested or are on 
probation or parole) give for frequenting the motels 
with high CFS/room ratios? What do they find 
appealing about those motels? (See 
http://www.chulavistapd.org/motels to download a 



copy of a motel-user survey you can use to estimate 
user probation and parole rates, as well as provide 
insights into what attracts problem guests and visitors 
to specific motels.) 

Current Responses 

• 
How does the police department currently address 
motel problems? How effective have the responses 
been over the long term? 
• 
How are other local government agencies–such as code 
enforcement, community development, health and 
sanitation, planning and zoning, city attorney's office, 
fire, and finance–addressing motel problems? 
• 
What existing laws, ordinances, or regulations foster or 
constrain the ability of police and other city agencies to 
effectively address problems at budget motels? 
• 
Are financial lending institutions that hold notes on the 
motels aware of the problems, and if so, what actions, 
if any, have they taken to improve the situation? 


Measuring Your Effectiveness 

Measurement allows you to determine to what degree your 
efforts have succeeded, and suggests how you might 
modify your responses if they are not producing the 
intended results. You should take measures of your 
problem before you implement responses, to determine how 
serious the problem is, and after you implement them, to 
determine whether they have been effective. All measures 
should be taken in both the target area and the 
surrounding area. (For more detailed guidance on 
measuring effectiveness, see the companion guide to this 
series, Assessing Responses to Problems: An Introductory Guide 
for Police Problem-Solvers.) 


 

The following are potentially useful measures of the 
effectiveness of responses to disorder at budget motels: 

• 
fewer citizen-initiated calls for service per room, for 
each property;† 

† Although citizen-initiated calls 
(primarily those from motel 
employees) may increase during the 
transitional period–when a motel is 
improving management procedures 
and changing its reputation–they 
should ultimately decrease as the 
motel becomes more able to prevent 
and handle problems.

• 
fewer crime incidents at motels; 

• 
less-serious crime incidents at motels; 

• 
fewer citizen-initiated calls for service and crime 
incidents in areas adjacent to problem motels; 

• reduced police time spent at motels;†† 

†† Officer-initiated calls should 
decrease once the motels improve 
their management practices and/or 
control access to the property. 

• 
reduced concern about problem motels among 
neighboring businesses, residents, and others with a 
stake in reducing the problems; 

• 
reduced levels of visible disorder, such as loitering and 
graffiti, at problem motels; 

• 
increased tourist occupancy and decreased local 
occupancy at motels; and 
• 
increased number of motel rooms that meet minimum 
standards of cleanliness, safety, and functionality. 



Responses to the Problem of Disorder at 
Budget Motels 

Your analysis of your local problem should give you a 
better understanding of the factors contributing to it. 
Once you have analyzed your local problem and 
established a baseline for measuring effectiveness, you 
should consider possible responses to address the 
problem. 

The following response strategies provide a foundation of 
ideas for addressing your particular motel-disorder 
problem. These strategies are drawn from a variety of 
research studies and police reports. Several of these 
strategies may apply to your community's problem. It is 
critical that you tailor responses to local circumstances, 
and that you can justify each response based on reliable 
analysis. In most cases, an effective strategy will involve 
implementing several different responses. Law 
enforcement responses alone are seldom effective in 
reducing or solving the problem. Do not limit yourself to 
considering what police can do: give careful consideration 
to who else in your community shares responsibility for 
the problem and can help police better respond to it. 

General Principles for an Effective Strategy 

1. Enlisting community support to address the 
problem. Changing the way motels do business requires 
the support of local elected officials; government agencies 
that can regulate overnight lodging establishments; 
business associations, such as the Chamber of Commerce 
and convention and visitors bureaus; and, to some extent, 
the motels themselves. These various parties should be 






provided with detailed information about the nature and 
extent of motel problems before recommending any 
changes.† Well-funded regional and national motel chains 
may try to influence local politicians before they have all 
the facts, and small-business owners–even ones who 
manage enterprises that border on the criminal–can be a 
powerful local constituency for elected officials. 
Neighboring businesses, residents, and users of the areas 
near problem motels can help make the case for change. 

† Taking elected officials and local 
business leaders on tours of problem 
motels can be an effective way of 
alerting them to specific issues. 

2. Obtaining cooperation from motel owners and 
managers. Voluntary compliance with good motel 
management practices is possible to obtain from a 
segment of motels, and there are several natural incentives 
for managers to reduce problems at their properties. 
Legitimate motel owners have a financial interest in 
reducing crime and disorder problems–especially those 
that involve a potential loss of revenue, such as guests 
who damage rooms or refuse to pay.†† Safe, well-run, 
attractive motels can charge higher rates and maintain or 
increase annual revenue. Some managers would genuinely 
like to reduce the number of problem guests and visitors 
at their motels, but lack the necessary financial resources 
or knowledge about effective crime prevention measures at 
motels. (To download a copy of a management practices 
checklist you can provide to motel managers, see 
http://www.chulavistapd.org/motels.) Independent 
motels, in particular, may not have the resources to make 
significant environmental changes, but they can make a 
number of management changes at little cost. National 
chains have more resources at their disposal and are highly 
capable of running safe motels, if they choose to do so. 
You can prioritize problem motels with uncooperative 

†† At least 35 percent of Chula Vista 
motel managers indicated they had 
experienced the following problems in 
the prior month: theft, guest's refusal to 
leave, loud party, suspected drug dealing, 
and vandalism/graffiti (Bichler, Christie, 
and McCord 2003). Improved 
management practices can reduce the 
likelihood such problems will occur. 


managers or owners by CSF/room ratios, total number of 
citizen- and officer-initiated service calls, and community 
complaints. Uncooperative motels will have different 
leverage points. National budget chains may want to avoid 
negative publicity. Absentee motel owners may be 
persuaded to make changes that will reduce their exposure 
to liability or the likelihood of significant property 
damage.† Motel owners or managers involved in criminal 
activity at their motel can be forced to sell their business 
or radically change their business practices if they have 
been charged with or convicted of a crime. However, 
some motels may change the way they do business only 
under the threat of nuisance abatement or new local laws 
governing motel operations. 

† Motel managers in Sandy City, 
Utah, were convinced that it was in 
their interest to prevent drug dealers 
from setting up methamphetamine 
labs in their motel rooms when 
informed that the cost of cleaning 
up and rebuilding a motel room 
after a drug lab explosion could be 
as high as $25,000 (Thompson 
1999). 

Regulating Management Practices Through CFS/Room Ratios 
The city of Tukwila, Washington, requires motels to implement 
specific responses based on their yearly CFS/room ratios. 
All motels fall in one of three tiers established by the city: 
(1) less than or equal to 0.25 CFS/room/year; 
(2) 0.26 CFS/room/year to 1.0 CFS/room/year; and 
(3) more than 1.0 CFS/room/year. Motels and hotels in the 
tier with the fewest service calls do not have to make any 
changes. Motels in the middle tier must have a staff member 
on the property 24 hours a day, maintain a surveillance camera 
in the lobby at all times, and participate in a crime prevention 
assessment. Motels in the highest service-call tier must implement 
the middle-tier requirements, as well as submit employee names to 
the police department for background checks, train employees in 
proper management practices, install cameras in parking lots, 
implement crime-prevention-through-environmental-design recommendations, 
and make a number of other changes. Since being passed in the summer 
of 2000, police there report the initiative has reduced service 
calls by approximately 60 percent at motels with annual CFS/room 
ratios of more than 1.0. 


 

†† In some communities, a ratio of 
0.5 may be excessive, however, 
compared to other motels in the 
area. 

††† Performance standards are not 
intended to discourage motel staff 
or others from calling the police in 
an emergency. Police should 
conduct a quick door-to-door 
tenant survey if they suspect a 
manager is training tenants not to 
call them. Motel managers facing a 
performance standard may argue 
that it is their right to call the 
police, and they should not be 
penalized for being proactive. 
However, if a motel chooses to 
cater to a high-risk clientele and 
has a high number of calls for 
service, the management should 
completely control access to the 
property. The management may 
also need to hire adequate security, 
both to handle repeat nuisance 
calls that should not require a 
police response, and to prevent 
more-serious incidents from 
occurring. If a motel cannot afford 
access-control measures and 
private security (if necessary), it 
should stop catering to a high-risk 
clientele. 

3. 
Establishing and enforcing minimum motel 
functionality and security standards. All motels should 
comply with appropriate housing and building codes, and 
meet minimum security standards established through a 
combination of court decisions, legislation, and 
assessments by lodging managers.† 

† All agree that deadbolts, 
peepholes, door chains, solid doors 
and frames, and room telephones 
constitute basic security measures 
that all motels should have in 
place. As far as liability goes, the 
absence of these measures is 
considered evidence of unsafe 
lodging. Motels with established 
crime problems have also been 
expected to employ adequate 
numbers of security guards, install 
closed-circuit television (CCTV) in 
problem areas, and secure sliding-
glass doors with bars (Slepian 
2002).

4. 
Establishing crime-and-disorder performance 
standards and goals. As noted earlier, CFS/room ratios 
vary significantly, even among comparable motels in 
comparable neighborhoods. Motels with low CFS/room 
ratios set a natural baseline for what can be accomplished 
at similar properties. Motels should be able to maintain 
annual CFS/room ratios of less than 1.0††; action should 
be taken against those that do not keep calls at or below 
this level. Incentives for reaching performance goals, such 
as city-sponsored signage, community development funds, 
or other enticements, may be offered to motels that 
maintain annual CFS/room ratios of 0.5 or less.††† Both 
research and successful crime-reduction projects at motels 
and other residential properties have shown that motel 
personnel–especially managers and owners–can effectively 
control crime and disorder on their properties through 
proper management practices.19 Managers and owners have 
the greatest ability to ensure that their properties do not 
attract problem guests and visitors. However, many 
managers and owners are under the false impression that 
only police enforcement can reduce the problems at their 
motels, and rely primarily on local police to keep the 
order. Police agencies should avoid becoming de facto 
security services for motels for two reasons: traditional 
enforcement tactics are not particularly effective at 
reducing motel problems, and cities should not routinely 
subsidize the security operations of a for-profit industry. 
In general, it is important that police let motel managers 
or owners decide what specific steps to take to meet local 



standards. If a police agency recommends specific changes 
at a motel, and those changes do not bring about the 
desired results, the motel may have grounds to argue 
against abatement or other enforcement actions designed 
to reduce problems.20 


Specific Responses to Disorder at Budget Motels that  

Deterring/Screening Problem Guests and Visitors 

5. Requiring all adult guests and visitors† to present 
government-issued photo ID at the front desk 
immediately upon arrival. An ID requirement reduces 
the perception of anonymity at motels, reinforces personal 
accountability for behavior, and provides police with 
important information should a crime occur–all reducing 
the motel's appeal to problem guests and visitors. At 
minimum, front desk clerks should collect the following 
information from both guests and visitors: 

† Like guests, visitors should be 
directed to the front desk by the
security staff or the property design 
(e.g., fencing that prohibits 
unimpeded motel access, walkways 
lead directly to the front office). 

• full name, 
• home address, 
• home telephone number, 
• date of birth, 
• government ID number and ID type, 
• state and country of ID issuance, 
• time of arrival, and 
• number of assigned or visited room. 

Desk clerks at motels with high CFS/room ratios should 
also collect the following from registered 
guests: 

• name, address, and phone number of their employer, 
and 
• name and telephone number of an emergency contact.21 



Clerks should complete the guests' registration cards 
according to information verbally provided by the guests, 
then ensure the photo IDs contain the same information. 
Clerks should also visually verify and record guests' and 
visitors' license plate numbers, and issue corresponding 
parking permits that limit stays.22 Staff should record all 
guest and visitor information on a government-approved 
registration form readily accessible to police and other city 
officials who need to review occupancy levels, such as 
finance department personnel. 

6. 
Requiring that guests and visitors be at least 21 
years old to rent or visit a room, unless accompanied 
by a parent or legal guardian. Minors are at particular 
risk of sexual assault or statutory rape at motels; age 
limitations on guests and visitors can help prevent these 
crimes. Maintaining a strict 21-or-older policy for both 
guests and visitors can also prevent underage drinking in 
motel rooms. 

7. 
Maintaining and enforcing "no rent" and "no 
trespass" lists. Motel managers should retain the names 
and other registration information of people who have 
been arrested on the property, have caused a disturbance, 
have necessitated a call to police, are prohibited from 
renting at the motel as a result of a temporary restraining 
order or parole/probation conditions, or did not follow 
motel rules during rental. Motel management should ban 
such people from the property for a set period, typically 
six months to a year. You should consult legal counsel 
about the particular legal requirements of enforcing such 
bans in your jurisdiction. 



8. Limiting visitors and contact between strangers. 

Motels should prohibit visitors between 10 p.m. and 6 
a.m.; people on the property between those hours should 
be guests or staff only. At particularly problematic motels, 
management may want to prohibit visitors entirely. In 
addition, motels should limit the number of unrelated 
guests to one or two per room, thus discouraging parties 
and underage drinking.23 Front desk clerks should refuse to 
connect callers to rooms if the callers do not know the 
guests' full names.24 Implementing and enforcing all of 
these policies can reduce a motel's appeal to prostitutes 
and drug dealers. 

9. Prominently posting notices and signs that clearly 
outline appropriate guest and visitor behavior, as well 
as the sanctions that will be levied against violators.25 

Sample rules include the following: 

• No illegal activity (including drug use/sales, 
prostitution, and underage drinking) is allowed on the 
premises. If such activity is suspected, the management 
will notify the police and ask guests to leave the 
property, without a refund. 
• Room doors must be kept closed at all times. 
• No loitering is allowed on the premises. 
• No public drinking is allowed. 
• Playing loud music is not allowed. 
• Quiet hours are 10 p.m. to 6 a.m. 
• All visitors must check in at the front desk. 
• Guest rooms may not be used for private parties. 
• Parking passes must be displayed in all vehicles parked 
in the lot, or they will be towed at the owners' expense. 
• The management shares registration information with 
local police. 



Karin Schmerler 
picture of sign used by motels to list motel rules
Posted signs, clearly stating the rules of the motel, can 
dissuade guests from engaging in illegal activities. 

10. Guaranteeing payment from high-risk guests. 

Motels that have experienced problems with guests who 
won't pay or leave can require a two-night cash deposit or 
a credit card imprint at check-in. This policy can help 
ensure that motels receive compensation for all rentals, as 
well as cover any losses or damages that may occur. 


11. 
Refusing to rent to known or suspected prostitutes, 
gang members, or drug dealers,† or to anyone clearly 
intoxicated or under the influence of illicit 
substances. Motel staff have the right to refuse service to 
anyone, as long as they do not discriminate against a 
protected class in making room rental decisions. (To 
download a list of criminal indicators that can be posted 
at the front desk for easy clerk reference, see 
http://www.chulavistapd.org/motels.) Woodbury, 
Minnesota, officers provide motels with detailed telephone 
listings of local escort services so motel clerks can cross-
reference outgoing and incoming calls to rooms occupied 
by suspected prostitutes.26 National City, California, police 
obtained temporary restraining orders that barred known 
prostitutes from certain motels.27 Motels may want to 
consider charging for outgoing local telephone calls, which 
can discourage motel use by guests who plan to make a lot 
of local calls.28 

12. 
Implementing clear check-in policies, and training 
clerks in their use. Clerks should provide guests and 
visitors with a copy of the "house rules." If the motel is 
experiencing serious problems, clerks should require guests 
and visitors to read and sign a form. Clerks should also 
ask guests why they are renting a room, how many visitors 
they expect, and how long they are staying. If guests 
indicate they will be staying seven days or more, motel 
managers should conduct more extensive screenings, 
which may involve credit, employment, and prior landlord 
reference checks.29 Night clerks, who are often recent 
hires, may need additional training in guest screening and 
motel security procedures.30 


† Prostitutes are often well-known 
to motel clerks, gang members may 
have gang-related tattoos, and drug 
dealers may have previously raised 
suspicion by making numerous brief 
phone calls from their rooms during 
prior motel stays. Based on a review 
of motel arrests, Sandy City officers 
developed a profile of people buying 
and selling drugs at the properties. 
The typical arrestee used 
methamphetamine, was between the 
ages of 18 and 35, provided a local 
address, and paid in cash at low-
priced motels or used a fraudulent 
credit card at moderately priced 
motels. The arrestees also generally 
checked into motels in pairs and 
without luggage, and made and 
received numerous local phone calls 
(Thompson 1999). 


13. Reinforcing formal and informal social controls 
over problem guests. Police can inform those who 
oversee problem guests, such as military command staff 
and employers of seasonal laborers, about motels that 
experience relatively high levels of crime and disorder. 
The military can make problem properties "off limits" to 
personnel.31 Police should provide oversight officials with 
details on the types of problems experienced at the 
motels, and, if applicable, inform them that there are plans 
to conduct enforcement operations at the properties, as 
well as change how they are run, so they are more 
restrictive with respect to photo ID requirements, visitor 
prohibitions, public drinking, and noise policies. Probation 
agencies can also set probation and/or parole conditions 
that prohibit offenders from frequenting specific motels 
with histories of drug problems and other criminal 
activity.32 

Managing Problem Guests and Visitors 

14. 
Assigning potential problem guests to rooms near 
the front office or with high natural surveillance. Some 
motel managers routinely rent suspicious guests rooms 
near the front office, so they can better monitor their 
behavior. Rooms that face a busy street can also provide 
natural surveillance of problem guests and their visitors. 

15. 
Employing well-trained, uniformed, on-site 
security guards, with clear expectations regarding 
duties. Security guards should regularly and randomly 
patrol motel grounds and contact people who are loitering 
or behaving suspiciously. On large properties, guards 



should patrol on bicycle; on smaller properties, guards 
should be on foot. On all properties, they should carry 
professional two-way radios.33 They should pay attention to 
problem areas; enforce no-trespass lists; photograph 
trespassers and provide pictures to police and other motel  
staff; check for vehicles without parking permits and for 
other lot violations, and knock on the appropriate guests'  
doors to have them correct the violations; and generally 
enforce all house rules regarding noise levels, visitors, etc. 
Guards should not fraternize with guests or visitors. 

16. 
Prohibiting "back-in" parking. Some motel guests 
who engage in illicit activity back into motel parking 
spaces to make it harder for others to get their license 
plate numbers,† and easier for them to leave quickly, if 
necessary. Prohibiting such parking will make the motel 
less attractive to those with criminal intentions. 

† Approximately 20 states do
not require vehicles to display 
a front license plate.


17. 
Inspecting the rooms of guests who refuse maid 
service or behave suspiciously after check-in. Guests 
who have no luggage but anticipate an extended stay, bring 
a lot of luggage into a room for a one-night stay, or make 
and receive many local phone calls may be involved in 
producing methamphetamine.34 If motel managers suspect 
drugs are being produced or sold, or find drug 
paraphernalia, they should call the police, who can inspect 
the room for evidence of illicit activity. You should 
consult with legal counsel about the laws governing police 
searches of motel rooms in your jurisdiction. 





Changing the Physical Environment 

18. Limiting access to the property. A key feature of a 
safe motel is its ability to control who has direct access to 
guest rooms and other parts of the property.† Motels can 
limit access in a variety of ways, including the use of 
perimeter fencing, electronic gates, security guards,35 and a 
property design that requires all foot and vehicle traffic to 
pass by the front office.36 Some motels have converted 
exterior corridors to interior corridors to control access. 
At a notorious airport motel in Oakland, California, 
security guards function as a human barrier to those trying 
to access motel rooms. They send guests to the front desk 
to register, and ask potential visitors for the full name and 
room number of the person they want to visit. If visitors 
can provide this information as it appears on the room 
rosters the guards have, the guards send them to the front 
desk to register; if they cannot, the guards ask them to 
leave. Service calls have dropped by 59 percent since this 
practice, along with a series of other changes, was 
implemented.37 A Charlotte, North Carolina, motel that 
erected a fence to eliminate non-motel foot traffic 

† The two most frequent problems 
experienced by Chula Vista motel 
managers were (1) too many people 
in a room (65 percent of managers 
reported experiencing this problem 
in the previous month), and (2) 
unauthorized guests/visitors in 
rooms (57 percent of managers) 
(Bichler, Christie, and McCord 
2003). Controlling direct access to 
rooms can substantially reduce both 
problems. 

Karin Schmerler 
picture of motel
This motel fenced an unnecessary entrance/exit to reduce "pullthrough" 
traffic. 


increased the motel residents' perception of safety, and 
along with the eviction of a problem tenant and 
improvements in the registration process, reduced service 
calls by more than 60 percent.38 


19. Installing and monitoring CCTV. Closed-circuit 

television (CCTV) cameras at the property entrance(s), in  
the lobby, in the parking lot, in the pool area, at building  
entrances and exits, and at other problem locations can 
help motel staff better monitor the entire property. To 
address an increase in armed robberies at Marriott's 
higher-end budget motels (Fairfield Inn, Residence Inn, 
and Courtyard) in the mid-1990s, Marriott installed a basic 
CCTV system in the lobby of more than 80 percent of 
them. Robbery rates at those motels fell 43 percent the 
first year after they installed CCTV, and an additional 33 
percent the first nine months of the next year. Color 
monitors were found to be most effective. In addition, 
motels that installed the monitors in locations visible from 
outside the motel experienced a more dramatic decline in 
robberies than those that did not. Finally, contrary to 
Marriott's expectations, legitimate customers did not voice 
concerns about the monitors.39 For it to be effective and 
not cause undue liability, CCTV must be monitored, which 
can be time-consuming and tedious. 

20. Installing adequate lighting, and improving the 
visibility at blind corners with mirrors. Uniform 
lighting of at least one foot-candle† for the entire site is 
recommended; walkways, room entrances, and stairs 
should be more brightly lit. Three to five foot-candles of 
lighting are recommended for building entrances.40 
Motion-detector lighting can be an additional safeguard in 
problem areas. 

† A foot-candle is a unit of 
measurement of light per square
foot of surface space. Inexpensive 
light meters can be used to
determine the lighting level at a
specific location. 



21. 
Landscaping and maintaining the property in a 
way that minimizes crime opportunities and 
maximizes the perception of ownership. Simply 
planting and maintaining a low-growth flower garden can 
signal to problem guests that the property is well-cared-for 
and unlikely to be suitable for illegal activity. Abandoned 
vehicles, furniture, and appliances, graffiti, and other signs 
of neglect should quickly be removed. Pay phones used by 
problem guests should be altered or removed. You should 
consult someone trained in the principles of crime 
prevention through environmental design (CPTED)† for 
specific recommendations. 

† For more information on CPTED 
principles, see the International 
CPTED Association's website, at 
http://www.cpted.net/default.html. 

22. 
Establishing redesign and property improvement 
incentives. Areas slated for redevelopment can be 
rezoned to encourage property improvements that both 
reduce crime opportunities and improve aesthetics. For 
example, in Sarasota, Florida, owners of aging motels and 
other structures built before the current building code was 
adopted had little incentive to significantly upgrade their 
properties, as doing so would require full code compliance. 
To encourage property improvements, the city exempted 
motel owners in a specially designated redevelopment zone 
from meeting the code requirements, as long as the 
proposed upgrades met the overall goals for the zone: to 
create "…a safe and attractive environment…"41 Cities can 
also offer low-interest loans or tax credits for major 
renovations that would allow motels to increase room 
rates or incorporate CPTED principles into the property 
design. 



graph showing CFS rate variation across chain motels in Chula Vista

Fostering Responsibility Among Motel Owners† and 
Managers for Maintaining Safe Lodging 

23. Informing owners and managers about problems 
on site. Any time police make a drug or prostitution 
arrest on motel property, they should send a letter to the 
owner, manager, and any other parties with a financial 
interest in the property (such as mortgage holders), 
informing them of the arrest and the consequences to the 
motel–such as abatement–if the activity continues.†† The 
letter should request that the motel owner meet with 
police and/or city legal staff to explain how he or she 
plans to address the problem.††† Once a year,†††† police 
should forward each motel a listing of arrests, crime 
incidents, and service calls that occurred at the property 
during the prior year, along with an indication of how the 
motel's activity level compares with that of similar motels. 
The annual report should inform managers of their 
potential exposure to civil liability if they fail to maintain 
safe properties.††††† Police may also want to consider 
conducting checks of all registered guests and visitors at 
problem motels for outstanding warrants, and notifying 
motel managers and owners of the results (arrests, drugs 
seized, etc.). Legal advice on conducting such checks is 
recommended. 

† It is important to inform and work 
with problem-motel owners as well 
as managers, because managers may 
not have the authority to make 
changes that could result in a loss of 
rental revenue (Clarke and Bichler-
Robinson 1998). 

†† In a number of states and 
municipalities, properties where drug 
dealing or other nuisance behavior, 
such as prostitution (laws vary), 
occurs can be closed or otherwise 
ordered to cease operation. 

††† An evaluation of a San Diego 
effort to reduce drug dealing by 
contacting property owners found 
that those who both received a letter 
from the police about the illegal 
activity and participated in a follow-
up meeting experienced a 60 percent 
reduction in reported crime (Eck 
1998). 

†††† Problem motels may more 
frequently require information on 
arrests, crimes, and service calls. As 
part of an intensive effort to reduce 
problems at a Fresno, California, 
property, an officer personally 
contacted the owner and manager 
each time police made an arrest or 
executed a search warrant at the 
property (Fresno 1998). 

††††† Some courts have held that 
the burden is on motel management 
to assess the need for security 
measures, based on the foreseeability 
of crime problems at the property. 
Aspects of foreseeability include the 
nature and volume of previous 
crimes at the property, the crime rate 
of the surrounding neighborhood, 
guests who commit crime(s), a 
property design that facilitates crime, 
the number of calls about suspicious 
people, and a high visitor-to-guest 
ratio (Slepian 2002). 


24. 
Requiring that a manager be on the property at all 
times. Problems at motels occur at all hours; managers 
must be available at all times to address the concerns that 
will inevitably arise during nonbusiness hours. Some motel 
managers live in their motels. As a general proposition, 
residential property managers are more likely to employ 
management practices that will reduce crime and maintain 
order if the property is also their home.42 

25. 
Encouraging owners to sign "good neighbor 
agreements." Good neighbor agreements may be 
required for particularly problematic motels. These 
detailed, signed agreements between motel owners and the 
police ensure that motels are implementing acceptable 
management practices appropriate to the property.43 

26. 
Offering employee training programs. Such 
programs should cover practices that will aid motel 
employees in reducing crime, improving business 
operations, and complying with local laws. Police can 
provide specific guidelines on conducting background 
checks on prospective employees, screening guests and 
visitors, recognizing suspicious activity (such as 
methamphetamine lab operations), reducing crime 
opportunities through environmental design, knowing 
when to call the police, and handling disturbances or 
crimes such as robberies. Additional topics of interest to 
motel managers may include crime prevention measures 
that directly affect motel finances, such as recognizing 
counterfeit payment methods.44 It is also important to 
educate motel owners about their potential legal liability if 
they do not operate safe establishments.45 (Motel managers 
and owners interested in reducing problems at their 
properties should see Crime Prevention in Overnight Lodging,a 



short manual developed specifically for motel managers, at 
http://www.popcenter.org/Problems/Supplemental_Mater 
ial/Prostitution/CDRI_CP_ONL.pdf.)46 

Establishing and Enforcing Regulations and Penalties 

27. 
Limiting occupancy to no more than 28 days in a 
90-day period, and evicting problem tenants. A 
number of jurisdictions have prohibited motels from 
housing people on a long term basis–typically for more 
than a month at a time–citing health and safety reasons.† If 
motels cannot be prohibited from housing long-term 
residents, they should implement more rigorous screening 
procedures and operate their businesses as landlords, 
rather than managers.†† Established motel tenants involved 
in illegal activity should be evicted under existing landlord-
tenant laws.††† The arrest and subsequent eviction of 
managers and several long-term problem residents of a 
Fresno motel resulted in a 70 percent decrease in the 
average number of service calls per month.47 

28. 
Conducting regulatory inspections and audits. 
Regulatory inspections and audits can help ensure that 
properties comply with relevant fire, building, zoning, 
property maintenance, and health and safety codes, as well 
as tax laws. Oakland, California's Specialized Multiagency 
Response Team routinely inspects nuisance properties, 
including motels, to ensure compliance with housing, fire, 
and safety codes. Properties not in compliance may be 
sued using civil laws. An evaluation found that this 
approach was more effective at reducing drug problems in 
and around targeted properties than traditional 
enforcement efforts.48 Involving tax authorities can prove 
particularly effective in encouraging motels to change their 
business practices.†††† Fresno police requested that the city 

† In justifying its 30-day stay limit at 
motels, Buena Park, California, 
indicated that the lack of ongoing 
maintenance and maid service at 
long-stay motels rapidly creates 
substandard conditions in most, if 
not all, of the rooms. 

†† For further information about 
effective rental-property 
management, see Campbell (2000). 

††† An evaluation of effective drug 
abatement efforts found that 
problem-tenant eviction enabled a 
large majority of properties to 
essentially eliminate drug problems 
and avoid abatement (Davis and 
Lurigio 1998). 

†††† In California, the Franchise Tax 
Board can eliminate tax deductions 
if a property does not comply with 
housing codes. 




revoke a problem motel's rooming tax permit on the 
grounds the motel was violating a municipal code that 
prohibited allowing unlawful activity on the property; 
ultimately, the threat of this action forced the owners to 
sell the motel.49 

Adele Sidock 
picture of motel with code violations 
Because many independent motels were built more 
than 50 years ago and owners tend to limit 
investment in the properties, a number will exhibit 
moderate to severe code violations. 

29. Implementing licensing requirements for lodging 
establishments, including minimum security, 
sanitation, and management standards. In Stockton, 
California, motels must meet minimum standards to obtain 
a permit to operate. Among other things, permit 
applicants must demonstrate that the property fully 
complies with all applicable building, fire, and health 
codes; that service calls to the property have not been 
"excessive," as determined by the police chief; that the 
premise is governed by a management plan that addresses 
cleaning schedules and property maintenance; and that the 
property manager has not been involved in criminal 
activity for at least five years† and has completed a motel-
management training course co-taught by the police, fire, 

† The CSUSB study of Chula Vista 
motels found that only 19 percent of 
motels that were not family-owned 
conducted criminal records checks 
on motel employees.


code enforcement, and environmental health departments, 
and the local hotel/motel association.50,† During 2002, the 
program's first year of operation, 12 of the city's 59 
motels were shut down because they failed to comply with 
the new requirements. Oakland, California, requires that 
all motel rooms be secured with deadbolt locks and meet 
minimum standards regarding conditions and furnishings, 
as well as linen and mattress cleanliness.51 Motel practices 
and standards can also be regulated through conditional-
use permits, particularly when motel ownership changes 
hands. 

30. 
Enacting special regulations for adult motels.†† To 
make it more difficult for prostitutes to operate out of 
motels, a number of cities have passed laws prohibiting 
motels from renting rooms on an hourly or half-night 
basis. Other jurisdictions have established definitions of 
adult motels to limit where they can be located and to 
regulate their operations. 

31. 
Requiring a performance bond††† or other changes 
at a property in exchange for continued business 
operation. Oakland police and city officials required a 
prominent national budget chain to take out a $250,000 
performance bond in return for continued operation of a 
problem motel. The motel had well-documented problems 
of prostitution and drug sales, and a service-call level 
substantially above that of neighboring chain motels. 
Rather than forfeit the $250,000 bond to the city, the 
motel improved its management practices, hired 24-hour 
security guards to control access to the property, 


† For a copy of the Stockton 
ordinance, see 
http://www.stocktongov.com/SMC 
/Chapter07/Ch07PartIVDiv02.htm. 

†† Sugarland, Texas, has defined 
adult motels as those that (1) offer 
public accommodations with CCTV, 
films, videos, slides, or photos 
characterized by an emphasis on 
specified sexual activities; (2) and 
post a sign visible from the street 
advertising such material; (3) or 
offer a sleeping room for rent for 
less than 10 hours; (4) or allow a 
tenant or occupant of a sleeping 
room to sub-rent the room for less 
than 10 hours. 

††† A performance bond guarantees 
that the terms of an agreement will 
be met or the injured party will be 
financially compensated. 


† This call reduction was achieved 
with virtually no police enforcement 
action. Just one search warrant was 
served, and several arrests made. 

†† To prove that the motel was 
violating the penal code, National 
City officers paid an hourly rate for 
rooms and then brought known 
street prostitutes to the motel, 
making it clear that they were doing 
so to have sex in exchange for 
money. Violation of the penal code 
provisions enabled officers to obtain 
a search warrant for the property, 
which revealed separate 
bookkeeping practices and tax 
violations (National City Police 
Department 2002). 

††† In 1999, the University of 
California, Berkeley, estimated it 
would cost the city of Oakland 
approximately $18,000 in legal and 
administrative costs to close a motel 
under the state drug nuisance-
abatement statute, but only an 
estimated $1,300 to close the motel 
if it constituted a public nuisance 
under the same statute (Amato et al. 
1999). 

†††† Amortization is a means of 
terminating a nonconforming use by 
allowing investors to recoup their 
investment over a reasonable period, 
which may range from a few months 
to several years. 

††††† Eminent domain is the 
government's ability to take 
possession of private property for 
the public good, usually by 
providing fair compensation to the 
owner. 

prohibited visitors between 10 p.m. and 6 a.m., and 
instituted a series of other management changes. These 
changes reduced service calls to the property by 59 
percent† seven months after the agreement was reached, 
and pushed the motel's service-call levels down to those of 
neighboring chain motels, a key stipulation of the 
agreement. National City officers required a series of 
changes in return for the continued operation of a motel 
whose owners had been cited for violating the California 
state penal code sections that prohibit room rental to 
known prostitutes.†† Requiring a performance bond or 
other changes at a property provides a certain degree of 
leverage with the property owner. In the case of the 
Oakland airport motel, the adverse publicity of a drug 
abatement lawsuit provided the necessary leverage for the 
company to take out the performance bond. In National 
City, misdemeanor charges that put the owners on 
probation for one year gave officers the means for 
requiring management changes. 

32. 
Seeking cost recovery for excessive city time spent 
at problem motels. If police can establish that they have, 
out of necessity, spent an inordinate amount of time at 
problem motels, they can request reimbursement for that 
time. Oakland police recovered more than $35,000 for 
time spent surveilling the budget motel that took out the 
$250,000 performance bond.52 
33. 
Closing the property. Problem motels can be closed 
using a variety of approaches, including nuisance or drug 
abatement,††† failure to meet legally mandated operation 
standards, amortization,†††† eminent domain,††††† and 



imminent hazard.† Although it can be a lengthy process 
and is not without costs, property closure (or the threat of 
property closure) may be the only way to effectively 
address problems at the worst motels. In the case of 
abatement, civil penalties that accrue to the local 
government may help offset property-closure costs. 
Abatement laws vary by state, and the process can be 
complicated; legal assistance and full consideration of the 
benefits and potential pitfalls of the process are a must.†† 
(You can find a full discussion of closure options, their 
costs and benefits, and their appropriate use, given local 
crime conditions and the level of effort motel managers 
make to improve the property, at 
http://www.chulavistapd.org/motels.) Once a property is 
closed, the government can demolish it, sell it, or convert 
it to permanent housing or some other lawful use.53 

Aaron Anderson 

picutre of drug and weapon siezures from motels
Documenting drug and weapon seizures at motels 
is crucial to making the 
case for abatement. 

† An imminent hazard is a structure 
that is at risk of causing immediate 
or impending harm to the occupants 
or their property. 

†† In weak real-estate markets, for 
example, a property that is closed or 
acquired through abatement may 
have significant tear-down or 
conversion costs that could inhibit 
future property development. 


34. Using asset forfeiture or seizure. Although not 
widely used because the target property's value is often 
low,54 asset forfeiture of motel property has been 
attempted on several occasions. The Maricopa County, 
Arizona, Attorney's Office sought to reduce problems at a 
motel using state statutes that provide for property seizure 
if a criminal nuisance is not abated.55 In 1998, the U.S. 
Attorney in Houston sought to use federal drug asset-
forfeiture laws to seize a motel that was the site of drug 
sales, prostitution, and other serious crimes, despite the 
fact that the owners did not actively participate in the 
crimes. Ultimately, the U.S. Attorney did not pursue the 
forfeiture case because the motel owners agreed to make a 
number of changes in motel operations. 

Responses With Limited Effectiveness 

35. Continually arresting offenders at problem 
properties. A number of police departments have made 
little impact on motel problems using only traditional 
tactics.56 Albuquerque, New Mexico, police arrested more 
than 20 people at a particularly problematic motel during 
the summer of 1997, but by February 1998, they were 
again making a lot of arrests there, for drugs and 
prostitution. It was not until the property was abated as a 
nuisance in 1999 that the problems there declined.57 
National City officers found that the impact of "john" 
stings (arrests of prostitution customers) were short-lived 
and did not address the underlying cause of the problem: 
poor property management. They routinely conducted 
prostitution stings in the area of a problem motel for four 
years before concluding that these efforts were not 
effective over the long term.58 In addition, research on the 
impact of drug enforcement efforts at apartment 


complexes and drug houses has found little evidence that 
traditional tactics are effective in these settings.59 At motels 
with poor guest screening and management, police face a 
seemingly limitless supply of offenders not deterred by 
periodic enforcement efforts. 

36. 
Conducting field interviews of people at problem 
motels, and traffic stops of vehicles leaving them; 
scheduling extra police patrols of problem motels. In 
Chula Vista, a 91 percent increase in officer-initiated 
activity in 2001–primarily field interviews, traffic stops, 
and knock-and-talks–yielded just a 6 percent reduction in 
citizen-initiated calls for service that year. A 23 percent 
reduction in officer-initiated activity in 2002 corresponded 
with a 10 percent reduction in citizen-initiated calls that 
year. There appeared to be no relationship between the 
level of police-initiated activity and the level of citizen 
calls for assistance.60 Police did not inform motels about 
the increased enforcement activity. A subsequent analysis 
of 48 months of call data to the Chula Vista motel with 
the most service calls found that there was a very weak 
and statistically insignificant relationship between police 
enforcement activity and citizen-initiated calls. 
37. 
Implementing Crime-Free Hotel/Motel programs. 


A spin-off of the Crime-Free Multi-Housing program, this 
initiative involves certifying properties as "crime-free" if 
the managers have completed the requisite training courses 
and the properties conform to general CPTED principles. 
Although a number of aspects of the Crime-Free 
Hotel/Motel (CFHM) program are effective strategies and 
recommended in this guide, the program itself has 
limitations. As currently structured, the CFHM program 
requires police or other city officials to spend a significant 


† In Mesa, Arizona, where the 
CFHM concept was developed and 
implemented in 1997, the majority 
of motels did not participate in the 
CFHM program as of July 2001. 

amount of time helping motels go through the three-phase 
process to become certified crime-free properties. Motels 
that participate in the program often see a reduction in 
service calls, but participation is voluntary, and problem 
motels frequently opt out.† Turnover at motels can also 
hamper the program, as new personnel have to be trained 
in CFHM principles.61 


Appendix 

Appendix: Summary of Responses to Disorder at 
Budget Motels 

The table below summarizes the responses to disorder at 
budget motels, the mechanism by which they are intended 
to work, the conditions under which they ought to work 
best, and some factors you should consider before 
implementing a particular response. It is critical that you 
tailor responses to local circumstances, and that you can 
justify each response based on reliable analysis. In most 
cases, an effective strategy will involve implementing 
several different responses. Law enforcement responses 
alone are seldom effective in reducing or solving the 
problem. 

Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
General Principles for an Effective Strategy 
1. 17 Enlistingcommunity 
support to 
address the 
problem 
Establishes jointownership ofthe problem anda solid 
foundation for 
change 
…there is 
sufficient publicinterest in and 
political support 
for addressing theproblem 
A local business 
association, such 
as the Chamber 
of Commerce, 
may be bestpositioned totake the lead in 
enlisting andmaintainingcommunity 
support 
2. 18 Obtainingcooperationfrom motel 
owners and 
managers 
Limits the need 
to regulatechanges in 
business 
practices 
…the needs and 
opinions ofmotel managers 
and owners are 
sought early inthe problem-
solving process 
Not all motels 
are interested in 
changing the waythey do business;
these 
establishments 
will require adifferent 
approach 


Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
3. 20 Establishing andenforcingminimum motel 
functionality andsecuritystandards 
Restricts the 
operation ofmotels to those 
that can provide 
accommodations 
that meet basic 
standards 
…pertinent cityand countyagencies, such as 
code 
enforcement, the 
attorney's office, 
and the health 
department can 
provide 
assistance 
May require yearsto implement, as 
well as significantpolitical support 
and ongoingresources for 
implementation 
4. 20 Establishingcrime-and-
disorder 
performance 
standards and 
goals 
Shifts the 
responsibility forsafety to thosemost able to 
improve 
conditions– 
motel operators 
…a number of 
motels alreadymaintain annual 
CFS/room ratiosof less than 1.0 
May require yearsto implement, as 
well as significantpolitical support 
Specific Responses to Disorder at Budget MotelsDeterring/Screening Problem Guests and Visitors5. 21 Requiring alladult guests andvisitors to 
present 
government-
issued photo IDat the front desk 
immediatelyupon arrival 
Creates a record 
of motel users 
for police 
purposes; can 
help screen outthose who do 
not wish to be 
identified bymotel personnel 
…front desk 
clerks 
consistentlyadhere to 
information 
collection 
requirements andrefuse to allow 
access to peoplewithout properIDs 
A guest/visitor logis most useful to 
police if the 
information is 
legibly recordedon a standardized 
form, or, if 
possible, entered 
into a 
standardized 
computer database 
6. 22 Requiring thatguests andvisitors be at 
least 21 yearsold, unless 
accompanied by 
a parent or legal 
guardian 
Denies minors 
access to a placeto drink alcohol; 
helps prevent 
minors from 
being sexuallyassaulted in a 
motel room 
… front desk 
clerks 
consistentlyrefuse to allow 
unaccompaniedminors on the 
premises and alarge number of 
problem guestsare under 21 
Can be difficult to 
implementwithout perimetercontrol 


43 

Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
7. 22 Maintaining andenforcing "norent" and "no 
trespass" lists 
Prevents onetime 
problemmotel users from 
becoming repeat 
motel users 
…both visitors 
and guests arerequired topresent photoID to enter the 
property 
Requires good 
record-keeping on 
the part of motels 
and perimetercontrol 
8. 23 Limitingvisitors and 
contact between 
strangers 
Inhibits parties; 
reduces the 
opportunity for 
illicit 
transactions 
between 
strangers 
…motels can 
control both 
pedestrian andvehicle access to 
the property 
Controlling theperimeter may be 
costly 
9. 23 Prominentlyposting noticesand signs thatclearly outlineappropriateguest andvisitor behavior, 
as well as the 
sanctions that 
will be levied 
against violators 
Sets rules for 
motel users' 
behavior; 
removes excuses 
regarding theconsequences ofviolations 
…guests andvisitors read the 
notices, and 
management 
enforces the 
rules 
Motels with lower 
CFS/room ratios 
may not want or 
need explicit rules 
prohibitingprostitution anddrug use 
10. 24 Guaranteeingpayment fromhigh-risk guests 
Gives motel staff 
leverage over 
guests who won't 
leave or pay;
helps screenguests who can'tafford a room 
…guests' creditcards are 
legitimate 
Not all motel 
customers will 
have credit cards; 
in these cases, 
motels can requiremulti-nightdeposits well in 
advance of 
departure dates 
11. 25 Refusing to rentto known or 
suspectedprostitutes, 
gang members, 
or drug dealers, 
or to anyone 
clearlyintoxicated or 
under the 
influence of 
illicit substances 
Denies motel 
access to 
extremely high-
risk guests andvisitors 
…clerks can 
identify high-risk 
guests, 
management 
supports denyingthem access, and 
the motel can 
either replacethem with low-
risk guests orabsorb the 
resulting short-
term loss of 
revenue 
Clerks cannot 
discriminate 
against people who 
would like to rent 
rooms based on 
their race, religion, 
gender, or other 
protectedcharacteristics 


Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
12. 25 Implementingclear check-in 
policies, and 
training clerksin their use 
Standardizingand formalizing 
check-in 
procedures aidsclerks in 
consistentlyscreening outproblem guests 
…clerk turnover 
is relatively low, 
or key 
information is 
provided to new 
clerks, in written 
form 
Managers may 
need to 
periodically check 
on adherence to 
check-in 
procedures andstandards 
13. 26 Reinforcingformal and 
informal social 
controls over 
problem guests 
People who have 
influence over 
problem guestslimit their abilityto frequent thepremises, or they 
requireimprovements in 
behavior 
…problemmotels are 
patronized by 
significantnumbers of 
people who canbe influenced 
(parolees/
probationers, 
militarypersonnel,
college students, 
or seasonal 
laborers) 
Parolees/
probationers may 
have difficultyfinding otherhousing that meetstheir needs 
Managing Problem Guests and Visitors 
14. 26 Assigningpotentialproblem guests 
to rooms near 
the front office 
or with highnatural 
surveillance 
Increases the 
guests' risk ofgetting caught 
engaging inproblembehaviors 
…such rooms 
are not booked 
when suspiciousguests arrive 
This responseshould be used in 
only a fewborderline cases at 
any one time; if a 
clerk or manager 
does not feel 
comfortable 
renting to aperson, theyshould not 
proceed withcheck-in 
15. 26 Employing 
well-trained, 
uniformed, on-
site securityguards, with 
clear 
expectationsregarding duties 
Provides 
significantoversight of the 
property 
…guards go 
beyond 
patrolling andproactively useall the tools at 
their disposal tokeep order on 
the property 
Involves a 
substantial cost to 
the motel 


45 

Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
16. 27 Prohibiting"back-in" 
parking 
Reduces motels' 
appeal tocriminals; gives 
guards anopportunity to 
engage violators 
…motels are 
located in or 
near states that 
do not require afront license 
plate 
Signs prohibitingthis practice must 
be posted; guests 
may notunderstand the 
restriction 
17. 27 Inspecting therooms of 
guests whorefuse maid 
service or 
behave 
suspiciouslyafter check-in 
Limits the 
amount of time 
guests have total 
control over the 
use of rooms 
…motels employ 
security guardsor other staff 
who are trained 
in recognizingdrugparaphernalia 
Situations 
involvingsuspectedclandestine druglabs or sales are 
dangerous, and 
police involvement 
is recommended 
Changing the Physical Environment18. 28 Limiting accessto the property 
Problem guestsand visitors can 
be screened out 
at the front desk 
…direct room 
access or use of 
the property by 
people notassociated with 
the motel is a 
source of the 
problem 
Involves a cost to 
the motel; police 
and other 
emergencypersonnel must 
have access to the 
property 
19. 29 Installing andmonitoringCCTV 
Increases the 
risk offenders 
will get caught 
engaging in illicitor undesirable 
…the motel has 
only a fewidentifiable 
problem areas 
Involves a cost to 
the motel 
behavior 
20. 29 Installingadequatelighting, and 
improving thevisibility atblind corners 
Increases the 
risk offenders 
will be detected 
…problemsoccur at nightand in the 
motel's public 
areas 
Involves a cost to 
the motel 
with mirrors 


Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
21. 30 Landscapingand maintainingthe property in 
a way thatminimizes 
crime 
opportunities 
and maximizes 
Sends the 
message that the 
location is 
unsuitable for 
criminal activity 
…it is done in 
conjunction withaccess control, 
and strict guestand visitor 
screening 
Involves a cost to 
the motel 
the perception 
of ownership 
22. 30 Establishingredesign and 
property 
improvement 
incentives 
Provides motel 
owners with 
resources or 
benefits for 
upgrading 
properties or 
improving theirsecurity features 
…motels are 
interested in 
serving alegitimateclientele, but lack 
the resources to 
attract legitimate 
customers 
May involve a cost 
to the jurisdictionand/or the motel 
Fostering Responsibility Among Motel Owners and Managers for Maintaining Safe Lodging 
23. 31 Informing 
owners and 
managers about 
problems onsite 
Removes excuses 
on the part of 
owners and 
managers 
…the problemmotels are 
concerned about 
their reputationor the threat of 
abatement 
Requires ongoing 
staff support to 
forward crime-and-
disorder statistics 
to motels and 
conduct follow-up 
meetings 
24. 32 Requiring that a 
manager be on 
the property at 
all times 
Ensures that the 
property will 
have 24-hour 
oversight 
…a manager can 
live in the motel 
Involves a cost to 
the motel 
25. 32 Encouragingowners to sign"good neighbor 
agreements" 
Creates a formal 
record of 
specific 
management 
practices agreed 
to by a problem 
motel 
…the agreed-
upon practicescan be easilymonitored 
The consequencesof violating the 
agreement should 
be spelled out 


47 

Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
26. 32 Offeringemployeetraining 
programs 
Provides 
employees with 
information that 
can help themrun safe motels; 
ensures 
employees are 
aware of 
…trainingsessions are 
required andoffer 
information that 
will help prevent 
fraud, 
establishment of 
Requires ongoing 
staff support to 
develop, 
coordinate, and 
conduct the 
training 
pertinent 
regulations 
drug labs, theft, 
vandalism, 
robbery, and 
other crimes that 
adversely affectmotel finances 
and employees 
Establishing and Enforcing Regulations and Penalties27. 33 Limiting 
occupancy tono more than 
28 days in a 90day 
period, and 
evictingproblem tenants 
Prevents 
occupants frombecoming legal 
tenants at motels 
not designed forlong-term stays; 
removes 
problem guests 
…guests staying 
longer than 
seven days 
undergo more-
thoroughscreeningprocedures, such 
as credit and 
reference checks 
Guests who need 
long-term housingbut can afford or 
obtain only motellodging may cyclein and out of 
multiple motels 
over a period ofmonths 
28. 33 Conductingregulatoryinspections andaudits 
Ensures that 
buildings meetcodes designed 
to protect guestsand visitors 
…city/countyagencies 
coordinate 
efforts 
Requires ongoing 
staff support to 
coordinate and 
conduct 
inspections/audits 
29. 34 Implementinglicensingrequirementsfor lodgingestablishments, 
includingminimum 
security, 
sanitation, and 
management 
standards 
Ensures that 
motels meet 
minimum 
standards of 
operationspecificallydeveloped for 
overnightlodgingestablishments 
…a significantnumber of a 
jurisdiction'smotels operate ina substandard 
way 
Requiressignificant politicalsupport to be 
instituted, as well 
as ongoing 
resources to 
manage the 
licensing program 


Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
30. 35 Enacting specialregulations foradult motels 
Targets those 
motels most 
likely to generate 
a high number 
of service calls 
by limiting theiroperations invarious ways 
…problems atthe motels stem 
from 
prostitution, and 
compliance withregulations canbe easilymonitored 
Exemptions mayneed to be made 
for legitimatehourly rentals such 
as those for 
corporatehospitality suites 
31. 35 Requiring aperformance 
bond or other 
changes at the 
property in 
exchange for 
continued 
business 
operation 
Gives policefinancial leverage 
over problemmotels 
…problemmotels have 
sufficient 
resources and 
incentive to take 
out a bond 
Requires legal 
support and clear 
evidence of 
significantproblems at a 
property 
32. 36 Seeking costrecovery for 
excessive citytime spent atproblem motels 
Jurisdictions 
calculate the 
value of officer 
or other staff 
time required toaddress 
…one or two 
motels are 
extreme outliers 
with respect tocalls-for-service 
ratios 
May require legal 
action 
problems at amotel 
33. 36 Closing the 
property 
Problem motels 
can no longer 
operate 
…motel owners 
have actively 
allowed crime to 
occur on the 
property 
Can be expensive 
and time-
consuming; must 
have the support 
of city or county 
legal staff; all legal 
property owners 
must be accuratelyidentified, which 
can be a challenge 
34. 38 Using assetforfeiture or 
seizure 
Jurisdictions 
assume 
ownership of 
property usedfor illicit 
…the property 
can be relatively 
easily sold orconverted to 
other uses 
Faces legal 
challenges 
purposes 


49 

Response 
No. 
Page No. Response How It Works Works Best If… Considerations 
Responses With Limited Effectiveness 
35. 38 Continually 
arrestingoffenders at 
problemproperties 
Intended to 
remove problemguests frommotels and deter 
them from 
returning 
…arrests are 
used to build a 
case against 
owners regarding 
poor guestscreening 
Except for case-
building, this is not 
shown to be an 
effective use of 
officer time 
36. 39 Conductingfield interviews 
of people atproblem motels, 
and traffic 
stops ofvehicles leaving 
them; 
Intended to 
deter problemguests fromfrequentingmotels 
…the measures 
are used to 
better 
understand what 
attracts problemguests to themotels 
Except for data-
gathering, this is 
not shown to be 
an effective use of 
officer time 
scheduling extrapolice patrolsof problemmotels 
37. 39 ImplementingCrime-Free 
Hotel/Motel 
programs 
Intended to 
promotevoluntarycompliance withgood 
management 
practices 
Focuses on 
process rather than 
outcomes 


51 

Endnotes 

1 Plaster and Carter (1993). 

2 Brantingham and Brantingham (1995). 

3 Brantingham and Brantingham (1995). 

4 American Hotel & Lodging Association (2004). 

5 American Hotel & Lodging Association (2004). 

6 Bichler, Christie, and McCord (2003). 

7 Eisenberg, Plouffe, and Schmerler (2002). 

8 Postcard History of Motels (2002). 

9 Postcard History of Motels (2002). 

10 Bichler, Christie, and McCord (2003). 

11 Working for America Institute (2003). 

12 American Hotel & Lodging Association (2004). 

13 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

14 Smallwood (2000). 

15 Theisen (2002). 

16 Bichler, Christie, and McCord (2003). 

17 Bichler, Christie, and McCord (2003). 

18 Palmer (2002). 

19 Eck (1998); Clarke and Bichler-Robinson (1998); 
National City Police Department (2002); Charlotte-
Mecklenburg Police Department (1998). 

20 Gardiner and Crawford (2003). 

21 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

22 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

23 University of Minnesota (2000). 

24 Gardiner and Crawford (2003). 

25 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

26 Woodbury Police Department (2001). 


27 National City Police Department (2002). 

28 Schneider (2003). 

29 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

30 Beaudry and Brandt (1998). 

31 Theisen (2002b). 

32 Stevens (2002). 

33 Kohr (1991). 

34 Thompson (1999). 

35 Gardiner and Crawford (2003). 

36 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

37 Oakland Police Department (2003). 

38 Charlotte-Mecklenburg Police Department (1998). 

39 Anderson (1999). 

40 Kohr (1991). 

41 Plaster and Carter (1993). 

42 Felson (1998). 

43 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

44 Twin Falls Police Department (1999). 

45 Slepian (2002). 

46 Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). 

47 Fresno Police Department (2001). 

48 Mazerolle, Roehl, and Kadleck (1998). 

49 Fresno Police Department (1998). 

50 City of Stockton (2001). 

51 City of Oakland (1999). 

52 Gardiner and Crawford (2003). 

53 Amato et al. (1999). 

54 Davis and Lurigio (1998). 

55 Yuma Police Department (1998). 

56 Yuma Police Department (1998); Fresno Police 
Department (2001); Fresno Police Department (1998). 


Endnotes 

57 Smallwood (2000).
58 National City Police Department (2002).
59 Davis and Lurigio (1998).
60 Brookover and Morris (2003).
61 Thomason (2003); Gregor (2003).



References 

Amato, G., B. Kilmer, N. Kinghorn, and M. Zafary (1999). 
"Hotels, Motels, and Crime in Oakland." Report 
submitted by the Richard & Rhoda Goldman School 
of Public Policy, University of California, Berkeley, to 
the City of Oakland. 

American Hotel & Lodging Association (2004). 
http://www.ahma.com 

Anderson, T. (1999). "No Room for Crime." Security 
Management 43(12):22–23. 

Asian American Hotel Owners Association (2004). 
http://www.aahoa.com 

Beaudry, M., and H. Brandt (1998). "Suite Security." 
Security Management 42(1):73, 75–76. 

Bichler, G., J. Christie, and E. McCord (2003). "Chula 
Vista Motel Evaluation Project." Interim report 
submitted to the Chula Vista Police Department. 

Brantingham, P., and P. Brantingham (1995). "Criminality 
of Place: Crime Generators and Crime Attractors." 
European Journal of Criminal Policy and Research 3:5–26. 

Brookover, B., and S. Morris (2003). Analysis of Chula 
Vista Police Department calls-for-service data from 
2000 through 2002. 


Campbell DeLong Resources Inc. (2000). Keeping Illegal 
Activity Out of Rental Property: A Police Guide for 
Establishing Landlord Training Programs. Washington, 
D.C.: U.S. Department of Justice, Bureau of Justice 
Assistance. 
http://www.ncjrs.gov/pdffiles1/bja/148656.pdf 

Campbell DeLong Resources Inc. and Portland Police 
Bureau (1999). Crime Prevention in Overnight Lodging: A 
Guide to Preventing Drug Activity, Prostitution, and Other 
Illegal Behavior in Hotels and Motels. Portland, Ore.: City 
of Portland. 
http://www.cdri.com/Reports/CDRICPONL.pdf 

Campbell, J. (2002). Telephone interview with author, Dec. 

13. 

Charlotte-Mecklenburg Police Department (1998). 
"Independence Lodge." Submission for the Herman 
Goldstein Award for Excellence in Problem-Oriented 
Policing. 

City of Oakland (1999). Municipal Code, Chap. 8.03. 
http://bpc.iserver.net/codes/oakland/ 

City of Stockton (2001). Municipal Code, Chapter 7, Part 
IV, Division 2. 
http://www.stocktongov.com/SMC/Chapter07/Ch07_ 
PartIV_Div02.htm 

City of Tukwila (2000). Ordinance No. 1918. 
http://www.mrsc.org/Ords/T8o1918.aspx 

Clarke, R., and G. Bichler-Robertson (1998). "Place 
Managers, Slumlords, and Crime in Low-Rent 
Apartment Buildings." Security Journal 11(1):11–19. 


References 

Davis, R., and A. Lurigio (1998). "Civil Abatement as a 
Tool for Controlling Drug Dealing in Rental 
Properties." Security Journal 11(1):45–50. 

Eck, J. (1998). "Preventing Crime by Controlling Drug 
Dealing on Private Rental Property." Security Journal 
11(1):37-43. 

(1995a). "Examining Routine Activity Theory: A
Review of Two Books." Justice Quarterly 12:783–797.


(1995b). "A General Model of the Geography of
Illicit Retail Marketplaces." In J. Eck and D. Weisburd
(eds.), Crime Prevention Studies, Vol. 4. Monsey, N.Y.:
Criminal Justice Press.


Eisenberg, D., N. Plouffe, and K. Schmerler (2002). 
"Interim Report: Chula Vista Motel Project." 

Felson, M. (1998). "Crime Prevention, Apartments, and 
the Larger Ecosystem." Security Journal 11:61–63. 

Fresno Police Department (2001). "The Fresno Inn." 
Submission for the Herman Goldstein Award for 
Excellence in Problem-Oriented Policing. 

(1998). "The Big Star Motel." Submission for the
Herman Goldstein Award for Excellence in Problem-
Oriented Policing.


Gardiner, B., and R. Crawford (2003). Personal interview 
with author, Jan. 3. 

Gregor, L. (2003). E-mail to author, dated Feb. 12. 


Hill, J., and Associated Press (2000). "High California 
Rents Push Working Poor to Cheap Motels." 
www.CNN.com, Oct. 30. 

Kohr, R. (1991). "Mastering the Challenge of Securing a 
Budget Motel." Security Management 35(12):33–34, 
39–40. 

Mazerolle, L., J. Roehl, and C. Kadleck (1998). 
"Controlling Social Disorder Using Civil Remedies: 
Results From a Randomized Field Experiment in 
Oakland, California." In R. Clarke (ed.), Crime 
Prevention Studies, Vol. 9. Monsey, N.Y.: Criminal Justice 
Press. 

Morris, S. (2003). Temporal analysis of Chula Vista's 2003 
calls-for-service data. 

National City Police Department (2002). "Paradise Motel 
Community Improvement Project." Submission for the 
Herman Goldstein Award for Excellence in Problem-
Oriented Policing. 

Oakland Police Department (2003). "The Oakland Airport 
Motel." Submission to the Herman Goldstein Award 
for Excellence in Problem-Oriented Policing. 

Palmer, G. (2002). Letter to D. Rowlands Jr., dated June 

18. 

Plaster, S., and S. Carter (1993). Planning for Prevention: 
Sarasota, Florida's Approach to Crime Prevention Through 
Environmental Design. Tallahassee, Fla.: Florida Criminal 
Justice Executive Institute. 


References 

Postcard History of Motels (2002). 
http://www.sjsu.edu/faculty/wooda/card.html 

Roadside Architecture (2002). http://www.wtv-
zone.com/moe/moesboomerabilia/page15.html 

Schneider, S. (2003). Personal interview with author, May 9. 

Slepian, C. (2002). Developing and Managing a Hotel/Motel 
Residence Security Program. New York: Foreseeable Risk 
Analysis Center. 
http://www.frac.com/lodgings/intro.asp 

Smallwood, S. (2000). "Special Project: Central Avenue 
Motels." ABQ Journal, Sept. 3–5. 
http://www.abqjournal.com/motels 

Smith Travel Research (2003). "Smith Travel Research 
Announces Full Year 2002 U.S. Lodging Industry 
Results." Press release, Jan. 24. 

(2001). "STR Says 2000 Occupancy, RevPAR Both
Increased for U.S. Hoteliers." Press release, Jan. 22.


Stevens, P. (2002). Training conducted at the Chula Vista 
Police Department, Nov. 8. 

Theisen, B. (2002a). Analysis of Motel User Survey data 
collected by the Chula Vista Police Department. 

(2002b). Personal interview with author, Nov. 1. 

Thomason, T. (2003). E-mail to author, dated Feb. 15. 


Thompson, J. (1999). "Preventing Clandestine Labs." Law 
and Order 47(10):137–140. 

Twin Falls Police Department (1999). "Narcotic 
Detection/Criminal Apprehension Through 
Enforcement and Education." Submission for the 
Herman Goldstein Award for Excellence in Problem-
Oriented Policing. 

University of Minnesota, Alcohol Epidemiology Program 
(2000). "What Hotels and Motels Can Do." 
http://www.epi.umn.edu/alcohol/policy/hotels.html 

Woodbury Police Department (2001). "Creating 
Relationships and Safe Hotels." Submission for the 
Herman Goldstein Award for Excellence in Problem-
Oriented Policing. 

Working for America Institute (2003). "U.S. Hotels and 
Their Workers: Room for Improvement." 
http://www.workingforamerica.org 

Yuma Police Department (1998). "Tropicana Motel." 
Submission for the Herman Goldstein Award for 
Excellence in Problem-Oriented Policing. 


About the Author 

Karin Schmerler 

Karin Schmerler is a public safety analyst with the Chula Vista 
(California) Police Department. In this capacity, she has researched a 
variety of citywide and neighborhood-level crime and disorder 
problems, including auto theft, traffic collisions, and school bullying. 
Prior to working for the Chula Vista Police Department, she spent six 
years as a social science analyst at the Office of Community Oriented 
Policing Services, U.S. Department of Justice, and seven years as a 
researcher at the Police Executive Research Forum. Schmerler is an 
author of Problem-Solving Tips: A Guide to Reducing Crime and Disorder 
through Problem-Solving Partnerships, and a co-author of "Primary Data 
Collection: A Problem-Solving Necessity." She holds a bachelor's 
degree in public policy studies from Duke University. 


Recommended Readings 

• 
A Police Guide to Surveying Citizens and Their 
Environments, Bureau of Justice Assistance, 1993. This 
guide offers a practical introduction for police practitioners 
to two types of surveys that police find useful: surveying 
public opinion and surveying the physical environment. It 
provides guidance on whether and how to conduct cost-
effective surveys. 
• 
Assessing Responses to Problems: An 
Introductory Guide for Police Problem-Solvers, by 
John E. Eck (U.S. Department of Justice, Office of 
Community Oriented Policing Services, 2001). This guide is 
a companion to the Problem-Oriented Guides for Police series. It 
provides basic guidance to measuring and assessing 
problem-oriented policing efforts. 
• 
Conducting Community Surveys, by Deborah Weisel 
(Bureau of Justice Statistics and Office of Community 
Oriented Policing Services, 1999). This guide, along with 
accompanying computer software, provides practical, basic 
pointers for police in conducting community surveys. The 
document is also available at www.ojp.usdoj.gov/bjs. 
• 
Crime Prevention Studies, edited by Ronald V. Clarke 
(Criminal Justice Press, 1993, et seq.). This is a series of 
volumes of applied and theoretical research on reducing 
opportunities for crime. Many chapters are evaluations of 
initiatives to reduce specific crime and disorder problems. 



• 
Excellence in Problem-Oriented Policing:The 1999 
Herman Goldstein Award Winners. This document 
produced by the National Institute of Justice in 
collaboration with the Office of Community Oriented 
Policing Services and the Police Executive Research Forum 
provides detailed reports of the best submissions to the 
annual award program that recognizes exemplary problem-
oriented responses to various community problems. A 
similar publication is available for the award winners from 
subsequent years. The documents are also available at 
www.ojp.usdoj.gov/nij. 
• 
Not Rocket Science? Problem-Solving and Crime 
Reduction, by Tim Read and Nick Tilley (Home Office 
Crime Reduction Research Series, 2000). Identifies and 
describes the factors that make problem-solving effective or 
ineffective as it is being practiced in police forces in 
England and Wales. 
• 
Opportunity Makes the Thief: Practical Theory for 
Crime Prevention, by Marcus Felson and Ronald V. 
Clarke (Home Office Police Research Series, Paper No. 98, 
1998). Explains how crime theories such as routine activity 
theory, rational choice theory and crime pattern theory have 
practical implications for the police in their efforts to 
prevent crime. 
• 
Problem Analysis in Policing, by Rachel Boba (Police 
Foundation, 2003). Introduces and defines problem 
analysis and provides guidance on how problem analysis 
can be integrated and institutionalized into modern 
policing practices. 



Recommended Readings 

• 
Problem-Oriented Policing, by Herman Goldstein 
(McGraw-Hill, 1990, and Temple University Press, 1990). 
Explains the principles and methods of problem-oriented 
policing, provides examples of it in practice, and discusses 
how a police agency can implement the concept. 
• 
Problem-Oriented Policing and Crime 
Prevention, by Anthony A. Braga (Criminal Justice 
Press, 2003). Provides a through review of significant 
policing research about problem places, high-activity 
offenders, and repeat victims, with a focus on the 
applicability of those findings to problem-oriented 
policing. Explains how police departments can facilitate 
problem-oriented policing by improving crime analysis, 
measuring performance, and securing productive 
partnerships. 
• 
Problem-Oriented Policing: Reflections on the 
First 20 Years, by Michael S. Scott (U.S. Department of 
Justice, Office of Community Oriented Policing Services, 
2000). Describes how the most critical elements of 
Herman Goldstein's problem-oriented policing model have 
developed in practice over its 20-year history, and proposes 
future directions for problem-oriented policing. The report 
is also available at www.cops.usdoj.gov. 
• 
Problem-Solving: Problem-Oriented Policing in 
Newport News, by John E. Eck and William Spelman 
(Police Executive Research Forum, 1987). Explains the 
rationale behind problem-oriented policing and the 
problem-solving process, and provides examples of 
effective problem-solving in one agency. 



• 
Problem-Solving Tips: A Guide to Reducing Crime 
and Disorder Through Problem-Solving 
Partnerships by Karin Schmerler, Matt Perkins, Scott 
Phillips, Tammy Rinehart and Meg Townsend. (U.S. 
Department of Justice, Office of Community Oriented 
Policing Services, 1998) (also available at 
www.cops.usdoj.gov). Provides a brief introduction to 
problem-solving, basic information on the SARA model 
and detailed suggestions about the problem-solving process. 
• 
Situational Crime Prevention: Successful Case 
Studies, Second Edition, edited by Ronald V. Clarke 
(Harrow and Heston, 1997). Explains the principles and 
methods of situational crime prevention, and presents over 
20 case studies of effective crime prevention initiatives. 
• 
Tackling Crime and Other Public-Safety Problems: 
Case Studies in Problem-Solving, by Rana Sampson 
and Michael S. Scott (U.S. Department of Justice, Office of 
Community Oriented Policing Services, 2000) (also available 
at www.cops.usdoj.gov). Presents case studies of effective 
police problem-solving on 18 types of crime and disorder 
problems. 
• 
Using Analysis for Problem-Solving: A Guidebook 
for Law Enforcement, by Timothy S. Bynum (U.S. 
Department of Justice, Office of Community Oriented 
Policing Services, 2001). Provides an introduction for 
police to analyzing problems within the context of 
problem-oriented policing. 
• 
Using Research: A Primer for Law Enforcement 
Managers, Second Edition, by John E. Eck and Nancy G. 
LaVigne (Police Executive Research Forum, 1994). Explains 
many of the basics of research as it applies to police 
management and problem-solving. 



Other Problem-Oriented Guides for Police 

Problem-Specific Guides series: 

1. 
Assaults in and Around Bars. Michael S. Scott. 2001. 
ISBN: 1-932582-00-2 
2. 
Street Prostitution. Michael S. Scott. 2001. ISBN: 1-932582-01-0 
3. 
Speeding in Residential Areas. Michael S. Scott. 2001. 
ISBN: 1-932582-02-9 
4. 
Drug Dealing in Privately Owned Apartment Complexes. 
Rana Sampson. 2001. ISBN: 1-932582-03-7 
5. 
False Burglar Alarms. Rana Sampson. 2001. ISBN: 1-932582-04-5 
6. 
Disorderly Youth in Public Places. Michael S. Scott. 2001. 
ISBN: 1-932582-05-3 
7. 
Loud Car Stereos. Michael S. Scott. 2001. ISBN: 1-932582-06-1 
8. 
Robbery at Automated Teller Machines. Michael S. Scott. 2001. 
ISBN: 1-932582-07-X 
9. 
Graffiti. Deborah Lamm Weisel. 2002. ISBN: 1-932582-08-8 
10. 
Thefts of and From Cars in Parking Facilities. Ronald V. 
Clarke. 2002. ISBN: 1-932582-09-6 
11. 
Shoplifting. Ronald V. Clarke. 2002. ISBN: 1-932582-10-X 
12. 
Bullying in Schools. Rana Sampson. 2002. ISBN: 1-932582-11-8 
13. 
Panhandling. Michael S. Scott. 2002. ISBN: 1-932582-12-6 
14. 
Rave Parties. Michael S. Scott. 2002. ISBN: 1-932582-13-4 
15. 
Burglary of Retail Establishments. Ronald V. Clarke. 2002. 
ISBN: 1-932582-14-2 
16. 
Clandestine Drug Labs. Michael S. Scott. 2002. 
ISBN: 1-932582-15-0 
17. 
Acquaintance Rape of College Students. Rana Sampson. 2002. 
ISBN: 1-932582-16-9 
18. 
Burglary of Single-Family Houses. Deborah Lamm Weisel. 
2002. ISBN: 1-932582-17-7 
19. 
Misuse and Abuse of 911. Rana Sampson. 2002. 
ISBN: 1-932582-18-5 



20. Financial Crimes Against the Elderly. 

Kelly Dedel Johnson. 2003. ISBN: 1-932582-22-3 

21. 
Check and Card Fraud. Graeme R. Newman. 2003. 
ISBN: 1-932582-27-4 
22. 
Stalking. The National Center for Victims of Crime. 2004. 
ISBN: 1-932582-30-4 
23. 
Gun Violence Among Serious Young Offenders. Anthony A. 
Braga. 2004. ISBN: 1-932582-31-2 
24. 
Prescription Fraud. Julie Wartell and Nancy G. La Vigne. 2004. 
ISBN: 1-932582-33-9 
25. 
Identity Theft. Graeme R. Newman. 2004. ISBN: 1-932582-35-3 
26. 
Crimes Against Tourists. Ronald W. Glensor and Kenneth J. Peak. 
2004. ISBN: 1-932582-36-3 
27. 
Underage Drinking. Kelly Dedel Johnson. 2004. ISBN: 1-932582-39-8 
28. 
Street Racing. Kenneth J. Peak and Ronald W. Glensor. 2004. 
ISBN: 1-932582-42-8 
29. 
Cruising. Kenneth J. Peak and Ronald W. Glensor. 2005. 
ISBN: 1-932582-43-6 
30. 
Disorder at Budget Motels. Karin Schmerler. 2005. 
ISBN: 1-932582-41-X 


Response Guides series: 

• The Benefits and Consequences of Police Crackdowns. 

Michael S. Scott. 2003. ISBN: 1-932582-24-X 

• 
Closing Streets and Alleys to Reduce Crime: Should You Go 
Down This Road? Ronald V. Clarke. 2004. ISBN: 1-932582-41-X 
Problem-Solving Tools series: 


• 
Assessing Responses to Problems: An Introductory Guide for 
Police Problem-Solvers. John E. Eck. 2002. ISBN: 1-932582-19-3 



Upcoming Problem-Oriented Guides for Police 

Problem-Specific Guides 
Domestic Violence 
Mentally Ill Persons 
Robbery of Taxi Drivers 
Student Party Disturbances on College Campuses 
Vandalism and Break-Ins at Schools 
Bomb Threats in Schools 
Drug Dealing in Open-Air Markets 
Illicit Sexual Activity in Public Places 
Drunk Driving 
Bank Robbery 
Witness Intimidation 
Drive-by Shootings 
Runaway Juveniles 
Exploitation of Trafficked Women 
Disorderly Day Laborers in Public Places 
Child Pornography 
Crowd Control at Stadiums and Other Entertainment Venues 
Traffic Congestion Around Schools 

Problem-Solving Tools 
Analyzing Repeat Victimization 
Using Offender Interviews to Inform Police Problem-Solving 
Risky Facilities 

Response Guides 
Crime Prevention Through Environmental Design 


Other Related COPS Office Publications 

• 
Using Analysis for Problem-Solving: A Guidebook 
for Law Enforcement. Timothy S. Bynum. 
• 
Problem-Oriented Policing: Reflections on the First 
20 Years. Michael S. Scott. 2001. 
• 
Tackling Crime and Other Public-Safety Problems: 
Case Studies in Problem-Solving. Rana Sampson and 
Michael S. Scott. 2000. 
• 
Community Policing, Community Justice, and 
Restorative Justice: Exploring the Links for the 
Delivery of a Balanced Approach to Public Safety. 


Caroline G. Nicholl. 1999. 

• 
Toolbox for Implementing Restorative Justice and 
Advancing Community Policing. Caroline G. Nicholl. 
2000. 
• 
Problem-Solving Tips: A Guide to Reducing 
Crime and Disorder Through Problem-Solving 
Partnerships. Karin Schmerler, Matt Perkins, Scott 
Phillips, Tammy Rinehart and Meg Townsend. 1998. 
• 
Bringing Victims into Community Policing. The 
National Center for Victims of Crime and the Police 
Foundation. 2002. 
• 
Call Management and Community Policing. Tom 
McEwen, Deborah Spence, Russell Wolff, Julie Wartell 
and Barbara Webster. 2003. 
• 
Crime Analysis in America. Timothy C. O’Shea and 
Keith Nicholls. 2003. 
• 
Problem Analysis in Policing. Rachel Boba. 2003. 
• 
Reducing Theft at Construction Sites: Lessons 
From a Problem-Oriented Project. Ronald V. Clarke 
and Herman Goldstein. 2003. 
• 
The COPS Collaboration Toolkit: How to Build, 
Fix, and Sustain Productive Partnerships. Gwen O. 
Briscoe, Anna T. Laszlo and Tammy A. Rinehart. 
2001. 



Appendix 

• The Law Enforcement Tech Guide: How to plan, 
purchase and manage technology (successfully!). 

Kelly J. Harris and William H. Romesburg. 2002. 

• Theft From Cars in Center City Parking 
Facilities - A Case Study. Ronald V. Clarke and 
Herman Goldstein. 2003. 

For more information about the Problem-Oriented Guides for 
Police series and other COPS Office publications, please call 
the COPS Office Response Center at 800.421.6770 or visit 
COPS Online at www.cops.usdoj.gov. 


FOR MORE INFORMATION: 

U.S. Department of JusticeOffice of Community Oriented Policing Services 

1100 Vermont Avenue, N.W. 
Washington, D.C. 20530 

To obtain details on COPS programs, call the 
COPS Office Response Center at 800.421.6770 

Visit COPS Online at the address listed below. 

DOJ Seal