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Date: April 30, 2024 Tue
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Results for police administration
101 results foundAuthor: Independent Reducing Bureaucracy Advocate Title: Reducing Bureaucracy in Policing: Full Report. Summary: From the executive summary: "This report identifies and assesses key areas in policing that should be reviewed to enhance performance, streamline processes, and minimise waste across the 43 police forces of England and Wales." Details: Great Britain; Independent Reducing Bureaucracy Advocate, 2009. 134p. Source: Year: 2009 Country: United Kingdom URL: Shelf Number: 117617 Keywords: Police Administration |
Author: Sin, Chih Hoong Title: Disabled People's Experiences of Targeted Violence and Hostility Summary: This report draws on an extensive literature review, qualitative interviews with disabled people and stakeholder interviews to examine disabled people's experiences of targeted violence and hostility. The report examines the risk, prevalence and nature of targeted violence in the U.K. and hostility experienced by disabled people; the experiences of individuals; the impact on disabled people, family, carers and wider society, and issues of reporting, recording and redress. The wider policy implications are also outlined. Details: London: Equality and Human Rights Commission, 2009. 155p. Source: Research Report; 21 Year: 2009 Country: United Kingdom URL: Shelf Number: 118294 Keywords: Developmentally DisabledDisabilityHate CrimesPolice AdministrationPolice ReformPolicing (Colombia)Policing TrainingViolence |
Author: Victoria. Office of Police Integrity Title: Flexible Work Practices for Policing Summary: Flexible work practices refer to workplace policies and processes that enable a workforce to respond to changing circumstances. For Victoria Police this means being able to respond to changes in crime and criminal activity, to meet changing community expectations, and to adapt to changes in law and order policy and peace-keeping priorities. This review considers flexible work practices in two contexts - the needs of individuals and the needs of Victoria Police as an organization. Details: Melbourne: Office of Police Integrity, 2010. 40p. Source: Internet Resource; Issues Paper No. 1 Year: 2010 Country: Australia URL: Shelf Number: 118291 Keywords: Police AdministrationPolice AgenciesPolice Schedules |
Author: Brasnett, Laura Title: Understanding Overtime in the Police Service Summary: This report provides an understanding of the drivers of overtime and the practices used for managing overtime in police forces across England and Wales. Details: London: Home Office, 2010. 28p. Source: Internet Resource Year: 2010 Country: United Kingdom URL: Shelf Number: 118811 Keywords: Police AdministrationPolice AgenciesPolicing (U.K.) |
Author: Maguire, Edward Title: Implementing Community Policing: Lessons from 12 Agencies Summary: This report examines the implementation of community policing in 12 local police agencies across the U.S., drawing conclusions from tangible and visible phenomena about what community policing means to the agencies claiming to practice it. It describes and analyzes the experiences of local law enforcement agencies and the lessons learned as they work to define, make sense of, and implement community policing, and synthesizes what was learned in eight community policing topic-specific chapters. While there is no one-size fits-all approach to implementing community policing or any other innovation, this report offers police officials at all levels, from patrol officers to police chiefs, ideas that can be used in their own organizations to help implement effective community policing throughout the U.S. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2009. 211p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 119203 Keywords: Community PolicingLaw EnforcementPolice AdministrationPolice Agencies |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Her Majesty's Inspectorate of Constabulary - Get Smart: Planning to Protect. Protective Service Review 2008 Summary: This review showed that only half of the 43 forces in England and Wales had sufficiently detailed plans for improvement in major areas of policing, including organized crime and the investigation of complex murders. The report recommends focused intervention in some forces to bring up their planning and public account of plans up to standard, with greater collaboration and consistency across the police service as a whole. Details: London: HMIC, 2009. 41p. Source: Internet Resource Year: 2009 Country: United Kingdom URL: Shelf Number: 113535 Keywords: Police AdministrationPolice TrainingPolicing |
Author: Hanson, Royce Title: The U.S. Park Police: Aligning Mission, Priorities, and Resources Summary: "The U.S. Park Police, in conjunction with the Department of the Interior and National Park Service, must clarify its mission and set realistic priorities to effectively meet its responsibilities to protect the public and our national treasures in this post-9/11 world. In The U.S. Park Police: Aligning Mission, Priorities and Resources, an Academy Panel found that the Park Police cannot be an effective guardian of urban national parks and also attempt to be a full-service urban police force with currently available resources. This follow-up report to a previous 2001 Academy Panel report on the Park Police also found that little progress had been made in implementing the most critical 2001 Panel recommendations. Active and committed leadership from all three agencies is essential to implement the Panel's current recommendations for resolving these long-standing Park Police management issues." Details: Washington, DC: National Academy of Public Administration, 2004. 162p. Source: Internet Resource; Report prepared for the United States Congress and Department of the Interior Year: 2004 Country: United States URL: Shelf Number: 119416 Keywords: Police AdministrationPolicing, National ParksRecreation AreasUnited States Park Police |
Author: Edwards, Louise Title: Common Standards for POlicing in East Africa Summary: Policing that provides safety and security but also upholds and promotes human rights is vital for achieving development goals, including economic growth and democracy. At both an international and regional level, extensive efforts have been made to construct a framework for policing that promotes a rights-based approach to security to encourage and support democratic governance and development. This report reviews the framework as it applies to the five countries of the EAC (Burundi, Kenya, Rwanda, Tanzania and Uganda) in order to understand and articulate the standards that are common to policing across these countries. Details: New Delhi: Commonwealth Human Rights Initiative; Cape Town, South Africa: African Policing Civilian Oversight Forum, 2010. 86p. Source: Internet Resource Year: 2010 Country: Africa URL: Shelf Number: 119442 Keywords: Police AdministrationPolice ReformPolicing (East Africa) |
Author: Weger, Michiel de Title: The Potential of the European Gendarmerie Force Summary: The European Gendarmerie Force (EGF) is a relatively young international organisation. In October 2007 the governments of France, Italy, Spain, Portugal and the Netherlands signed a treaty to formally establish it. At present in the EGF the following gendarmerie forces cooperate: the Dutch Koninklijke Marechaussee (KM), the French Gendarmerie Nationale (GN), the Italian Arma dei Carabinieri (AdC), the Portuguese Guarda Nacional Republicana (GNR), the Spanish Guardia Civil (GC) and the Romanian Jandarmeria Româna (JR). Although they have different names, all have a dual police-military character. The EGF is intended for international policing operations. Its creation has received considerable attention, but no major study seems to have been made thereon. Within the EGF and in the national capitals it is also the case that no long-term vision seems to have been developed. While being relatively insignificant at present, the EGF has the potential to become (far) more important in international security and a valuable asset for a far larger group of states, as will be argued in this paper. The basic question it intends to answer is the following: How can the potential of the EGF be used in the next 10-20 years to best serve the interests of its Member States? To find an answer to this question the EGF and its background will be described in chapter two. In the third chapter it is argued that the EGF could become a success in the kind of operations it is currently aimed at. Chapter four’s focus is on the interests of the present EGF Member States in further developing the organisation – this study analyses the options from the interests of the states involved, which are not necessarily the same as those of the participating gendarmerie forces. In chapter five the potential to expand gendarmerie cooperation in the EGF is described. Chapter six analyses the implications of long-term trends to the the EGF’s potential. This study ends with final conclusions and policy recommendations for the Dutch and other EGF Member States. Details: The Hague: Netherlands Institute of International Relations Clingendael, 2009. 92p. Source: Internet Resource: Accessed October 8, 2010 at: http://www.clingendael.nl/publications/2009/20090400_cscp_gendarmerie_weger.pdf Year: 2009 Country: Europe URL: http://www.clingendael.nl/publications/2009/20090400_cscp_gendarmerie_weger.pdf Shelf Number: 119895 Keywords: MilitaryPolice AdministrationPolicingSecurity |
Author: Jamal, Asad Title: Police Organisations in Pakistan Summary: The police in this country represent what is both good and bad about Pakistan. In terms of ideals, the police are charged with the noble and important undertaking of ensuring public safety and maintaining law and order. However, in terms of performance, Transparency International has ranked the police as the most corrupt institution in Pakistan in three consecutive surveys. Regardless of what one personally feels about the police, the fact is that the average citizen knows very little about this incredibly important and influential state actor. It is for this reason that the Human Rights Commission of Pakistan and the Commonwealth Human Rights Initiative have come together to offer a report on police organisations in Pakistan. The purpose of this publication is twofold: first, to serve as a resource for people to better understand the roles and responsibilities of the police and secondly, to offer practical benefit for people in their interactions with the police. Details: Lahore: Human Rights Commission of Pakistan, 2010. 74p. Source: Internet Resource: Accessed February 11, 2011 at: http://www.hrcp-web.org/pdf/Police_Organisations_in_Pakistan%5B1%5D.pdf Year: 2010 Country: Pakistan URL: http://www.hrcp-web.org/pdf/Police_Organisations_in_Pakistan%5B1%5D.pdf Shelf Number: 120569 Keywords: Police (Pakistan)Police AdministrationPolicing (Pakistan) |
Author: Gompert, David C. Title: Oversight of the Liberian National Police Summary: The Liberian National Police (LNP) will become the chief provider of security in Liberia as the United Nations Mission in Liberia is reduced. Given the LNP's capabilities and complexity, its past manipulation by former President Charles Taylor, and a pattern of police misconduct in much of Africa, the question of oversight is critical. To examine how best to design the LNP oversight construct, the authors evaluate the likely effectiveness of different oversight options against three criteria — manageability, permanent professionalism, and public confidence — and study police oversight concepts used in other African countries. They conclude that Liberia needs a mixed (i.e., government-independent) LNP oversight system with a broad mandate for enhancing police professionalism and gaining the confidence of the public. Such a system should be clear, relatively simple, manageable, and comprehensible to the Liberian people, and it should complement and strengthen both the government's normal management of the LNP and the LNP's ability to operate. The authors recommend the creation of a government-chaired, mixed-membership, multi-tiered system with the authority and competence to evaluate police policy and performance and to make associated recommendations. Accordingly, the authors recommend the creation of a high-level policy body (the LNP Policy Council) and a subordinate body (the LNP Investigative Council) to investigate individual allegations of police abuse and look for patterns of such behavior within different parts of police agencies. They also recommend that the groundwork should be laid for the eventual creation of local police forums to promote local connectivity and confidence. Details: Santa Monica, CA: RAND, 2009. 36p. Source: Internet Resource: Accessed February 22, 2011 at: http://www.rand.org/content/dam/rand/pubs/occasional_papers/2009/RAND_OP230.pdf Year: 2009 Country: Liberia URL: http://www.rand.org/content/dam/rand/pubs/occasional_papers/2009/RAND_OP230.pdf Shelf Number: 120840 Keywords: Police (Liberia)Police AdministrationPolice Reform |
Author: Hutto, John C. Title: Risk Management in Law Enforcement: A Model Assessment Tool Summary: The purpose of this research is threefold. The first purpose is to establish a practical ideal model to assess risk management practices in law enforcement agencies. Second, using case study, current risk management practices at the Austin Police Department will be assessed. The third purpose is to provide recommendations for improving the risk management practices at the Austin Police Department. A review of the literature has identified four key components of effective risk management programs. These components are program development, risk assessment, solution analysis, and program administration. The components of an effective risk management program identified in the literature are used to construct the conceptual framework. A practical ideal type model assessment tool for law enforcement agency risk management programs is created from the framework. The assessment tool is used in a case study of the Austin Police Department to gauge for the presence of an effective risk management program. The case study uses document analysis and survey research to perform the assessment. The Austin Police Department exists in a high-risk environment. Many of the policies and procedures the Department has in place are designed to mitigate or eliminate risk. The newly formed Risk Management Bureau of the Austin Police Department has been created to formalize many of the policies and procedures into a more comprehensive policy. At this time, the major shortcomings in the program are in the areas of training and communication. There has been limited training for the managers and administrators outside the Risk Management Bureau. Likewise, even though the Department is making progress towards a professional, innovative, risk management program, the communication to those in the organization about what is being done is lacking. Details: San Marcos, TX: Applied Research Projects, Texas State University - San Marcos, 2009. 137p. Source: Internet Resource: Paper 301: Accessed March 11, 2011 at: http://ecommons.txstate.edu/arp/301/ Year: 2009 Country: United States URL: http://ecommons.txstate.edu/arp/301/ Shelf Number: 120969 Keywords: Police AdministrationPolicing (Austin, TX)Risk AssessmentRisk Management |
Author: Eby, David Title: Small Town Justice: A Report on the RCMP in Northern and Rural British Columbia Summary: The Association has been aware of issues arising in British Columbia’s north involving the RCMP for years. From concerns about repeated deaths in custody in New Hazleton three years ago, to the deaths of Ian Bush, Kevin St. Arnaud, Clayton Wiley, and other incidents of both high and low profile, the north has continually been seen by the BCCLA as being home to a disproportionate number of extremely concerning incidents given the relatively low population density, the relatively low violent crime rates, and the cooperation that one would otherwise expect between smaller detachments and the communities they serve. With what can fairly be described as a year that has challenged the ideas that the RCMP appropriately involves itself in provincial policing in British Columbia, and that they are succeeding or even meeting expectations in this role, very few British Columbians are aware that the provincial government is planning to sign a contract with the RCMP for another 20 years of policing. Given our organizational concerns about high profile incidents of misconduct, a lengthy public record indicating provincial dissatisfaction with the status quo, and indications that the province was proceeding with little fanfare to sign on with the RCMP for another 20 years, the Association decided to conduct a series of workshops across the province on the issue of policing in British Columbia, starting in the province’s north. These consultative workshops were designed to deliver education on how policing is delivered in B.C., police accountability and rights issues, and to consult with marginalized northern communities on what they like about the RCMP, what they dislike about the RCMP, and how they feel about the RCMP contract and what the province should do about it. This report is the product of those workshops. As we suspected going into this process, we have identified many issues that should be included in this contract negotiation that are documented in the subject matter of this report, not the least of which is the complete exclusion of aboriginal communities from the negotiating process. We urge the Provincial government and the RCMP to consider these matters as they move forward. Details: Vancouver, BC: British Columbia Civil Liberties Association, 2011. 105p. Source: Internet Resource: Accessed March 14, 2011 at: http://www.theprovince.com/pdf/rcmpnortherntourreport.pdf Year: 2011 Country: Canada URL: http://www.theprovince.com/pdf/rcmpnortherntourreport.pdf Shelf Number: 120996 Keywords: Community PolicingPolice AdministrationPolice MisconductRoyal Canadian Mounted Police (Canada) |
Author: International Bar Association. Human Rights Institute Title: Partisan Policing: An Obstacle to Human Rights and Democracy in Zimbabwe Summary: This is the executive summary of the report of a fact-finding visit to the Republic of Zimbabwe by experts on behalf of the International Bar Association Human Rights Institute (IBAHRI) between 11-18 August 2007. The fact-finding visit was prompted by increasing international, regional and domestic concerns at the apparent erosion of the rule of law in Zimbabwe. These concerns related to unlawful police action in the country, police excesses and brutality and the intimidation of civilians, human rights activists, the organised legal profession, trade unions and non-governmental organisations (NGOs). The delegation was sent to investigate the status of the rule of law and administration of justice in that country and, in particular, the role of the police in the administration of justice. The issues were to be analysed within constitutional and relevant regional and international standards, and the administration of justice processes in Zimbabwe. The particular focus area was the role of the police in the administration of justice. Specifically, to evaluate the relationship between the police, lawyers and prosecutors, and to prepare a report on the situation in Zimbabwe for dissemination. The report contains recommendations for the immediate and long term measures necessary to protect and uphold the rule of law and administration of justice in Zimbabwe and prevent impunity for human rights violations. Details: London: International Bar Association, 2007. 59p. Source: Internet Resource: Accessed March 15, 2011 at: www.ibanet.org Year: 2007 Country: Zimbabwe URL: Shelf Number: 121006 Keywords: Human RightsPolice AdministrationPolice MisconductPolice ReformPolicing (Zimbabwe) |
Author: Toronto Police Service. Use of Force Committee Title: Use of Force Committee: Final Report Summary: In May, 1997, the Chief of Police, David Boothby, established a committee to review all aspects of police use of force. The mandate of the Committee was, “to examine if there are ways to reduce the necessity for the application of deadly force, without compromising officer safety, and to communicate findings to the public (TP Media Release, 97.06.16).” Staff Inspector Ken Cenzura was named chair. The Use of Force Committee was comprised of representatives from the Training and Education Unit, the Emergency Task Force, Public Safety Unit, Corporate Planning, Operational Support Command, the Chief’s Staff, Detective Support Command, and the Field Commands. As well, the Service’s Forensic Consultant, Dr Peter Collins, and Constable Andrew Clarke, Toronto Police Association, participated. The use of deadly force by police in recent years has come under closer scrutiny by the police and the community. The issues surrounding such use of force are complex and have generated much debate and concern. At the outset it must be stated that the safety of police officers is recognized as a fundamental concern and this report and subsequent recommendations are not intended to compromise that safety in any way. Indeed, the issue of officer and community safety formed the foundation for the Committee’s work. This report also takes into account that there are no philosophies or practises which will anticipate the entire range of human behaviour that officers might encounter in the course of police work. Nevertheless, the Committee recognizes its responsibility to explore any reasonable option if it may help officers cope with violent or potentially violent situations. The Committee has conducted extensive research into this topic by contacting many other police agencies in Canada, the United States and Australia. Further research was conducted by reviewing the literature, academic studies, correspondence, books and publications associated with the use of deadly force, less lethal weapons and dealing with emotionally disturbed persons. While much of the empirical data had been collected outside of Canada, many of the lessons learned from the research have equal application to law enforcement in our country. A survey of front line officers representing the field command was conducted resulting in valuable input touching on the issues identified by the Committee. As well, the Committee collected data on officer involved shootings in Toronto during the past 10 years, which allows an analytical study of these incidents to be completed. The Training and Education Unit was tasked with reviewing current training dealing with crisis resolution. As a result a proposed course was drafted that attempts to incorporate the findings of the Committee. The course is designed to meet the needs of front line officers. The emphasis will be upon identification and transition from one force option to another force option within the context of the scenario, thus establishing versatility and flexibility in crisis resolution techniques. While recognizing that officer safety is the critical concern, the course will balance the emphasis placed on force options between escalation and disengagement and containment responses. A broad spectrum of issues was identified including the nature and availability of rules and directives, training and equipment, Service resources and support, community and professional resources and support; and reliable internal information and data. The Committee undertook to respond to the following six areas which have become the Committee’s terms of reference. 1. Development of and Compliance with Rules & Directives. 2. Supervision. 3. Development and Implementation of Appropriate Training. 4. Identification of Less Lethal Force Options. 5. Dealing with Emotionally Disturbed Persons. 6. Expansion of Emergency Task Force Special Weapons Teams. The Committee worked from May 1997 to March 1998. It found that experiences faced by our organization, in relation to officer involved shootings, mirror those of other law enforcement agencies and therefore validate the research and research methods of the Committee. Consequently, to address the findings, 31 recommendations, grouped according to the Terms of Reference, are proposed. The Committee is of the view that some of the recommendations can be implemented immediately with minimal impact on the operating budget. The remaining recommendations have financial implications totalling $2.39 million, which may affect scheduling. However, with their implementation, the Committee is convinced these recommendations will enhance officer and community safety, thereby promoting public confidence in our Service. Details: Toronto: Toronto Police Service, 1998. 119p. Source: Internet Resource: Accessed march 16, 2011 at: http://www.torontopolice.on.ca/publications/files/reports/1998useofforce.pdf Year: 1998 Country: Canada URL: http://www.torontopolice.on.ca/publications/files/reports/1998useofforce.pdf Shelf Number: 121025 Keywords: Mentally IllPolice AdministrationPolice TrainingPolice Use of Force (Toronto) |
Author: Rauch, Janine Title: Police Reform in Post-Conflict Africa: A Review Summary: The objectives of this Report are to describe and analyze trends in police transformation in selected post-conflict countries in Africa. The Report was intended inform a workshop to be held on the development of democratic policing in post-conflict countries in Africa. It was envisaged that the workshop would involve police practitioners, researchers and civil society representatives from a range of African and donor countries. More explicitly the aims of the workshop were to: Enable sharing of experiences of post-conflict police reforms in Africa Develop a shared analysis of post-conflict police reforms in Africa Identify good practices and lessons learned from various experiences of police reform Encourage restructuring and democratisation of police organisations in Africa Facilitate networking and co-ordination between role-players in police reform in Africa Identify - with the current research Report as a basis - future research needs and potential interventions in the field of police reform in Africa. Select case-studies: With the above-mentioned objectives in mind, the Report focuses on state police organisations1 in a number of post-conflict countries in Africa. The range of countries surveyed, and the depth of data-gathering, was shaped by both time and budget constraints. The research conducted for the Report comprised a desk-top study in which access to English-language, electronic-source material in particular, proved critical. The limitations associated with a desk-top review include the lack of complete up-to-date information, the absence of the personal intuitive grasp of issues that only an onthe- spot observer possesses, a problem in establishing the real priorities facing complex social and political processes, and a lack of corroborative evidence that comes from face-to-face interviews with key informants. This research needs to be augmented by other research strategies in future. In our view, targeted interviews with both security sector practitioners and development agencies involved in reform efforts during in-country field visits are likely to yield more substantive details about current efforts at police reform in Africa and their outcomes. We therefore propose future primary research in those directions. Research themes: In order to facilitate comparative analysis the discussions for each country are organised around the following main themes: Historical and political context of policing Imperatives for integration/amalgamation of police organisations Demilitarisation and civilianisation Political control and independence of the police organisation and leadership Oversight and accountability arrangements Mechanisms for transitional justice and their impact on police reforms The role and impact of donors on police reform processes The management and co-ordination of donors and technical assistance during the reform process. As will become clear from the country-specific case studies, lack of detail prohibited the formulation of definitive comments on some of the themes. However the identification of gaps in the information that has been made possible through this research does serve a useful purpose in defining a future research agenda. The choice of countries surveyed in the draft report has been influenced by the priorities of the contracting agencies on the one hand, and the researchers’ assessment of the feasibility of the research on the other. Category A contains an in-depth case study of the wide-ranging process of police reform which has been undertaken in South Africa over the past fifteen years. The details contained in this case study are much more comprehensive than in any of the other case studies. In part, this is a function of the fact that police reform in South Africa has been well-documented. Also, police studies, as an academic field in South Africa, is much more advanced than elsewhere on the continent. The South Africa case is furthermore enriched by an ‘insider’ perspective provided by a former senior SAPS police commissioner. Category B comprises brief descriptions of selected aspects of police reform in eight countries: Angola, DRC, Kenya, Mozambique, Namibia, Nigeria, Rwanda and Sierra Leone. The coverage of each of these countries varies according to the availability of information to the research team. The list of Category C countries includes Chad, Ethiopia, Liberia, Sudan and Tanzania. On these countries, significantly less research material was available. Although most of the states researched for this report can be described as undergoing some significant form of transition, not all of them emerge from overt conflict. Nigeria, for example, is emerging from a history of military dictatorship, while Kenya has changed from a one-party state to multi-party democracy. Even where there are recent histories of conflict, these case studies have shown a wide variation in the nature of those conflicts – from institutionalized racism in apartheid South Africa, to genocide in Rwanda, and various types of civil war in Liberia, Mozambique and Angola. In all the cases examined for this report, state policing is primarily organised at the national (federal) level, albeit with various forms of regional policing and regional political control and oversight. This is characteristic of police organisations in Africa, but differs markedly from police organisations in large democracies such as India and the US. The types of reforms that are canvassed in these case studies are generally those which are applied to large, national police organisations – working with national organisations can, for instance, facilitate standard-setting, training and donor co-ordination. It is worth noting that in many of the cases described in this report, the processes of police reform are currently under way, or about to commence. Although we have emphasised some of the increasing similarities in the processes of police reform in post-conflict African states, there is potential for varied trajectories in the near future. The cases of Liberia, DRC and South Sudan, for instance, are likely to differ from each other in many respects. Included in this report are eight of the largest (in terms of population size and/or land mass) countries on the African continent. In Africa, large states perform poorly. Stated differently, in Africa big states exhibit `varying conditions of dysfunctionality.’ Understanding the links between size and dysfunctionality is important for purposes of grasping the particular developmental challenges which big states in Africa confront. Such developmental challenges have a bearing on the prospects for state-building more generally. Such challenges will also impact on the prospects for building the coercive institutions of the state such as the public police - the very subject of this research enquiry. Details: Pretoria, South Africa: Institute for Democracy in Africa (IDASA), 2006. 164p. Source: Internet Resource: Accessed March 16, 2011 at: http://www.idasa.org/media/uploads/outputs/files/Police%20Reform%20-%20Full%20report.pdf Year: 2006 Country: Africa URL: http://www.idasa.org/media/uploads/outputs/files/Police%20Reform%20-%20Full%20report.pdf Shelf Number: 121042 Keywords: Police AdministrationPolice ReformPolicing (Africa) |
Author: Griffiths, Curt Taylor Title: Civilianization in the Vancouver Police Department Summary: The Vancouver Police Department is currently in the midst of an Operational Review that is examining key components of the organization and delivery of policing services. The core projects within the review are: 1) a study of overtime; 2) an examination of patrol and investigative deployment; 3) a study of the opportunities for civilianizing positions in the Department; and, 4) operationalization of the Strategic Plan. This report presents the findings and recommendations from the civilianization study. It identifies a number of positions currently occupied by sworn officers that could be filled by specially-trained civilians and, as well, provides data on the cost implications of civilianizing these positions. This report sets out a policy on civilianization that can be used to guide the assessment of future positions that may be developed within the Vancouver Police Department. As well, the report addresses the issues of developmental positions in the Department, the need to accommodate officers who are on reduced duty, the potential opportunities for additional shared services between the Vancouver Police Department and the City of Vancouver, and the current situation regarding sworn officer secondments to other police duties. Details: Vancouver, BC: Vancouver Police Department, 2006. 344p. Source: Internet Resource: Accessed March 28, 2011 at: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Year: 2006 Country: Canada URL: http://vancouver.ca/police/assets/pdf/studies/vpd-study-civilianization.pdf Shelf Number: 121141 Keywords: Civilian EmployeesCivilian Police OfficersCosts of PolicingPolice AdministrationPolice OrganizationPolicing (Vancouver, Canada) |
Author: Canada. Statistics Canada. Canadian Centre for Justice Statistics Title: Police Resources in Canada, 2010 Summary: This report is based upon data collected through the annual Police Administration Survey conducted by Statistics Canada. This survey collects data on police personnel and expenditures from each police service in Canada. Data presented in this report represent police personnel as of May 15, 2010 and final expenditures for the calendar year ending December 31, 2009 (or March 31, 2010 for the few police services operating on a fiscal year). Details: Ottawa: Statistics Canada, 201o. 50 p. Source: Internet Resource: Accessed April 11, 2011 at: http://www.statcan.gc.ca/pub/85-225-x/85-225-x2010000-eng.pdf Year: 0 Country: Canada URL: http://www.statcan.gc.ca/pub/85-225-x/85-225-x2010000-eng.pdf Shelf Number: 121302 Keywords: Police AdministrationPolice AgenciesPolice OfficersPolicing (Canada) |
Author: Neyroud, Peter Title: Review of Police Leadership and Training Summary: This Review was commissioned by the Home Secretary in the light of the Coalition Governments reform agenda on policing. The Government’s consultation document, ‘Policing in the 21st Century: Reconnecting police and the people’, which was published in July 2010 set out ’the most radical change to policing in 50 years’. The first part of this reform agenda, specifically the Police Reform and Social Responsibility Bill, was set before parliament on 1 December 2010. The paper contained three key themes; the first is reconnecting the police with the public. There are two key step towards this: the ‘transference of power back to the people’, principally through the election of local Police and Crime Commissioners (PCCs’); transferring power away from government by doing away with national targets and leaving PCCs’ instead to create local Crime and Disorder Plans. Both of these are the main subject of the Police Reform and Social Responsibility Bill. Alongside this, the second theme is institutional change: the creation of the National Crime Agency (NCA) to provide a stronger national approach to serious and organised crime; the phasing out of the National Policing Improvement Agency. The third theme is severe fiscal constraint, with police forces facing ‘serious and difficult’ financial choices. Finally, running through the whole document is a recognition of the ‘golden thread’ needed to connect policing at all levels – local, national and international – if policing is to be effective in the 21st century. Alongside growing demand for policing at all levels, from neighbourhood action on anti-social behaviour to national efforts to tackle serious, organised crime and terrorism, these reforms provide immense challenges for police leaders. As the lead for the Review, I was, therefore, asked to carry out a ‘fundamental review of the current approach’, whilst examining in particular, how leadership and professional standards could be taken forward by a ‘repositioned Association of Chief Police Officers (ACPO)’, how talent can be developed to meet the new challenges and how the national functions currently delivered by the NPIA could be transitioned into the future. The eight key points of the Terms of Reference are set out below: 1. How ACPO can own and develop a shared vision in the service which engages practitioners, with PCCs’ locally and nationally with Government and other organisations such as the new National Crime Agency, for the standards of leadership and the development of the profession, building on learning from the Leadership Strategy: 2. How to develop an ACPO capacity to deliver leadership development, and assessment/accreditation, supported by the Superintendents’ Association, the Police Federation and others, which brings a cohesive approach to the leadership landscape: 3. Areas of focus nationally and locally for the leadership and talent management challenges – for example to identify key transitions and talent pools, including to increase diversity and respond to the Value For Money and operational skills challenges of the service: 4. The legal framework for assessment, for example for the promotion processes. 5. How the NPIA leadership functions can be transitioned effectively, in the context of the need for very substantial budget reductions: 6. The need to respond to the Government’s priority of reducing the unsustainable national deficit, including alternative funding models for leadership that both reduce and recover cost: 7. The potential role of other providers in training delivery, including other public sector leadership academies, the private sector, and other institutions: 8. The implications of the strategic direction for the leadership estates and infrastructure.’ I begin the Review by identifying the principles that need to underpin the approach to policing and police leadership in the future mapped out by the consultation document: 1. Democratically accountable: This is more than simply about the introduction of PCCs. It is about the link between police and civil society, between local police officers and their neighbourhoods’. It is also about the way in which the standards that guide police practice are the product of democratic debate. 2. Legitimate: There is a growing body of evidence to support the importance of the police performing their duties in ways that develop and maintain public perceptions of fairness and ethical behaviour. The research for the review reinforced the importance of such an approach in providing authority to the police and supporting law keeping by the public 3. Evidence-based: A growing body of evidence has been built up around effective police practice over the last 30 years5, which means that policing, professionally applied, works. 4. Nationally (and internationally) coherent: The more that policing is localised for delivery, the more important it is to be clear on the areas where interoperability and national standards are vital to protect the public 5. Capable, Competent and cost-effective: building on the 1964 Police Act’s principle of ‘efficiency and effectiveness’, Policing needs both to deliver desired outcomes and do so in a progressively more cost-effective way. Details: London: Home Office, 2010. 196p. Source: Internet Resource: Accessed April 12, 2011 at: http://www.homeoffice.gov.uk/publications/consultations/rev-police-leadership-training/report?view=Binary Year: 2010 Country: United Kingdom URL: http://www.homeoffice.gov.uk/publications/consultations/rev-police-leadership-training/report?view=Binary Shelf Number: 121314 Keywords: Police AdministrationPolice ReformPolice Selection and TrainingPolicing (U.K.) |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Demanding Times: The Front Line and Police Visibility Summary: Forces must organise their resources so that the highest possible proportion of officers and other police staff are available to meet the needs of the public. At no time in the past has this been more important than now: in this age of austerity, the police will have to make hard choices about how they use their resources. It is important that these are informed choices. In this report, HMIC therefore opens the books of policing, enabling both the police and the public to see how resource choices differ from force to force: • Section 1, ‘The police workforce and the “front line”’, identifies and categorises the different police roles, quantifies each category and examines which roles might comprise the front line. • Section 2, ‘Where are the police?’, outlines the proportion of police officers and police and community support officers (PCSOs) who are visible and available to the public at key times of the day. • Section 3, ‘Demands on the police’, uses findings from three new case studies to illustrate the range of demands on the police, and the variety of resources needed to meet these demands. Details: London: HMIC, 2011. 46p. Source: Internet Resource: Accessed April 12, 2011 at: http://www.hmic.gov.uk/SiteCollectionDocuments/Thematics/THM_20110330.pdf Year: 2011 Country: United Kingdom URL: http://www.hmic.gov.uk/SiteCollectionDocuments/Thematics/THM_20110330.pdf Shelf Number: 121319 Keywords: Police AdministrationPolice-Community RelationsPolicing (U.K.) |
Author: Finnegan, L., Hickson, C. and Rai, S., (eds.), Title: Implementing Community-Based Policing in Kenya Summary: This report describes the experience and lessons learned from implementing an innovative and democratic style of policing in Kenya called community-based policing which brings together the police, civil society and communities to find local solutions to community safety concerns. By improving relations between the police and local communities, community-based policing is helping to reduce crime and make communities in Kenya safer. This report is designed to deepen understanding of the community-based policing approach and to provide guidance as to how it can be undertaken. The context in Kenya has changed significantly following the elections in late December and the writing of this report. The performance of the Kenya police has been in the spotlight with reports of excessive use of force and human rights abuses alongside other cases where police promoted dialogue and a conciliatory approach. Since then, Saferworld has redoubled its efforts to promote community safety, and has been active in supporting the development and implementation of peace-building initiatives that bring together community members, the police and local administration. Details: London: Saferworld, 2008. 36p. Source: Internet Resource: Accessed April 15, 2011 at: http://www.saferworld.org.uk/downloads/pubdocs/Report.pdf Year: 2008 Country: Kenya URL: http://www.saferworld.org.uk/downloads/pubdocs/Report.pdf Shelf Number: 121364 Keywords: Community PolicingPolice AdministrationPolice ReformPolicing (Kenya) |
Author: Winsor, Thomas P. Title: Independent Review of Police Officer and Staff Remuneration and Conditions: Part 1 Report Summary: The independent review of pay and conditions of service for police officers and staff began on 1 October 2010. The Home Secretary has asked the reviewer, Tom Winsor, to ensure that police pay and conditions and the structures around them are the best they could be given the challenges facing the police service, which will see forces being required to achieve more with less, while also being fair to officers and staff. The first report, published on 8 March 2011, covers: the deployment of officers and staff (including shift allowances, overtime and assisting other police forces); post and performance related pay (including special priority payments, competence related threshold payments for constables and bonuses at all ranks); and how officers leave the police service. Details: London: The Stationery Office, 2011. 326p. Source: Internet Resource: Cm 8024: Accessed April 22, 2011 at: http://review.police.uk/documents/police-remun-and-conditions/first-report?view=Binary Year: 2011 Country: United Kingdom URL: http://review.police.uk/documents/police-remun-and-conditions/first-report?view=Binary Shelf Number: 121389 Keywords: Police AdministrationPolice DeploymentPolice RemunerationPolice SalariesPolicing (U.K.) |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Adapting to Austerity: A review of police force and authority preparedness for the 2011/12 – 14/15 CSR period Summary: It has never been more important for forces and authorities to make effective decisions on how to manage their resources and improve their efficiency. Therefore in Spring 2011 HMIC carried out an inspection into the preparedness of forces and authorities to cope with the financial challenges of the CSR period. This provided an external challenge to forces by testing their assumptions and approach, and aimed to share knowledge and provide assurance to police authorities in the lead-up to publication of their medium term financial plans. This review incorporates the overall findings from our preparedness inspection, and examines: the plans forces and authorities have made; what this means across England and Wales as a whole; how different forces compare; whether frontline numbers will reduce; the impact of this on crime and police visibility; and the need to transform the efficiency of support functions. Details: London: HMIC, 2011. 42p. Source: Internet Resource: Accessed August 3, 2011 at: http://www.hmic.gov.uk/publication/adapting-austerity-review-police/ Year: 2011 Country: United Kingdom URL: http://www.hmic.gov.uk/publication/adapting-austerity-review-police/ Shelf Number: 122296 Keywords: Costs of Criminal JusticePolice AdministrationPolice BudgetsPolicing (U.K.) |
Author: Sotiropoulos, Alexis Title: Making Time: Freeing Up Front-Line Policing Summary: Police officers don’t join the service to work as facilities managers. The public expects warranted officers to specialise in law enforcement, not IT support. In their efforts to free up the time of front-line officers, police forces have increasingly turned to civilian specialists to provide back-office services. ‘Making Time’ documents the changes that have been taking place in British policing over the past decade as Chief Constables have shifted resources from the back office to the front line, given police greater visibility and arranged technological and administrative support to enable them to stay on the streets longer. Details: London: The Serco Institute, 2008. 58p. Source: Internet Resource: Accessed August 31, 2011 at: http://www.serco.com/Images/making_time2a%20(Single%20pages)_tcm3-29348.pdf Year: 2008 Country: United Kingdom URL: http://www.serco.com/Images/making_time2a%20(Single%20pages)_tcm3-29348.pdf Shelf Number: 122578 Keywords: Police AdministrationPolicing (U.K.) |
Author: Police Executive Research Forum Title: Is the Economic Downturn Fundamentally Changing How We Police? Summary: This report is not the first that PERF has published on the topic of the economic crisis that has been impacting police departments since 2008. In January 2009, we conducted a survey of police departments and found that nearly two-thirds of them were already preparing plans for an overall cut in their funding for the next fiscal year. And we produced a report with the title, Violent Crime and the Economic Crisis: Police Chiefs Face a New Challenge. Over the last 23 months, there has been a growing discussion about whether a “new normal” is being imposed on police agencies, about whether budget cuts are causing permanent changes in how we do our business. Thus, the title of this new report: Is the Economic Downturn Fundamentally Changing How We Police? So this report does not just tell a story about yesterday. Now we are telling a story about yesterday, today, and tomorrow. The basic facts reflect a harsh reality. A new survey that we conducted in September 2010 found that slightly more than half of the responding police departments suffered cuts in their total funding in the 2010 fiscal year, and among those agencies, the average cut was 7 percent. Furthermore, 59 percent of those departments are preparing to cut their budgets again in 2011. Overall, among all departments surveyed, there has been a 3-percent decrease in the average number of sworn officers. This report recounts compelling stories, as told by police chiefs who attended a Summit we held in Washington on September 30, 2010, of what those cuts mean in terms of daily police operations. The cuts mean layoffs, unpaid furloughs, reductions in officer training and in the development of technology, elimination of special units such as gang and drug units, and other ways of reaching budget targets. Details: Washington, DC: PERF, 2010. 52p. Source: Internet Resource: Critical Issues in Policing Series: Accessed September 16, 2011 at: http://www.policeforum.org/library/critical-issues-in-policing-series/Econdownturnaffectpolicing12.10.pdf Year: 2010 Country: United States URL: http://www.policeforum.org/library/critical-issues-in-policing-series/Econdownturnaffectpolicing12.10.pdf Shelf Number: 122755 Keywords: Costs of Crime (U.S.)Costs of Criminal JusticeEconomicsPolice AdministrationPolice Agencies |
Author: U.S. Department of Justice. Civil Rights Division Title: Investigation of the Puerto Rico Police Department Summary: The Puerto Rico Police Department is Puerto Rico’s primary law enforcement agency. Its mission is critical: To protect and serve the residents of Puerto Rico by designing and implementing policies and practices that control crime, ensure respect for the Constitution and the rule of law, and enable the Department to enjoy the respect and confidence of the public. Many hard working and dedicated PRPD officers serve the public with distinction under often challenging conditions. Unfortunately, PRPD is broken in a number of critical and fundamental respects that are clearly actionable under the Violent Crime Control and Law Enforcement Act of 1994, 42 U.S.C. § 14141 (“Section 14141”). Based on our extensive investigation, we find reasonable cause to believe that PRPD officers engage in a pattern and practice of: • excessive force in violation of the Fourth Amendment; • unreasonable force and other misconduct designed to suppress the exercise of protected First Amendment rights; and • unlawful searches and seizures in violation of the Fourth Amendment. In addition to these findings, our investigation uncovered other deficiencies of serious concern. In particular, there is troubling evidence that PRPD frequently fails to police sex crimes and incidents of domestic violence, and engages in discriminatory policing practices that target individuals of Dominican descent in violation of the Fourteenth Amendment, the Safe Streets Act, and Title VI. At this time, we do not make a formal finding of a pattern and practice violation in these areas, in part because PRPD does not adequately collect data to evaluate these issues. However, we are quite concerned that PRPD lacks basic systems of accountability to ensure that all individuals are treated equally by PRPD officers, regardless of race, ethnicity, national origin, or sex as required by federal law. Furthermore, our investigation raises serious concerns that PRPD policies and practices are woefully inadequate to prevent and address domestic violence committed by PRPD officers. We find that these deficiencies will lead to constitutional violations unless they are addressed. PRPD’s continued failure to keep necessary data in light of our findings and despite knowledge of these indicators of a very serious problem, may constitute a pattern and practice that violates federal law. We recognize that PRPD faces significant challenges as Puerto Rico’s primary law enforcement agency. The unconstitutional acts that we have identified arise at a time of crisis in public safety. Contrary to national trends, violent crime increased overall in Puerto Rico by 17% from 2007 to 2009. In 2010, Puerto Rico saw the second highest number of murders in its history, a trend that is escalating in 2011. The clearance rate for murders remains below the national average. Some Puerto Rico officials maintain that drug trafficking and social deterioration are fueling the wave of violent crime. However, increasing crime cannot be used to justify continued civil rights violations or the failure to implement meaningful reforms. Constitutional policing and effective law enforcement are inextricably bound. Public safety depends on the trust and cooperation of the community, which in turn depends on constitutional police practices that respect civil rights. Our previous efforts in working with large police departments strongly suggest that by addressing the civil rights concerns we raise in this report, the Commonwealth will not only meet its constitutional duty, but also reduce crime, improve public safety, and increase community confidence. i For many years, victims’ families, civic leaders, legislators, and civil rights advocates have voiced concerns over chronic mistreatment by police. For example, over the past decade, various legislative measures have called for comprehensive investigations of police misconduct, greater education and training, and an accounting of public funds spent on civil rights lawsuits against the Commonwealth. Other grass-roots and advocacy organizations have sent letters to Puerto Rico officials denouncing allegations of discrimination against people of Dominican descent, and civic and professional organizations have issued investigative reports detailing numerous civil rights violations at the hands of police. PRPD officers have also called for agency reforms. One police affinity group representing thousands of officers attributed widespread low morale among officers to verbal abuse from supervisors, indifference to officers’ personal problems, lack of support and training, absence of motivational and educational activities, deficient equipment and materials, and late payment. The public’s demands for remedial action are fueled in part by the appalling number of officer arrests and convictions for serious misconduct and criminal activity. Among these are: the killing of family members by two police officers in the “Massacre of Las Piedras” in 2007; the videotaped shooting of a civilian by a Tactical Operations Unit (“TOU”) officer during a birthday celebration in Humacao in 2007; the shooting death of a PRPD lieutenant by a sergeant at a police station in Yabucoa in 2007; the conviction of multiple officers assigned to the Mayagüez Drug Unit for planting drugs in 2008; the conviction of the director of the Special Arrests and Extraditions Unit and several of his officers on drug-related charges in 2009; the conviction of a lieutenant directing the weapons registry at PRPD headquarters as part of an illegal gun licensing scheme in 2009; the indiscriminate use of batons and chemical irritants against protesters at the Capitol in June 2010; the shooting death of an unarmed young man who was reportedly aiding police following a robbery in September 2010; and the arrest of 61 PRPD officers as part of the largest police corruption operation in the Federal Bureau of Investigation’s (“FBI”) history in October 2010. In the report that follows, we discuss the wide range of issues that were the focus of our investigation and the findings that result from our review. Details: Washington, DC: U.S. Department of Justice, Civil Rights Division, 116 p., app.; Executive Summary Source: Internet Resource: Accessed October 4, 2011 at: http://www.justice.gov/crt/about/spl/documents/prpd_exec_summ.pdf (executive summary) Year: 2011 Country: United States URL: http://www.justice.gov/crt/about/spl/documents/prpd_exec_summ.pdf (executive summary) Shelf Number: 122984 Keywords: Police AccountabilityPolice AdministrationPolice MisconductPolice Use of ForcePolicing (Puerto Rico)ViolenceViolent Crime |
Author: McLean, Fiona Title: An Observational Study of Response and Neighbourhood Officers Summary: Reducing the bureaucratic burden on frontline police officers has been a recurring theme in the context of increasing efficiency. The drive for efficiency in policing has been given new impetus by the 2010 October Spending Review. The Home Office Business Plan 2011-15 included as Coalition priorities cutting police bureaucracy and improving value for money. The current study was carried out to provide police stakeholders with an up-to-date indication on how officers spend their time, to identify likely sources of inefficiency and bureaucracy in frontline policing and potential areas for improvement. The study found the following: • Public facing work in the community accounted for approximately forty-four per cent of the observed response and neighbourhood officers’ time, including responding to incidents and taking statements, foot patrol and community engagement. • Administrative activity, mainly paper or computer-based work required after incidents or to build case files for court, amounted to twenty-seven per cent of officer time – around 2.5 hours per shift. Another twenty-seven per cent was spent in the custody suite or at court, in training, briefings or meetings, travelling or on breaks. Observers had not recorded codes for officer activity for the remaining two per cent of their time. • Observers felt there was an opportunity for greater efficiency in over half the shifts observed (56%; 108 shifts) and noted more issues during response shifts than neighbourhood shifts. Overall, initiatives that impact on the response function appear to have more potential to increase police efficiency. Details: London: NPIA (National Policing Improvement Agency), 2011. 89p. Source: Internet Resource: Accessed October 18, 2011 at: http://www.npia.police.uk/en/docs/An_observational_study_of_response_and_neighbourhood_officers.pdf Year: 2011 Country: United Kingdom URL: http://www.npia.police.uk/en/docs/An_observational_study_of_response_and_neighbourhood_officers.pdf Shelf Number: 123039 Keywords: Police AdministrationPolice OfficersPolicing (U.K.) |
Author: Charley, Joseph P. Chris Title: Becoming and Remaining a ‘Force for Good’: Reforming the Police in Post-conflict Sierra Leone Summary: The Sierra Leone Police Force has its origins in the British colonial administration of the country. After Independence and with the consolidation of one-party rule the force slid into disrepute. The outbreak of civil conflict in 1991 largely decimated the force but the gradual restoration of peace provided an opportunity for police reform. This research report covers the aspects of the political and institutional environment that helped engender change, as well as constraints faced by the reform agenda. It considers how the officers actually carried out the task at hand, and shares lessons as to what reform tactics worked and which were less successful. While several challenges remain, the reform programme, centred around local needs policing has been largely successful, hinging on – among other factors – the appointment of a British Inspector General of Police, perceived to be neutral and above political machinations, supported by a core of reformminded officers; long-term external technical and financial assistance; and a conducive political environment for change. Details: London: Institute of Development Studies, 2011. 48p. Source: Internet Resource: Research Report No. 70: Accessed October 18, 2011 at: http://www.ids.ac.uk/files/dmfile/rr70.pdf Year: 2011 Country: Sierra Leone URL: http://www.ids.ac.uk/files/dmfile/rr70.pdf Shelf Number: 123041 Keywords: Police AdministrationPolice ReformPolicing (Sierra Leone) |
Author: Treverton, Gregory F. Title: Moving Toward the Future of Policing Summary: Some police forces think that 20 years from now they will operate much as they do today, but advances in technology and operating concepts are driving significant changes in day-to-day police operations. This book explores potential visions of the future of policing, based on the drivers of jurisdiction, technology, and threat, and includes concrete steps for implementation. This analysis is based on a review of policing methods and theories from the 19th century to the present day. Recommendations include educating personnel and leaders to build internal support for change, transitioning to shared technical platforms, and leveraging winning technologies. Because criminals will also use new technology that becomes available, the key to the future of policing will not be the technology itself; it will be the ways in which police forces adapt the technology to their needs. Details: Santa Monica, CA: RAND, 2011. 184p. Source: Internet Resource: Accessed October 18, 2011 at: http://www.rand.org/content/dam/rand/pubs/monographs/2011/RAND_MG1102.pdf Year: 2011 Country: United States URL: http://www.rand.org/content/dam/rand/pubs/monographs/2011/RAND_MG1102.pdf Shelf Number: 123051 Keywords: Police AdministrationPolice ReformPolice TechnologyPolicing |
Author: Aboagye, F.B. Title: Bottlenecks to Deployment! Police Capacity Building and Deployment in Africa Summary: Changes in the nature of conflicts during the post-Cold War period led to changes in the nature of peacekeeping, from being a tool in mediating inter-state conflicts to that of intra-state conflicts. Peacekeepers are no longer deployed as an interposition force between warring states, but as part of broad efforts in support of peace implementation. Furthermore, rather than the purely traditional military deployments, modern peacekeeping deployments now involve considerable numbers of police officers (and civilians) in multidimensional missions. Against this backdrop, the Norwegian-funded Training for Peace (TfP) Programme has been involved in international and regional efforts to provide training support for police capacity building, as well as civilian, for deployment to UN and AU missions in Africa and elsewhere. Th is study was undertaken as part of the TfP initiative to explore the police training environment and gauge some of the key challenges to the smooth deployment of trained police officers: priorities of national police organisations, sequencing of training, gender disparities, and strategic and operational level coordination, among others. The study uses experiences gained from the years of police training provided by the Institute for Security Studies (ISS) to two police regions in Africa, namely the Southern African Regional Police Chiefs Cooperation Organisation (SARPCCO) and the Eastern African Police Chiefs Cooperation Organisation (EAPCCO). This paper complements the results of a separate study that focused on bottlenecks to civilian training and deployment. The key questions that inform this study are: What are the practical imperatives of the demand for African capacities? ■ What are the challenges faced in building capacities in Africa? ■ What can be done to address the challenges of capacity building? ■ What are the training approaches adopted by partners towards building African capacities? Details: Pretoria, South Africa: Institute for Security Studies, 2010. 24p. Source: Internet Resource: ISS Paper 221: Accessed October 28, 2011 at: http://www.iss.co.za/uploads/Paper221.pdf Year: 2010 Country: South Africa URL: http://www.iss.co.za/uploads/Paper221.pdf Shelf Number: 123166 Keywords: Police AdministrationPolice TrainingPolicing (South Africa) |
Author: Kotwal, Navaz Title: State Security Commissions: Reform Derailed Summary: A major cause of poor policing lies in the blurring of lines between the political executive and the police establishment. The overstepping intrusions of elected politicians and bureaucrats into the everyday management and functioning of the police weakens its leadership, creates uncertainty of direction, breaks chains of command, obscures accountability, destroys discipline and divides loyalties all down the line. Fine policing – policing that is unbiased honest and capable of providing genuine safety and security to the population at large – requires the overall policy and performance parameters to be laid down by the political executive while operational responsibility to deliver good policing is left squarely in the hands of the police leadership. The State Security Commissions are designed to achieve this separation of power and function. They are intended to be an aid to political authority. Its presence neither derogates from the pre-eminence of the elected representative nor diminishes civilian control and supervision over police machinery. Instead its presence is meant to give definition to the relationship between police and political executive and establish transparent rules of engagement between the two. To be true to its functions security commissions must itself be authoritative, timely and disciplined in its approach; and composed of the constitutional supervisors of the police, complemented by diverse expertise and representation of the kind that will bring in thoughtful, impartial and balanced assistance and fulfil expectations of lawful policing. All this has long been understood by the rulers of this country. Committees and commissions from the 1979 National Police Commission through the Riberio and Padmanabhaiah and the Model Police Act of the Soli Sorabjee Committee have consistently recommended the creation of a body that insulates everyday policing from political overreach and unwarranted interference. Finally in 2006 the Supreme Court in the Prakash Singh case directed that such bodies be set up in each state and at the Centre within three months. Five years on, this report assesses the extent to which states have complied with the Court’s directives: whether the entities that have been created are fit for purpose and whether in fact they are active and diligent in performance. Sadly the evidence indicates that none of the commissions that have been set up have the design, composition, power and functioning for success. Nor have they proved to be of use to improving police functioning. This begs the question of intention: are the commissions one more cosmetic devise to overcome the Supreme Court’s directions or intended as a genuine effort to wean the police from the politics of the day? Details: New Delhi: Commonwealth Human Rights Initiative, 2011. 76p. Source: Internet Resource: Better Policing Series - India: Accessed October 31, 2011 at: http://www.humanrightsinitiative.org/publications/police/sscrd.pdf Year: 2011 Country: India URL: http://www.humanrightsinitiative.org/publications/police/sscrd.pdf Shelf Number: 123181 Keywords: Police AdministrationPolice ReformPolicing (India) |
Author: U.S. Department of Justice. Office of Community Oriented Policing Services Title: The Impact of the Economic Downturn on American Police Agencies Summary: The economic downturn of the past several years has been devastating to local economies and, by extension, their local law enforcement agencies. According to a report by the National Institute of Justice, the United States is currently experiencing the 10th economic decline since World War II. The impact of this downturn will result in a change of how law enforcement services are delivered. As has been discussed by the COPS Office Director, Bernard Melekian, in a series of recent articles published in the Community Policing Dispatch, expectations will not be lowered just because an agency now has fewer officers, or because the budget is limited. Simply doing less while waiting for local budgets to recover to pre-2008 levels is not a viable option. Faced with a dramatic budget contraction, law enforcement leaders need to start identifying different ways to deliver police services and, perhaps more importantly, articulate what the new public safety models will look like to their communities. The effects of the economic downturn on law enforcement agencies may be felt for the next 5–10 years, or worse, permanently. The permanence of this change will be driven not just by the economy, but by the local government officials determining that allocating 30–50 percent of their general fund budgets for public safety costs is no longer a fiscal possibility. While some people see signs that the economy is beginning to recover on the national level, most economists agree that local jurisdictions are still in decline and will continue to be so, at least in the short term. County and municipal budgets tend to lag behind the general economy and continuing foreclosures are slowing the recovery of property tax revenues, which are the backbone of local agency funding. Faced with these budget realities, the current model for service delivery — which has been with us for the last 50 years — is already starting to change, and will be forced to continue to change dramatically and rapidly in the next 3–5 years. Details: Washington, DC: U.S. Department of Justice. Office of Community Oriented Policing Services, 2011. 52p. Source: Internet Resource: Accessed November 1, 2011 at: http://www.cops.usdoj.gov/files/RIC/Publications/e101113406_Economic%20Impact.pdf Year: 2011 Country: United States URL: http://www.cops.usdoj.gov/files/RIC/Publications/e101113406_Economic%20Impact.pdf Shelf Number: 123204 Keywords: Community PolicingEconomics and CrimeExpendituresPolice AdministrationPolice Budgets |
Author: Spottiswoode, Clare Title: Improving Police Performance: A New Approach to Measuring Police Efficiency Summary: The police service is one of the most important of all the public services. Effective policing is fundamental to a safe and secure society, and to everyone’s sense of wellbeing. The police are central to the Government’s programme to reduce crime and the fear of crime. It is a difficult and complex job. Best Value is the central plank in the drive to improve police performance. A systematic measure of police efficiency – where “efficiency” is a measure of the police’s performance in meeting their overarching aims and objectives for the money spent – is crucial if Best Value is to work effectively. There is a plethora of indicators and information about police outputs and outcomes. But, to date, it has not been possible to draw this information together to build a comprehensive or systematic measure of relative police efficiency in meeting their ultimate objectives of promoting safety and reducing crime, disorder and the fear of crime. This is a serious gap in the Best Value strategy. This gap hits police authorities and forces the hardest because: • they lack good measures to fulfil their Best Value obligations comprehensively to compare performance (including efficiency) with others. • police authorities and forces themselves do not always know what the scope for efficiency gains is or even where they should be looking for them. • efficiency targets should take into account the actual position of each force, and thus the gains made in recent years. The Government cannot do this if it lacks a systematic efficiency measure. So, to date, the Government has set uniform, across-the-board efficiency targets. Resolving these issues through the provision of good comparative efficiency measures will always be problematic and controversial. Reliable comparative efficiency measures are technically hard to construct and rely on assumptions and simplifications that could always be challenged or objected to. Searching for the perfect approach would be fruitless. The task is to identify the best available approach, recognise its strengths and weaknesses, build on the strengths and establish approaches to limit the downsides. This study takes this approach. It recommends the joint use of two of the most advanced relative efficiency measuring techniques – Stochastic Frontier Analysis and Data Envelopment Analysis. These techniques have been used for measuring the relative efficiency of regulated private sector industries, and are increasingly being used in the public sector in other countries. This report outlines how these techniques would be integrated with the existing Best Value outcome performance information. Used this way, these techniques would effectively benchmark police authority and force performance in meeting police objectives for the resources that each authority and force has. They would help identify which authorities and forces put their resources to the best use. As a result, they would help to spread good practice and to reduce variations in police performance. The resulting comparative efficiency measures would fit seamlessly into the Best Value framework. Comparative efficiency would be measured using the key outcome measures from the existing suite of Best Value Performance Indicators. A programme of analysis, review and inspection is recommended to understand the raw comparative efficiency measures – and to adjust them as necessary. This will identify the key actions that police authorities and their forces need to take. Differentiated efficiency targets – to improve the level of outcomes for the available budget – can be drawn up to reduce, over time, the variations in performance. Details: London: Public Enquiry Unit, HM Treasury, 2000. 52p., app. Source: Internet Resource: Accessed November 15, 2011 at: http://archive.treasury.gov.uk/pdf/2000/pspp17400.pdf Year: 2000 Country: United Kingdom URL: http://archive.treasury.gov.uk/pdf/2000/pspp17400.pdf Shelf Number: 123348 Keywords: Police AdministrationPolice Performance (U.K.) |
Author: Fluri, Philipp Title: Policing in Federal States Summary: This book looks at different examples of federal police organizations: India, Russia, the USA, Switzerland as well as Spain as an example of a ‘federal police system in the making’. The studies help understand how and why federal police organizations came into being and function according to decentralized legislative and decision-making frameworks. The articles also seek to highlight the increased demand for coordination and harmonization of the policing approaches in federal states. Details: Geneva: Geneva Centre for the Democratic Control of Armed Forces, 2011. 128p. Source: Internet Resource: Nepal Stepstones Projects Series No. 2: Accessed November 15, 2011 at: http://www.dcaf.ch/DCAF-Migration/KMS/Publications/Policing-in-Federal-States Year: 2011 Country: International URL: http://www.dcaf.ch/DCAF-Migration/KMS/Publications/Policing-in-Federal-States Shelf Number: 123351 Keywords: Police AdministrationPolice TrainingPolicing (Russia, India, US, Switzerland, Spain) |
Author: Strategic Policy Partnership Title: The Department in Review, Cincinnati Police Department Summary: This report presents the results of review or "audit" of the Cincinnati Police Department, undertaken at the request of Chief James Craig. The objective of this review was to assess current structure, operations, and systems within the Cincinnati Police Department against national standards, identifying strategies that were notable for their effectiveness and needed to be protected, areas that needed strengthening and areas that needed major reform. Overall, the department is a police agency that has made significant strides toward excellence in a number of areas over the last five years. A number of notable initiatives have been undertaken, such as the Cincinnati Initiative to Reduce Violence (CIRV), which has won several national awards. The quality of the police officers with whom the review staff interacted was notable, having a strong commitment to Cincinnati and its future. Since the riots that occurred some years ago, the department has worked hard to build trust with the Cincinnati community experiencing substantial success. Key recommendations resulting from the review are the following: the organization is somewhat top heavy, overly specialized and in need of more robust performance management processes; a greater percentage of police officers need to be assigned to the Police Districts as opposed to specialized assignments, with District Commanders held accountable for how those officers are used to address the major concerns of District neighborhoods; the relationship between investigations of felonious assault cases and homicides needs to be strengthened. Presently, Districts investigate the assaults and Investigations investigate homicides. They are in reality often the same event - except that in a homicide the victim has died; the department needs to strengthen its commitment to victims of crime, who often are traumatized from the crime event and need regular information from the investigating officer; the successful CIRV strategy against violent crime needs to be re-vitalized and focused. Having had excellent success in its initial years, it has become a bit disorganized in the last year but has the potential to dramatically further violent crime in the community; the department needs to be restructured, merging related units and activities, reducing staffing in some so that additional personnel can be moved to patrol assignments; there is a strong need for the department to move forward at a fast pace with its technology initiatives, since they can dramatically increase the information flow in the department and that made available to field personnel; performance management through the CompStat process and the related Problem-Oriented Policing process needs to become a cornerstone of strategic thinking about how crime prevention should occur; the community must be brought into the department processes of policy development, strategy and tactics. Details: West Tisbury, MA: Strategic Policy Partnership, 2012. 147. Source: Internet Resource: Accessed February 12, 2012 at http://www.cincinnati-oh.gov/city/downloads/city_pdf44990.pdf Year: 2012 Country: United States URL: http://www.cincinnati-oh.gov/city/downloads/city_pdf44990.pdf Shelf Number: 124092 Keywords: Police AdministrationPolice OrganizationPolicing (Cincinnati, Ohio) |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: Without fear or favour: A review of police relationships Summary: This year's extensive scrutiny of how the police handled the phone hacking affair has understandably led to concerns about police integrity and corruption. Police checking systems and processes have identified a small number of other high profile cases which include allegations of inappropriate police relationships – some involving senior officers. These cases either have been or are being dealt with properly, but amplify concerns about police corruption and have the potential to undermine public trust in the Service. The subject of police integrity has received wide coverage recently but HMIC did not undertake this review with any preconception of the likely findings. Rather, we have been guided by the evidence available to us and have assessed it carefully before coming to our conclusions and making our recommendations. As part of the review we asked the public about the extent and nature of police integrity and corruption. The majority do not think corruption is common and trust the police to tell the truth. However, about a third of those surveyed think there is some problem with corruption. The public also told us that they associate integrity with being treated fairly; the Service must, therefore, be absolutely transparent not only in being fair but also in being seen to be fair. Concerns that inappropriate police relationships represent endemic failings in police integrity are not borne out by the evidence available to HMIC. However, this review does not give the Police Service a clean bill of health. We found few forces and authorities had these issues on their radar. In addition, understanding of boundaries, checking mechanisms, governance and oversight in police relationships with others (including the media) varies hugely across the Service. Our benchmarking exercise suggests that few organisations have resolved these issues well for the modern world (in terms of managing controls around integrity issues). However, the Police Service needs to do so in order to safeguard their impartiality and, as importantly, the perception of their impartiality. HMIC is concerned that the lack of controls in some areas, which are not always considered by the police as „corruption‟, can allow a slippery slope to develop in relationships which leaves forces and authorities unsighted and vulnerable to significant risk. One such risk area is the potential for misuse of corporate purchasing and credit cards (of which we estimate there are 2,700 in circulation across England and Wales, in addition to the 2,712 owned by the MPS): the public rightly expects the Police Service to make best use of the public money it receives, and to put effective controls in place to ensure that it is spent appropriately and that the maximum value is derived from it (especially in a period of austerity). Other examples of risk areas include the lack of clarity around the acceptance of gifts and hospitality; and around conflicts of interest, tax and other legal implications of police officers and staff having second jobs or other business interests. A key factor in meeting the challenges to police integrity lies in the quality of the leaders of the Service: not only in ensuring that systems and processes are in HMIC (2011) Without fear or favour: A review of police relationships 6 place and work effectively to provide appropriate checks and balances, but importantly in the example they set through their own behaviours in reinforcing high standards of conduct, thus promoting integrity. The Service cannot afford to be complacent and we look to senior leaders in the Service to show that they understand the importance of acting quickly and effectively to further strengthen integrity and to give the public cause to have high levels of confidence that the police will act without fear or favour in delivering a responsive and accountable service. Governance matters enormously in reinforcing these issues. We intend to revisit the matters highlighted in this report by October 2012. Police authorities have a role in ensuring that the work to address the issues raised in the report is expedited as a matter of urgency. Incoming Police and Crime Commissioners, as a key part of their role, will need to assure themselves that forces have embedded integrity considerations in all that they do, supported by effective checks and balances. They would be assisted in this if these checks and balances were consistent throughout England and Wales. Details: London: Her Majesty's Inspectorate of Constabulary (HMIC), 2011. 71p Source: Internet Resource: Accessed March 11, 2012 at http://www.hmic.gov.uk/media/a-review-of-police-relationships-20111213.pdf Year: 2011 Country: United Kingdom URL: http://www.hmic.gov.uk/media/a-review-of-police-relationships-20111213.pdf Shelf Number: 124467 Keywords: CorruptionPolice AdministrationPolice BehaviorPolice-Community RelationsPublic Opinion |
Author: Wiseman, Jane Title: Strategic Cutback Management: Law Enforcement Leadership for Lean Times Summary: The United States is experiencing the 10th economic decline since World War II. This document presents lessons learned from past experience and suggests approaches leaders can use to address financial crises in law enforcement agencies. Leadership is the most critical element for success. We know from the past that an organization's leaders create a shared sense of the importance of the priorities and tasks of the group. It is this inspiration that induces workers to follow along in support of the group's mission. Additional lessons learned from the past: - Avoid across-the-board cuts. They cause disproportionate harm. - Use the crisis to improve management and improve productivity. In law enforcement, examples abound of departments faced with unfortunate crises "from consent decrees to accidental shootings" where the events provided meaningful moments of reflection, learning and process improvement. Budget crises are no different. - Think long term. Research has shown that organizations capable of enduring a deep fiscal crisis had developed and were able to stick to a strategic plan with a multiyear time frame. - Do not just cut costs, look for revenue opportunities. Research on past recessions shows that increasing a tax or fee provides relief faster than cutting expenditures. Although police agencies do not have the power to levy taxes, they may be able to charge user fees for some services. - Invite innovation. During past fiscal crises, new approaches were tried that are now standard in many cities. For example, local governments have privatized certain city services and sold public facility naming rights. - Look outside for help. Law enforcement can look outside the department to other government agencies, or to suppliers, academics or other subjectmatter experts for suggestions on improving operations at reduced cost. - Targeted layoffs are more effective than hiring freezes. Details: Washington, DC: U.S. Department of Justice, Office of Justice Programs, national Institute of Justice, 2011. 36p. Source: Internet Resource: Accessed April 11, 2012 at: https://ncjrs.gov/pdffiles1/nij/232077.pdf Year: 2011 Country: United States URL: https://ncjrs.gov/pdffiles1/nij/232077.pdf Shelf Number: 124924 Keywords: Costs of Criminal JusticePolice AdministrationPolice Management (U.S.)Police Policies and Procedures |
Author: Sergeant, Harriet Title: The Public and the Police Summary: Expenditure on the police force is at record levels. In terms of numbers and budgets, it has never been so large. In spite of this there is widespread public dissatisfaction resulting in a steep increase in com‐plaints against the police, with many coming from law‐abiding, middle‐class people who complain of rude‐ness and neglect of duty. It is hard to get the police to respond to reports of crime and anti‐social behaviour. Investigations are lacklustre and often abandoned. The police, in their turn, complain of being short of resources. Although police numbers in England and Wales are historically high, compared with other developed countries they are low. Furthermore, crime rates in England and Wales are amongst the highest in the developed world, so the workload of officers is unmanageably large. Officers have been submerged by a flood of paperwork, so that only 14 per cent of their time is spent on patrol. This paperwork is done at the expense of officers on the beat and responding to crimes. The public have no power to influence policing. All decisions are taken by politicians and their appointees, but there is no accountability within the system. Since the Police Act 1964 successive governments have accrued power to the centre. Centralisation has led to politicisation and the introduction of targets. Bonuses are paid to senior officers based on compliance with targets. In order to achieve the required level of detections, police officers pursue those who will yield easy convictions, such as The target the public would most like to see met is the absence of crime—the first of the Nine Principles of Policing laid down for the Metropolitan Police on their foundation in 1829. To this end, police officers need to be visible in their communities. The decision to prosecute is taken by the Crown Prosecution Service, which has its own targets to achieve in terms of successful prosecutions. This makes the CPS unwilling to prosecute cases where they are not convinced the evidence is rock solid. This leads to many potential prosecutions being dropped, leaving the public feeling let down and allowing criminals to feel they have ‘got away with it’. Prison overcrowding has created pressure for non‐custodial sentences. Many criminals, including burglars, rapists and violent attackers, get no more than a caution. Often they continue to offend, and it becomes progressively more difficult for the police to catch them as they learn by their experience of the system. Police officers swear an oath of allegiance to the Queen, not the Prime Minister. Unlike many other police forces, British police were not intended to be servants of the state, but of the communities they serve. Their powers are personal, used at their own discretion and derived from the crown. This essential feature of British policing—policing by consent—is now in jeopardy. Details: London: Civitas: Institute for the Study of Civil Society, 2008. 96p. Source: Internet Resource: Accessed April 30, 2012 at: http://www.civitas.org.uk/pdf/PublicAndThePolice.pdf Year: 2008 Country: United Kingdom URL: http://www.civitas.org.uk/pdf/PublicAndThePolice.pdf Shelf Number: 125105 Keywords: Police AdministrationPolice OfficersPolicing (U.K.) |
Author: Northern Ireland. Criminal Justice Inspection Title: Answering the Call - An Inspection of the Police Service of Northern Ireland Contact Management Arrangements Summary: THE Police Service of Northern Ireland (PSNI) has made significant improvements in dealing with the public and its handling of emergency and non-emergency calls, however the Contact Management Strategy of the PSNI must be continuously reviewed to ensure user satisfaction in the long term. This is the conclusion of a Criminal Justice Inspection Northern Ireland report – ‘‘Answering the Call’ – An inspection of the Police Service of Northern Ireland’s contact management arrangements. The inspection report, which covered an extended period from February 2011, until January 2012 found that abandoned call rates had dropped significantly under the new contact management arrangements from around 20% to 3.7%. This had represented a significant improvement in service delivery. In addition, the PSNI had performed reasonably well on their targets of answering emergency calls within the 10 second target. Performance figures showed an overall achievement rate across the new contact centres of 88.8%. While the inspection report found that the move to a four-centre model had produced improvements, problems remained, some generated as a result of the swiftness of the roll out, such as variation in staff skills and service delivery. The report found that there had been no organisational strategy to employ non-police in the role of Dispatcher. Given the benefits to the public of returning more Officers to front line duties, CJI recommends that the PSNI should actively pursue the deployment of non-police members of staff as Dispatchers to reduce its dependence on serving Officers within contact management centres. Details: Belfast: Criminal Justice Inspection Northern Ireland, 2012. 47p. Source: Internet Resource: Accessed July 30, 2012 at: http://www.cjini.org/CJNI/files/b4/b47fcf0b-f40c-48ca-9cf1-e09f7819f34b.pdf Year: 2012 Country: United Kingdom URL: http://www.cjini.org/CJNI/files/b4/b47fcf0b-f40c-48ca-9cf1-e09f7819f34b.pdf Shelf Number: 125796 Keywords: Police AdministrationPolice Calls for ServicePolicing (Northern Ireland)Policing Procedures |
Author: Wilson, Jeremy M. Title: A Performance-Based Approach to Police Staffing and Allocation Summary: Much attention has been given to police recruitment, retention, and, in this economic context, how to maintain police budgets and existing staffing positions. Less has centered on adequately assessing the demand for police service and alternative ways of managing that demand. To provide some practical guidance in these areas, the Office of Community Oriented Policing Services (COPS Office) provided support to the Michigan State University (MSU) School of Criminal Justice to review current staffing allocation experiences and existing approaches to estimating the number of sworn staff a given agency requires. This guidebook summarizes the research conducted by the MSU team. It highlights the current staffing allocation landscape for law enforcement agencies and provides a practical step-by-step approach for any agency to assess its own patrol staffing needs based upon its workload and performance objectives. Additionally, it identifies some ways beyond the use of sworn staff that workload demand can be managed, and discusses how an agency’s approach to community policing implementation can affect staffing allocation and deployment. This guidebook will be particularly useful for police practitioners and planners conducting an assessment of their agency’s staffing need, and for researchers interested in police staffing experiences and assessment methods. This guidebook has a companion document, entitled Essentials for Leaders: A Performance-Based Approach to Police Staffing and Allocation, which may be of particular interest to police executives and policymakers who are concerned about both police-staffing allocation and efficiently providing quality police service in their communities. Details: East Lansing, MI: Michigan State University, 2012. 84p. Source: Internet Resource: Accessed November 9, 2012 at: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Year: 2012 Country: United States URL: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Shelf Number: 126901 Keywords: Police AdministrationPolice PerformancePolice Policies and PracticesPolice Recruitment and SelectionPolice StaffingPolicing (U.S.) |
Author: Scott, Michael S. Title: Implementing POP: Leading, Structuring, and Managing a Problem-Oriented Police Agency Summary: This manual is intended for police executives interested in promoting the practice of problem-oriented policing (POP) within their police agency. (In the United Kingdom, the concept is more commonly referred to as problem-oriented partnerships with the intention of emphasizing the criticality of external partnerships. It is not otherwise distinct.) Whether you’re a chief executive (police chief, chief constable, sheriff, or public safety director) already committed to the idea of POP, but looking for guidance on implementing it, or a senior-level executive tasked to plan your agency’s adoption of POP, this manual should help you decide what steps to take, and in what order, to make POP an integral part of how your police agency does business. If you lack the time to read the entire manual, read the Contents for a quick summary; you’ll know which sections you might want to read in full. At the end of each section we reference a few good and readily accessible publications should you want to read more. We have also created a companion annotated bibliography of POP studies that you can access online at www.popcenter.org. This manual assumes that you already know what POP is and that you are committed to the concept as a means of making your agency more effective. If this is not the case for you, visit the Center for Problem-Oriented Policing’s website, www.popcenter.org, for an abundance of information on the principles and practice of POP. This manual also assumes that you are well-versed in the basics of police management and therefore is not a primer or comprehensive text on the subject. Rather, it focuses only on the aspects of police administration and management that are most directly implicated in the shift to POP. Implementing POP is as much about the art of persuasion and of modifying police culture as it is about the mechanics of police administration. The practical realities of changing police organizations and the public’s expectations of police are far more complex than a step-by-step manual such as this one might imply. But we think the manual format serves as a useful reminder that for a police agency to truly adopt POP, all of its many systems, procedures, policies, structures, and personnel should be aligned and integrated in a way that makes practicing POP not only possible, but expected and encouraged. Each system, procedure, policy, structure, or employee, properly oriented to addressing problems, facilitates the orientation of other components. Throughout the manual, we offer many suggestions for making changes to a police agency’s operation. In so doing, we are mindful that police agencies come in all sizes and operate in a wide variety of political and legal environments, both of which implicate whether and how you implement these suggestions in your agency. We are also mindful that police agencies have varying tolerances for the pace of change with varying opportunities and obstacles to effecting changes. Even if for your agency a particular recommendation doesn’t make sense or is impractical at the time, consider its underlying principle and how it might be adapted to fit your agency’s and community’s needs, now or in the future. Details: Washington, DC: U.S. Department of Justice, Community Oriented Policing Services, 2012. 47p. Source: Internet Resource: accessed November 29, 2012 at: http://www.hsdl.org/?view&did=724958 Year: 2012 Country: International URL: http://www.hsdl.org/?view&did=724958 Shelf Number: 127040 Keywords: Police AdministrationPolice TrainingProblem-Oriented Policing |
Author: Gordon, John, IV Title: Keeping Law Enforcement Connected: Information Technology Needs from State and Local Agencies Summary: In an effort to assess criminal justice technology needs at the state and local levels, we conducted more than 25 individual and group interviews with criminal justice and law enforcement personnel to arrive at a better understanding of their technology priorities. We also examined the means by which these agencies commonly receive information on technology, including knowledge dissemination at the state and local levels from the National Institute of Justice’s (NIJ) National Law Enforcement and Corrections Technology Center (NLECTC). The technical report outlines who we interviewed, what their priorities are regarding information and geospatial technologies and analytic systems, and how they are currently learning about these technologies. It concludes with recommendations to better align investments with agencies’ needs and to improve dissemination of information about how to best employ technology. As is typical for interview and focus-group studies, the analysis in this report is intended to be exploratory, surfacing agencies’ needs rather than statistically analyzing their prevalence. Nonetheless, what we heard from the agencies was strongly consistent and more than sufficient to draw preliminary conclusions. Thus, the findings in this report will be of interest to the Department of Justice (DoJ), state and local law enforcement, and technology developers supporting law enforcement. Details: Santa Monica, CA: RAND, Center on Quality Policing, 2012. 44p. Source: Internet Resource: Accessed December 10, 2012 at: http://www.rand.org/content/dam/rand/pubs/technical_reports/2012/RAND_TR1165.pdf Year: 2012 Country: United States URL: http://www.rand.org/content/dam/rand/pubs/technical_reports/2012/RAND_TR1165.pdf Shelf Number: 127193 Keywords: Information SharingLaw Enforcement (U.S.)Police AdministrationPolice Technology |
Author: Boyd, Edward Title: Policing 2020: What Kind of Police Service Do We Want in 2020? Summary: Policing 2020 looks at the landscape of policing over the next ten years, calling for a return to Sir Robert Peel’s core principles of crime prevention. It proposes: The formation of Crime Prevention Officers (CPOs). CPOs would replace neighbourhood police officers who make up around 15% of total police force personnel. They would be more highly trained and equipped and be made directly responsible for crime prevention in their area and held to account through monthly meetings with their local Commander. Citizen Police Academies should be set up to train the public – using a mixture of police officers and voluntary groups with relevant expertise – on how to play their part in the fight against crime. They would be taught everything from how to perform citizen’s arrests safely to how to avoid danger when walking home alone. Polling for the report also found that the public support the police working with independent organisations, such as private businesses and social enterprises, to free up police officers’ time: •Three quarters of people supported the idea of independent organisations providing IT support and carrying out administrative functions •56% of people thought they should be able to answer calls from the public •47% backed them being able to police crime scenes compared to 38% who opposed the idea. Details: London: Policy Exchange, 2012. 50p. Source: Internet Resource: Accessed January 23, 2013 at: http://www.policyexchange.org.uk/images/publications/policing%202020.pdf Year: 2012 Country: United Kingdom URL: http://www.policyexchange.org.uk/images/publications/policing%202020.pdf Shelf Number: 127355 Keywords: Police AdministrationPolice ReformPolicing (U.K.) |
Author: Police Executive Research Forum Title: Policing and the Economic Downturn: Striving for Efficiency Is the New Normal Summary: This report provides details about PERF’s 2012 survey of law enforcement agencies, which found that 41 percent of responding departments were planning budget cuts for their next fiscal year. This was an improvement over a PERF survey two years earlier, which found that 61 percent of those same agencies were planning budget cuts. The report also includes a number of case studies of law enforcement agencies that have developed innovative strategies for dealing with significant budget cuts, including the departments in Corpus Christi, TX; Camden, NJ; Lane County, OR; and Manchester, England. Details: Washington, DC: PERF, 2013. 48p. Source: Internet Resource: Critical Issues in Policing Series: Accessed February 16, 2013 at: http://policeforum.org/library/critical-issues-in-policing-series/Economic_Downturn.pdf Year: 2013 Country: International URL: http://policeforum.org/library/critical-issues-in-policing-series/Economic_Downturn.pdf Shelf Number: 127645 Keywords: Costs of Crime (U.S.)Costs of Criminal JusticeCriminal Justice ExpendituresEconomicsPolice AdministrationPolice AgenciesPolice Budgets |
Author: Amnesty International Title: Police Reform in Kenya: "A Drop in the Ocean" Summary: Kenya is in the midst of an ambitious reform programme, including wholesale reform of its police force, and as the country approaches the March 2013 general elections, the sense of urgency around the implementation of police reform is palpable. Laws passed in 2011 contain an ambitious framework for police reform, which, if fully implemented would overhaul the structure of the police force to address shortcomings which permit and perpetuate impunity for police abuses, establish an independent police oversight authority for the first time and new standards of conduct for the police. However, while some measures have been undertaken, many of the most important reforms have yet to be carried forward raising concerns of a lack of political will to implement the reform agenda. The Acts guiding the police reform have not been put into practice in time for the general elections. As a result, the very same policing structures blamed by many for serious human rights violations during the 2007-2008 post-election violence remain in place for the 2013 elections. The lack of progress in implementing the reform agenda increases the risk of human rights abuses and limits the preparedness of the police to handle such abuses in a fair and effective manner. The police were incapable of preventing, containing and managing the 2007-2008 post-election violence and some police actively engaged in human rights violations. In this report, Amnesty International urges the Government of Kenya to fully commit to the police reform process. By taking immediate steps ahead of the March 2013 elections, and by prioritizing the implementation of reform immediately after the elections, the Government of Kenya can finally end the impunity which the police have enjoyed for far too long. It must not miss this opportunity. Details: London: Amnesty International, 2013. 40p. Source: Internet Resource: Accessed February 19, 2013 at: http://www.amnesty.org/en/library/asset/AFR32/001/2013/en/9c3fb77e-16e2-49e0-94ec-d3c9f0e9f9e2/afr320012013en.pdf Year: 2013 Country: Kenya URL: http://www.amnesty.org/en/library/asset/AFR32/001/2013/en/9c3fb77e-16e2-49e0-94ec-d3c9f0e9f9e2/afr320012013en.pdf Shelf Number: 127650 Keywords: PolicePolice AdministrationPolice CorruptionPolice MisconductPolice ReformPolicing (Kenya) |
Author: Great Britain. HM Inspectorate of Constabulary Title: Revisiting Police Relationships: Progress Report Summary: In 2011, we published Without Fear or Favour, which looked at instances of undue influence, inappropriate contractual arrangements and other abuses of power in police relationships with the media and other parties. While we found no evidence of endemic corruption in police relationships, we did not issue a clean bill of health. This revisit found that, while forces have made some progress, particularly around putting in place processes and policies to manage threats to integrity, more needs to be done. Details: London: HMIC, 2012. 41p. Source: Internet Resource: Accessed March 1, 2013 at: http://www.hmic.gov.uk/media/revisiting-police-relationships.pdf Year: 2012 Country: United Kingdom URL: http://www.hmic.gov.uk/media/revisiting-police-relationships.pdf Shelf Number: 127742 Keywords: CorruptionPolice AdministrationPolice Behavior (U.K.)Police MisconductPolice-Community RelationsPublic Opinion |
Author: Alexander Weiss Consulting Title: Traverse City Police Workload Analysis Summary: In November 2010, Alexander Weiss Consulting was chosen to conduct a comprehensive assessment of the Traverse City Police. The scope of this study was defined as follows: • Evaluate City police services by benchmarking against other communities our size • Evaluate the overall management structure • Evaluate the number of police officers required to provide law enforcement services • Evaluate the police work schedule, including overtime to determine alternative schedules which may be more cost effective and productive • Evaluate the Detective Division operations, efficiency and workload to determine whether there are operational efficiencies that can be achieved • Evaluate the central records operations arrangement with Grand Traverse County • Evaluate the various support services in the public safety area to determine operational efficiencies and potential services provided by civilians vs. sworn officers • Evaluate cooperative police service delivery opportunities with adjacent government units • Outline procedures for implementing proposed alternatives including public safety services • Outline cost evaluations and savings of various alternatives. This report is based on several sources of information including: • Meetings with ad hoc advisory board • Comprehensive review of department data • Interviews with a range of departmental members including command staff and police officers • Observations of field operations • Meetings with representatives of employee groups • Interview with the Sheriff of Grand Traverse County • Focus group with key community stakeholders. Details: Evanston, IL: Alexander Weiss Consulting, 2012. 54p. Source: Internet Resource: Accessed March 28, 2013 at: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Year: 2012 Country: United States URL: http://www.alexanderweissconsulting.com/pdf/AWC_TraverseCItyFinalReport.pdf Shelf Number: 128154 Keywords: Police AdministrationPolice PatrolPolice PerformancePolice Resource AllocationPolice Workloads (Traverse City, Michigan) |
Author: Great Britain. Comptroller and Auditor General Title: Police Procurement Summary: Although the 43 police forces in England and Wales and the Home Office are making savings in the procurement of goods and services for the forces and are implementing initiatives to improve value for money, many opportunities remain unexploited. Police forces procure a wide range of goods and services, from uniforms and police vehicles to estate and facilities management services such as cleaning, spending some £1.7 billion in 2010-11. The Department oversees the police service, and central government provides most of its funding, but individual forces have traditionally bought many goods and services independently. With central government funding being reduced by some £2 billion in real terms over the spending review period, however, the Home Office has taken a role in providing leadership and support to help forces improve their procurement and make savings. Many forces are now working with others to improve their buying power and make administrative savings, but most collaborations involve few forces and nearly half of all forces still have independent procurement teams. Some forces have set up regional or national approaches to purchase common goods and services which many other forces take advantage of. However, common specifications for many types of goods and services do not exist, which reduces scope for collaborative buying. The NAO found at least nine separate specifications for each of five common types of equipment used by police officers, such as boots, body armour and high-visibility jackets. The NAO estimates forces could save up to a third of their costs in such areas, for example by agreeing a common specification for a uniform, such as that agreed by the Prison Service. The Home Office’s efforts so far have been hampered by the lack of timely, accurate and detailed data, with national level data collection enjoying limited success and expenditure data up to two years out of date. This makes it difficult for it to target its interventions. Forces also reported mixed views about the support the Department provides. It has set up frameworks for body armour and vehicles which forces are legally compelled to use, and forces are on the whole positive about these, but it has been slow to build on this despite support from two-thirds of forces for further mandatory frameworks. There are also tensions between the Department’s strategy to increase procurement at a national level, and its reforms to increase local accountability, such as the introduction of Police and Crime Commissioners. The Department, forces and Commissioners will need to work together more effectively to identify and deliver further savings, particularly given the need to minimize the impact that cost reductions have on frontline policing. Details: London: National Audit Office, 2013. 44p. Source: Internet Resource: Accessed March 30, 2013 at: http://www.nao.org.uk/wp-content/uploads/2013/03/10092-001-Police-procurement.pdf Year: 2013 Country: United Kingdom URL: http://www.nao.org.uk/wp-content/uploads/2013/03/10092-001-Police-procurement.pdf Shelf Number: 128165 Keywords: Cost-Benefit AnalysisCosts of Criminal JusticePolice AdministrationPolice ManagementPolice ProcurementPolicing (U.K.) |
Author: Hillard Heintze Title: A Key Platform for Transformation: Advancing the Lemont Police Department's Effectiveness and Efficiency Through Community-Focused Policing Summary: Strategic Context: At the center of every world-class policing agency’s reputation and success – regardless of size – is a strong, commendable and often collaborative relationship with the community at many different levels. This is the threshold that the Lemont Police Department stands upon today – the strategic opportunity to improve the integrity, operations and reputation of the Department and help shape it, now and over time, into a national example of a true community-focused policing agency committed to public service and professional excellence. Assignment: In January 2011, the Lemont Police Department requested that Hillard Heintze assess the Department’s current operations and make recommendations on the best opportunities to improve its performance and delivery of service to the Lemont community in a highly cost-efficient manner. Hillard Heintze was asked to give special attention to strategies that would help the Department meet its mission in financially challenging times and engage cost-effective methods to maximize and improve the services provided to Lemont residents through community-focused policing. A Key Definition: What exactly is community-focused policing? Hillard Heintze uses this term to describe a compelling blend of (1) traditional policing, (2) problem-oriented policing and (3) community-oriented policing (or community policing). This is a crucial concept. We believe, in effect, that by embracing community-focused policing, the Lemont Police Department can launch a full-scale, sustainable, long-term transformation. Actions Taken: In short, the Hillard Heintze team conducted a strategic and comprehensive evaluation of the Department to identify high performing functions as well as areas that could be improved to transform the Lemont Police Department into a best-in-class model of a modern, suburban police department. This involved a six-step process outlined in the Introduction. Scope of Assessment: The study examined critical elements of Department management and operations, including strategy, accountability, communications, community-oriented policing and problem solving, patrol staffing and deployment, investigations, administration and the Lemont Emergency Management Agency (LEMA). Key Findings: As a result of this assessment, we have drawn six key findings. 1. Current Staffing Levels: The Lemont Police Department is staffed adequately to ensure a professional response to calls for service and major incidents while providing a safe and productive work environment for their officers. 2. Availability of Officers to Focus on the Community: The Village of Lemont’s low rate of calls for service allows sufficient discretionary time for officers to respond to citizen-generated calls for service and engage in a robust community-policing program. 3. Deficiencies in the Department’s Structure: The Department’s current structure is not well suited to a community-based approach to service delivery. With such low levels of crime in Lemont, the Department’s structure should be patrol focused with a stronger alignment of supervision, investigations and specialty positions to the visible uniform functions. 4. The Need to Shift the Community Focus from Project-Based to Strategy-Driven: While the Department has adopted a community-focused approach and has several successful programs such as neighborhood watch, the citizens’ police academy and school resource officers, its implementation relies heavily on only a few members of the Department. The Department needs to transform this approach from merely project-based to strategy-driven. 5. The Crucial Importance of Developing a Strategic Plan: The Department does not have a strategic plan or a clearly defined strategy for policing in place. It needs to establish a longterm strategic plan and a more data-driven approach to resource deployment that is developed with substantial community input. 6. Internal Communications and Personnel Development: The Department is lacking in a consistent message on strategy, communications, accountability and goal setting, much of which can be solved through the creation of a strategic plan and performance measurement program and improved communications. Recommendations: Key findings have emerged from this endeavor and our collective experience in leading, assessing and advising police agencies across the U.S. and in select international locations. The Hillard Heintze team has compiled a list of 24 actionable recommendations for the Lemont Police Department which are organized into six categories, including Patrol, Investigations, Administration, Strategic Planning, Communications and Organizational Structure. Final Considerations and Next Steps: We view the Lemont Police Department as confronting three critical challenges: the need to improve communications, involve the community and plan strategically. We suggest that the first step be to invite employees, members of the public and the business community to come together and begin a dialogue on these recommendations. This dialogue should determine the pathway that will determine how the Department is to evolve into a high performing agency. In order for this to unfold, the Police Chief, along with the Village Manager must lead, mentor and champion both the immediate and long-term value of a community-focused strategic planning initiative and lead the organization into a transformation that embraces a strategy-driven approach to decision making and thinking at every level. Details: Chicago: Hillard Heintze, 2011. 52p. Source: Internet Resource: Accessed March 30, 2013 at: http://www.alexanderweissconsulting.com/pdf/Lemont.pdf Year: 2011 Country: United States URL: http://www.alexanderweissconsulting.com/pdf/Lemont.pdf Shelf Number: 128268 Keywords: Community Policing (Lemont, Illinois, U.S.)Police AdministrationPolice ReformPolice-Community RelationsProblem-Oriented Policing |
Author: Danish Centre for Human Rights Title: The Police in Cambodia: Project Assessment Report - Cambodia Summary: As a result of a needs assessment conducted by DCHR in the spring of 1999 a pilot project was initiated. The purpose was two-fold: i) Starting up a series of sensitizing seminars, produce newsletters and invite a senior police consultant from the region to engage in police reform debates, and ii) creating a planning base in order to prepare for a coming strategic planning project aiming at police reform. The pilot project ran over a period of two years. The formal partnership was entered with Asia Human Rights Commission, Hong Kong, while informal cooperation with the local NGO, Cambodia Defenders Project, intensified during the same period. In addition to the scheduled project activities, DCHR arranged a democracy visit to Denmark in 1999 for participants from the Ministry of Interior, the police and NGOs in Cambodia. The visit programme centred around police institutions in a democratic context. A Danish Human Rights Officer initially stationed at the Cambodia Defenders Project was after the democracy visit invited to stay a the police training department in the Ministry of Interior. Furthermore, a number of NGO activists have participated in the biannually human rights training courses at DCHR. The two reports composing this publication are the results of the pilot project. The Police in Cambodia is written by Kristine Yigen, the Human Rights Officer stationed for nine months in Cambodia. The report forms along with other written and collected documents the planning base prepared during the project period. The report is rich on data and information about the police related legislation and police organisations in Cambodia and adds an analytic perspective by holding up the Constitution of Cambodia, 1993, and relevant international human rights standards to the present situation. The second report is written by the external consultant, Susanne Ringgaard Pedersen. On the basis of the conclusions of the pilot project, a review was conducted to evaluate the relevance of the pilot phase. In addition to this review, a set of recommendations for the coming engagement in police reform is suggested by the consultant. Furthermore, the report reviews the relevance of a second project phase in relation to the acute human rights needs in Cambodia. While the review/assessment report compliments the pilot phase and all those involved at various levels, a number of improvements and recommendations are suggested. Details: Copenhagen, Denmark: Danish Centre for Human Rights, 2002. 178p. Source: Internet Resource: Evaluations and Reviews of Partnership Programmes – No 21: Accessed April 9, 2013 at: http://www.humanrights.dk/files/pdf/Publikationer/eandr21.pdf Year: 2002 Country: Cambodia URL: http://www.humanrights.dk/files/pdf/Publikationer/eandr21.pdf Shelf Number: 128330 Keywords: Human RightsPolice AdministrationPolice ReformPolicing (Cambodia) |
Author: Newman, Gareth Title: Policing in South Africa: 2010 and Beyond. Conference Report Summary: This conference report focuses on the links between civil society and the police. The authors argue that there is a need to reconsider policing and connect it more to society. Crime is seen as a societal problem which can only be effectively combated when different societal actors are mobilized and when the interests of citizens are taken seriously. Issues addressed included: Police corruption; Policing the FIFA World Cup; Use of deadly force by policing; Police reform; and Community policing and policing partnerships. Details: Pretoria, South Africa: Institute for Security Studies, 2011. 47p. Source: Internet Resource: Accessed April 9, 2013 at: http://www.issafrica.org/crimehub/uploads/PolicinginSA2010.pdf Year: 2011 Country: South Africa URL: http://www.issafrica.org/crimehub/uploads/PolicinginSA2010.pdf Shelf Number: 128337 Keywords: Police AdministrationPolice CorruptionPolice ReformPolice Use of ForcePolicing (South Africa) |
Author: Sparrow, Malcolm K. Title: Crime Reduction as a Regulatory Challenge Summary: The police profession has much to gain by recognizing its kinship with a broad range of regulatory professions. Law-enforcement agencies, security and intelligence organizations, and social regulatory agencies all exist primarily to protect society from a variety of harms. Such harms include crime, pollution, occupational hazards, transportation hazards, corruption, discrimination, various forms of exploitation, food contamination, terrorism, and risks from unsafe commercial products. The core task for such organizations is to identify harms, risks, dangers, or threats of one kind or another, and then either eliminate them, reduce their frequency, mitigate their effects, prevent them, or suppress them; and, by so doing, provide citizens higher levels of safety and security. Agencies with risk-control tasks at the core of their mission are a special breed, and can learn a great deal from one another. They are fundamentally different from the other half of government, which provides citizens with services such as education, health care, welfare, or public transportation systems. Enforcement and regulatory agencies accomplish their task principally by constraining the behavior of citizens or industry. They deliver protection from harm primarily through the delivery of obligations, and they use the coercive power of the state to back up that delivery! They may, on occasions, restrict business practices, seize property, suspend licenses, and even deprive individuals of their liberty or life. Not surprisingly, given their use of such powers, these agencies are scrutinized and criticized more for their uses and abuses of power than for their uses and abuses of public funds. The price paid by society—in terms of governmental intrusion, loss of liberty, and imposed restrictions—has to be worth it in terms of risks reduced, harms prevented, or dangers mitigated. The vogue prescriptions used to improve governments’ performance over the last 30 years, largely imported from the private sector, have provided little instruction in relation to these distinctive risk-control tasks. The management guidance available has focused on customer service, business process improvement, and quality management,1 much less on the challenges of operational risk-control, behavior modification, compliance management, or the structuring of enforcement discretion around specific harm-reduction objectives. Risk-control agencies have been left to fend for themselves, to invent their own more particular brand of reforms, and to seek more specialized and relevant sources of inspiration. Details: Cambridge, MA: Regulatory Policy Program Mossavar-Rahmani Center for Business and Government Harvard Kennedy School, 2013. 18p. Source: Internet Resource: RPP-2013-10: Accessed May 30, 2013 at: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/RPP_2013_10_Sparrow.pdf Year: 2013 Country: United States URL: http://www.hks.harvard.edu/var/ezp_site/storage/fckeditor/file/RPP_2013_10_Sparrow.pdf Shelf Number: 128878 Keywords: Police AdministrationPolice AgenciesPolice PerformancePolicing (U.S.) |
Author: Great Britain. HM Inspectorate of Constabulary Title: Stop the Drift 2 – A Continuing Focus on 21st Century Criminal Justice (a joint review by HMIC and HMCPSI) Summary: Much of the debate in recent times has centred on the bureaucracy surrounding the criminal justice system. Our review in Stop the Drift: A Focus on 21st Century Criminal Justice (October 2010) revealed a number of bureaucratic processes that kept officers in police stations longer than necessary, especially when dealing with people detained at police stations and processing case files for prosecutions. Unnecessary bureaucracy should not be confused with effective management and good quality record keeping. The former has the effect of tying police officers down when they should be out, protecting the public from harm: the latter enables the police service to demonstrate compliance with the law, where the rights and interests of vulnerable people, suspects, victims and witnesses are protected and upheld. Effective management and good quality record keeping generate good quality assessments of risk, particularly when suspects are detained at police stations. The interests of justice are better served when good quality information is conveyed to other agencies in the criminal justice system so that decisions can be made about bringing criminal proceedings, supporting victims and witnesses throughout the trial, and ensuring that victims are compensated for injury and loss. Much can be done, for example, to streamline the process from arrest or detention to release from the police station or disposal at court, particularly in the area of IT, where, despite many years of effort, a citizen in possession of a smart phone is likely to have more functions at his disposal than a police officer equipped to patrol the streets. Having said that, there is no getting away from the fact that good quality policing depends on the effective management of the police contribution to the criminal justice process and good quality record keeping. Getting the right information to the right person at the right time is therefore a vital function. Enabling police officers and staff to carry out that function efficiently and effectively, however, requires more than a review of the number of forms required. A more fundamental approach must be taken if blockages are to be removed to pave the way for a more streamlined approach that removes purposeless activity but promotes the production of good quality information. This review provides, we hope, some insights on how police officer time might be freed up while improving performance within the criminal justice system. We believe the time has come to act decisively, with renewed focus and determination to streamline the process and banish the spectre of unnecessary bureaucracy that has been, for far too long, an impediment to progress. Details: London: HMIC, 2013. 33p. Source: Internet Resource: Accessed June 6, 2013 at: http://www.hmic.gov.uk/media/stop-the-drift-2-03062013.pdf Year: 2013 Country: United Kingdom URL: http://www.hmic.gov.uk/media/stop-the-drift-2-03062013.pdf Shelf Number: 128980 Keywords: Criminal Justice Policies (U.K.)Criminal Justice ReformPolice AdministrationPolice Effectiveness |
Author: Sounders, Jessica Title: Effective Policing for 21st-Century Israel Summary: Israel has a single, national police force designed to serve all the country’s communities. The Israel Police provides the usual services expected of a domestic police force, including patrols and crime prevention, investigation, and prosecution, as well as a host of national services that in other countries, such as the United States, are the province of other agencies. Israel has changed dramatically over the last several decades, and the police, their governmental partners, and the public desire that policing services keep pace with these changes. To that end, the Ministry of Public Security, the Ministry of Finance, and the Israel Police enlisted the RAND Corporation’s Center for Quality Policing to aid in addressing some concerns that have been expressed both by and about the Israel Police. The formal project was overseen by a steering committee of those three bodies, chaired by the Ministry of Public Security. The central question for the effort as a whole was: “What must the police do to provide effective policing to 21st-century Israel?” The project included assessments of public sentiment about the police, analysis of police deterrence activities, international comparisons for benchmarking and assessment, and recommendations for implementation. Formal analytical activities were balanced with frequent extended visits to Israel, during which RAND staff received briefings on almost all aspects of policing; met with the staff of various specialized police units throughout the country; visited stations and district headquarters; rode patrol in both urban and rural regions; and met with police, Ministry of Public Security, and Ministry of Finance working groups. Details: Santa Monica, CA: RAND, 2013. 113p. Source: Internet Resource: Accessed July 6, 2013 at: http://www.rand.org/content/dam/rand/pubs/research_reports/RR200/RR287/RAND_RR287.sum.pdf Year: 2013 Country: Israel URL: http://www.rand.org/content/dam/rand/pubs/research_reports/RR200/RR287/RAND_RR287.sum.pdf Shelf Number: 129262 Keywords: Police AdministrationPolice ReformPolicing (Israel) |
Author: Great Britain. Parliament. House of Commons. Home Affairs Committee Title: Leadership and Standards in the Police Summary: There are two sides to public perceptions of the police and to the image the police portray to us. Every day, thousands of officers show absolute commitment to their work and go beyond the call of duty to safeguard the public, prevent crime and catch criminals. The speedy and heroic response of officers to the brutal murder of Drummer Lee Rigby on 22 May is a spotlight on the kind of everyday excellence we have come to expect from the police service, attested to by many of our witnesses. This kind of crisis response underlines the deep-rooted faith accorded to the service by the public. Trust in the excellence of British policing is projected on the international stage—the desire to work with British police shown by our colleagues in Romania, on our recent visit to Bucharest, is just one example. We have no doubt that the British police service will continue to shine as one of the most impressive police forces in the world, while maintaining its civilian character and the principle of policing by consent. Behind the reputation, however, there are problems. There is a flip-side to public perceptions of the police prompted by examples of misconduct and criminality within their ranks, including a number of investigations which have come about as a result of historical police failings, such as Operations Yewtree and Elveden, and there is an undercurrent of discontent within the service itself, as reform and spending cuts affect the sense of worth of ordinary officers. The Government has begun a process of fundamental reform of the landscape of institutions that structure British policing. New institutions like the College of Policing and the National Crime Agency (NCA) will be crucial in cutting crime at reduced cost. As Keith Bristow, chief executive of the NCA, told us this is a chance to join up law enforcement, tackle threats more effectively and cut crime. We set out a simplified version of the new division of labour in policing in Annex I. At the same time, however, morale among many police officers has sunk to its lowest ebb in recent memory. A concatenation of crises risks damaging the quality of lawenforcement: public faith in policing has been tested by episodes such as the findings of the Hillsborough Panel Report, the “plebgate” incident, and the first dismissal of a chief constable in 30 years. At the same time, spending cuts have prompted a review of police pay and pensions and a freeze on recruitment which is slowing down efforts to promote diversity and renewal. In addition there has been the use of A19 to require the resignation of service officers with 30 or more years service. When we held our International Conference on Leadership and Standards in the Police on 14 January 2013, over a hundred ordinary officers travelled to London and others wrote to us, many with a message of warning about the future of policing. As many reminded us, policing is a vocation that can sustain officers through all kinds of trials, but there is a limit to what can be asked and waning police morale could have a direct effect on operational effectiveness. The visceral response of many officers to Tom Winsor’s Independent Review of Police Officers’ and Staff Remuneration and Conditions and the London march of more than 30,000 officers on 10 May 2012 were clear demonstrations of discontent. Nor can problems of integrity and morale be addressed easily in a “top-down” fashion. Although the police is a hierarchical organisation, chief constables do not issue orders to be followed to the letter by other officers. The independence of the office of constable means that “policy, law and other forms of direction are refracted through an enduring occupational culture”. Police actions derive from a mix of the professional instincts of officers, the directions of their superiors within a force, the directions of bodies such as the Association of Chief Police Officers (ACPO) and the culture of policing—“police commonsense”. This means that leadership is spread widely across the police service and its ranks and a high degree of independence and responsibility remains with officers at all levels. Team leaders—sergeants and inspectors—have a powerful influence over the effectiveness and integrity of large numbers of officers, but there is little leadership training at sergeant and inspector level. As Nigel Lloyd put it, “whilst people need a driving license to drive and regular training for taser, firearms and unarmed defensive tactics, you can be in charge of a shift of police officers without any formal training whatsoever”. The police officer is the bedrock of enforcement of English Law: a servant of the Crown, sworn into the Office of Constable. The office entails personal responsibility for the protection of life and property, the prevention and detection of crime, the maintenance of law and order and the detection and prosecution of offenders. While the Government has great vision for the new landscape of policing a number of pieces of the policing puzzle are still missing. It is not yet clear what is happening with the Police IT Procurement Company, what exactly the College of Policing is responsible for and where integrity registers, such as the Chief Constables’ register of interests, will be held. The landscape of policing is being redrawn with great potential to benefit the public. However, amidst this change, the Government risks leaving behind one critical element— police officers themselves. For policing to be effective, change must command the support of police officers and build the capabilities of all officers as independent professionals. It must win the backing of police staff (who are not warranted police constables), who are ever-more integral to policing operations. It must also command the support of the public, whose faith in the police is fundamental to their effectiveness. For these objectives to be fulfilled, the Government must match its reform of the institutional landscape of policing with a renewal of the police themselves: a new emphasis on professionalism, integrity and individual responsibility. The College of Policing will be at the heart of that change. There are three areas where the College will be key to developing an effective service: a) Renewing public confidence by setting out a new code of professional conduct, removing grey areas, with inescapable sanctions for misconduct. b) Rebuilding flagging police morale by elevating the craft of policing to a modern profession with an emphasis on the independence and responsibility of each officer. c) Refashioning the make-up of the police force so that it really represents the public, so that the contract of trust which underlies effective policing can be restored. The College of Policing must create a police service more confident in the professional judgement and discretion of individual officers. To do so, it must unify policing standards for the first time, setting out clear metrics of competency and clear principles of good conduct, at every level from constable to chief constable. New national benchmarks must be laid out for recruitment, so that the same level of performance applies across the land. Partnerships with universities must be regularised and rolled out, so their insights can be shared across the service. Grey areas of conduct must be eliminated and a list of those who are struck off must be established to restore faith in officer integrity. Not only will this help the public to have confidence in the police, it must also improve police professional independence. The lack of clarity in conduct cases has led to a quagmire of complaints, which we described in our Report on the IPCC, leaving officers bogged down in standards cases. Too often, officers go through the motions of policing, following standard procedures to cover their backs, where a commonsense approach would be better. With new clarity set out in a code of ethics, and new confidence and authority from professional training, we expect that the College will empower officers to get on with their jobs. Details: London: The Stationery Office Limited, 2013. 54p. Source: Internet Resource: Third Report of Session 2013–14: Accessed July 9, 2013 at: http://www.parliament.uk/documents/commons-committees/home-affairs/HC%2067-I%20Leadership%20Report%20FINAL.pdf Year: 2013 Country: United Kingdom URL: http://www.parliament.uk/documents/commons-committees/home-affairs/HC%2067-I%20Leadership%20Report%20FINAL.pdf Shelf Number: 129332 Keywords: Police AdministrationPolice LegitimacyPolice PerformancePolice ReformPolice TrainingPolice-Community RelationsPolicing (U.K.) |
Author: Police Executive Research Forum Title: Compstat: Its Origins, Evolution, and Future in Law Enforcement Agencies Summary: This report, “Compstat: Its Origins, Evolution, and Future in Law Enforcement Agencies,” traces how Compstat came into being, how it changed as it spread to hundreds of police agencies across the country, and where it’s headed for the future. Begun 20 years ago in New York City, Compstat has become a part of the institutional DNA of policing. With support from the Bureau of Justice Assistance, PERF launched a project to assess how this happened. We conducted a survey of law enforcement agencies about their Compstat systems, and we held a national conference in which police executives and other experts described their experiences with Compstat. Then PERF conducted site visits in law enforcement agencies across the country, observing Compstat meetings and interviewing local officials. We found that law enforcement agencies have taken Compstat in different directions and to new levels of performance since it was first developed. Few policing innovations have been more transformative than Compstat. Compstat changed how police view crime problems. Instead of merely responding to crimes after they are committed, police expanded their mission to focus on preventing the next crime. Compstat helps to achieve that mission. Details: Washington, DC: Police Executive Research Forum, 2013. 52p. Source: Internet Resource: Accessed August 10, 2013 at: http://policeforum.org/library/compstat/Compstat.pdf Year: 2013 Country: United States URL: http://policeforum.org/library/compstat/Compstat.pdf Shelf Number: 129614 Keywords: Compstat (U.S.)Crime AnalysisPolice AdministrationPolice ManagementProblem-Oriented Policing |
Author: Queensland. Department of Community Safety Title: Sustaining the unsustainable : Police and Community Safety review, final report. Summary: The Police and Community Safety Review (the Review) was initiated by the Minister for Police and Community Safety in late 2012. The Review commenced on 2 January 2013 against the background Queensland public sector reform and a restructure of the Queensland Police Service undertaken by the recently appointed Commissioner.The Terms of Reference for the Review are attached. The review was to cover the two departments within the Minister's portfolio i.e. the Queensland Police Service and the Department of Community Safety. It is to be noted the Department of Community Safety is comprised of a number of discrete operational agencies - the Queensland Ambulance Service, Queensland Corrective Services, the Queensland Fire and Rescue Service (which incorporates the Rural Fire Service) and Emergency Management Queensland (which incorporates the State Emergency Service). The portfolio of Police and Community Safety has a combined budget of approximately $4 billion and more than 25,000 full-time equivalent staff. Given the size and complexity of the portfolio, the review team has taken the approach, in consultation with the Minister, to focus on interoperability across the portfolio and issues that impact on interoperability and good practice. Hence the review does not focus in detail on individual agencies, and instead is concerned with issues that prevent efficiencies, effectiveness and interoperability across the portfolio of Police and Community Safety. The Queensland Commission of Audit Report and the Callinan Review of the Crime and Misconduct Commission were also delivered during the course of the Review, as was The Malone Review into Rural Fire Services in Queensland 2013 (The Malone Review) on Rural Fire. In addition, the Queensland Government had commenced a review of the various air services contracted to several different Government agencies. The Review has been conducted independently of these initiatives, although the Review team has provided advice to the Minister on the outcomes of the Malone Review. The Review is only a review, not an Inquiry and hence had no powers to apply to its processes, such as calling for submissions and taking evidence. We relied solely upon the goodwill and cooperation of government agencies, employee representative groups, academics and other persons with a genuine desire to improve the delivery of front line services. For example, the Commissioner, South Australian Police provided a very comprehensive submission to the Review. Additionally, on 6 February 2013 the Minister for Police and Community Safety wrote to the Review team requesting the review team include in its final report a review of the 2013 flooding events, limited to the Review Terms of Reference. The Review team wrote to each agency and also received several representations although there was no general call for submissions. We sought to understand the strategic alignment of each agency as well as the level of interoperability. The Review team conducted interviews across the state with representatives from all of the portfolio agencies. The Review team either met with or conducted video conferences with several interstate and overseas agencies in Victoria, New South Wales, Australian Capital Territory, Western Australia, South Australia and the Commonwealth agencies, New Zealand, the United Kingdom and Canada. The team visited, Gatton, Cairns, Townsville, Mareeba, Emerald, Rockhampton, Logan, Gold Coast, Pine Rivers, Bundaberg and many districts within the Brisbane metropolitan area. In all, 265 interviews or meetings were conducted. During the course of conducting the Review, several submissions were made to the Public Sector Renewal Board and an Interim Report was delivered to the Minister on 27 March 2013. As sections of this report on each of the agencies were completed, they were sense checked wherever possible with members of the relevant agency and then released to government, as we were very much aware of the impending 2013-14 storm season. It is clear that over recent times most of the Department of Community Safety agencies have featured prominently in what have been a series of high profile natural disaster responses, criminal investigations, public order events and tragic fires. Some of these events have resulted in multiple deaths and/or injuries. It follows that the portfolio is a critical one for both the government and the Queensland community. It is a portfolio of agencies that is often at the centre of news stories and is therefore always high in profile. Details: Brisbane: Department of the Premier and Cabinet, 2013. 361p. Source: Internet Resource: Accessed January 24, 2014 at: http://statements.qld.gov.au/Content/MediaAttachments/2013/pdf/Police%20and%20Community%20Safety%20Review%20Report.pdf Year: 2013 Country: Australia URL: http://statements.qld.gov.au/Content/MediaAttachments/2013/pdf/Police%20and%20Community%20Safety%20Review%20Report.pdf Shelf Number: 131795 Keywords: DisastersPolice AdministrationPolice PerformancePolicing |
Author: Hogget, James Title: Challenge and Change: Police Identity, Morale and Goodwill in an Age of Austerity Summary: This project was developed by a research team at the University of the West of England (UWE) under the direction of the Principal Investigator (PI) Dr. James Hoggett. The project adopted a mixed methods approach, comprising an on-line survey questionnaire utilising both quantitative closed and qualitative open questions. These questions were used to elicit self-report data from 13,591 police officers from the rank of Police Constable to Chief Inspector from the 43 police forces in England and Wales. This is a response rate of an approximate one-in-ten when judged against figures from Her Majesties Inspectorate of Constabulary (2013) which suggests an eligible population size of 128,199. Statistical tests were used to identify whether there was any geographical clustering on response profiles and whether these profiles differed between police forces or between the ranks of Constable, Sergeant, Inspector and Chief Inspector. It was found that differences in responses between forces and ranks are small, and there is no extensive geographical clustering of responses. The lack of differences between forces and ranks and the absence of any substantive clustering is in-keeping with a consistent set of responses suggesting a common voice across the sample. The self-report data contained in this report cover a number of issues. These issues include officers police/professional identity (how they perceive their roles and duties and whether being a police officer is an integral part of who they are), contextual issues currently impacting on the police profession (i.e. participants' views on the changes and challenges they face in relation to issues such as the government spending cuts and Winsor reviews), issues of police morale, sacrifice and goodwill and finally officers hopes and concerns for the future of the police service. Key findings include; - 79.6% of respondents agree or strongly agree that policing is a vocation rather than a job. - Only 1.6% of respondents agree the current government supports the police and only 1.1% positively report confidence in long-term government plans for policing. 95.8% disagree that cuts will not affect police resilience, 89.8% agree or strongly agree that the police are under resourced while only 6.4% of officers agree or strongly agree that the cuts will not impact on their ability to do their job. A further 80.4% agree or strongly agree that the current proposals, if implemented, will give criminality the upper hand - 84.0% of respondents either agree or strongly agree that some police reform is needed and 87.6% that some change is needed. Additionally 92.5% agree or strongly agree change and reform should be independent of politics while 96.3% are similarly in agreement that change should be made in collaboration with the police. - 83.8% of respondents agree or strongly agree that the Winsor reviews will negatively impact on their ability to do their job while 92.6% disagree or strongly disagree with the statement - The aim of the Winsor recommendations is not to save money but to create a more efficient, productive, motivated and highly skilled workforce. - 80.5% of respondents agree or strongly agree that the support of the general public positively impacts on their job. However, only 8.9% agree or strongly agree that the general public understands what the police do. 81.2% agree that the proposed changes in the Winsor review will negatively impact on the police's relationship with the public and only 1.7% agree or strongly agree that the changes being made to the police service are in the public's best interest - Only 11.9% of the sample respondents agree or strongly agree that they would join the police today if starting afresh. A further 64.9% of respondents agreed or strongly agreed that they would consider looking for alternative employment and 44.2% agreed or strongly agreed that they would consider voluntary severance. - Only 9.6% of respondents reported that their morale was high while only 1.9% reported that the morale of their colleagues was high. - 96.0% of respondents agree or strongly agree that they make sacrifices to be a police officer while only 18.9% agree or strongly agree that the sacrifices are still worth it. Additionally 96.9% of respondents agree or strongly agree that officer goodwill is essential to the success of the police, while only 11.3% agree or strongly agree that the changes occurring to policing will not erode this goodwill. The report also identifies that the police service is an organisation which creates a strong sense of identity for its members. Being a police officer forms a fundamental part of an individual's self-concept, therefore what happens to the police is of great importance to them and subsequently can have both positive and negative impacts which transfer beyond when officers are on duty. Interestingly the report also identifies that police organisational identity is important as it underpins officers' organisational citizenship behaviour (goodwill). In other words it appears that the behavioural norms and rules that are consonant with police organisational identity are based on officer's willingness to go above and beyond what is contractually expected in order to get the job done. If police organisational identity is threatened or changed it could change the normative rules of police behaviour from that based on goodwill to that based on work to rule. Finally the report suggests that senior management engagement and the development of management procedures to address the uncertainty created by current changes is important so that officers feel both supported and protected by the senior ranks. By supporting and encouraging active engagement from officers in the change process itself senior management may be able to strengthen police organisational identity and thus increase police organisational citizenship behaviour. Details: Bristol, UK: University of the West of England, 2014. 170p. Source: Internet Resource: Accessed March 13, 2014 at: http://eprints.uwe.ac.uk/22392/9/Challenge%20and%20change%20police%20identity%20morale%20and%20goodwill%20in%20an%20age%20of%20austerity.pdf Year: 2014 Country: United Kingdom URL: http://eprints.uwe.ac.uk/22392/9/Challenge%20and%20change%20police%20identity%20morale%20and%20goodwill%20in%20an%20age%20of%20austerity.pdf Shelf Number: 131902 Keywords: Job SatisfactionPolice AdministrationPolice MoralePolice Officers |
Author: Independent Police Commission (UK) Title: Policing for a Better Britain Summary: Policing for a Better Britain, the final report of the Independent Police Commission (IPC) presents a bold and radical vision of how to deliver fair and effective policing in these economically difficult times. The report aims to provide a roadmap for the professional evolution of the policy force and sets out 37 recommendations covering eight key themes: A social justice model of neighbourhood policing; Creating effective partnerships; Achieving better democratic governance; A new deal for police officers and staff; Building a police profession; Raising standards and remedying misconduct; A structure fit for purpose; and Making savings and efficiencies. Details: London: The Commission, 2013. 226p. Source: Internet Resource: Accessed March 13, 2014 at: http://independentpolicecommission.org.uk/uploads/37d80308-be23-9684-054d-e4958bb9d518.pdf Year: 2013 Country: United Kingdom URL: http://independentpolicecommission.org.uk/uploads/37d80308-be23-9684-054d-e4958bb9d518.pdf Shelf Number: 131907 Keywords: Police AdministrationPolice LegitimacyPolice Policies and PracticesPolicing |
Author: Herrington, Victoria Title: Return on Investment from Public Safety Leadership Education: An Impact Evaluation of the AIPM Graduate Programs Summary: The AIPM delivers two graduate-level programs: the Graduate Certificate in Applied Management, and the Graduate Diploma in Executive Leadership. These programs service the needs of police and emergency services in Australia and New Zealand, as well as further afield, and have been running in one form or another since 2002. Whilst there is considerable anecdotal evidence to suggest that these programs are well received by participants, and valued by the jurisdictions that sponsor participants' attendance, these programs have never before been formally evaluated for their impact on leaders' behaviour, and the flow on benefits to organisations. This report presents data from such an evaluation. A mixed-methods approach was adopted and data were collected between March 2012 and November 2013. Data were collected from course participants both before and after their engagement in the graduate program; from former course participants who had completed their studies between 12 and 24 months prior; from the managers of course participants; and from jurisdictional stakeholders. KEY FINDINGS The graduate programs were positively regarded by participants, managers and stakeholders, and had notable impacts on individual behaviour and workplace practice. This led to significant benefits for organisations. Specifically: - The graduate programs had a statistically significant and positive impact on confidence in ones leadership skills. - The graduate programs had a statistically significant and positive impact on self-reported behaviour in the five domains of the Leadership Capability Framework: setting strategic direction, achieving results, building and managing relationships, communicating with influence, and personal drive and integrity. - The graduate programs had a statistically significant impact on confidence and behaviour associated with policing and industry-relevant skills. - The small opportunity sample of managers interviewed largely concurred with participants' behavioural self-assessments following their graduate program, suggesting that self-assessments were accurate reflections of workplace behaviour. Two notable exceptions were the achieving results and personal drive and integrity domains, where manager assessments were more positive. - Qualitative data from former students showed that they had implemented their learning from the graduate program in a number of ways. The impact of which had led to enhanced staff wellbeing, productivity, and improved outcomes against organisational goals. - Qualitative data from former students also suggested that leadership development was an ongoing process, and continued beyond the end of the graduate program, with workplace experience marrying well with their formal learning to lead to exponential benefits over time. - The return on investment (ROI) to organisations for sending employees to AIPM graduate programs was calculated using an established formula, but as with all ROI calculation caution must be used in interpreting the results because of the number of assumptions involved. Nonetheless the calculated ROI for the graduate programs ranged from 164% to 3326% depending on the hypothesised duration of the training effect. Organisations can expect a 164% return on investment if the impact of the training lasts for one year, and a 3326% return on investment if it lasts for the remainder of the individual's career (estimated at 13 years). In conclusion, this research represents a methodologically robust evaluation of the AIPM's graduate programs and draws on multiple sources of data. To our knowledge, there have been no similarly robust evaluations of police leadership programs to date across the world, and as such this research represents an important contribution to knowledge. That these findings indicate that AIPM's graduate programs have a significant impact on leadership behaviour in line with the expectations of sponsoring organisations, and that there seem to be considerable organisational gains to be had from this ongoing investment, should be of interest to sponsoring organisations, further highlighting the importance of this work. Of course, and as with all research, there are limitations that need to be considered. Accurately assessing the longitudinal impact of these programs is one area that requires further investigation. Details: Manly, NSW: Australian Institute of Police Management, 2014. 57p. Source: Internet Resource: Accessed July 11, 2014 at: http://www.aipm.gov.au/wp-content/uploads/2014/04/ROI-from-PS-Education-March-2014.pdf Year: 2014 Country: Australia URL: http://www.aipm.gov.au/wp-content/uploads/2014/04/ROI-from-PS-Education-March-2014.pdf Shelf Number: 132650 Keywords: Police AdministrationPolice AdministratorsPolice Education and Training (Australia) |
Author: Police Executive Research Forum Title: Labor-Management Relations in Policing: Looking to the Future and Finding Common Ground Summary: This report, the 18th in PERF's "Critical Issues in Policing" series produced with the support of the Motorola Solutions Foundation, delves into the intricacies of the relationship between labor and management in policing. Interactions between police unions and police executives impact nearly every aspect of law enforcement, including discipline, policy issues, the public image of policing, and managing budgets. A civil working relationship between labor leaders and police chiefs is necessary to make progress on these issues, but it can be a challenge to cultivate and maintain such a relationship. This report looks into the ways that police chiefs and labor officials have worked together to advance the interests of the police department and the community, despite their different roles and perspectives. As always, Details: Washington, DC: PERF, 2011. 50p. Source: Internet Resource: Critical Issues in Policing Series: Accessed July 16, 2014 at: http://www.policeforum.org/assets/docs/Critical_Issues_Series/labor-management%20relations%20in%20policing%20-%20looking%20to%20the%20future%20and%20finding%20common%20ground%202011.pdf Year: 130803 Country: United States URL: http://www.policeforum.org/assets/docs/Critical_Issues_Series/labor-management%20relations%20in%20policing%20-%20looking%20to%20the%20future%20and%20finding%20common%20ground%202011.pdf Shelf Number: 2011 Keywords: Police AdministrationPolice-Labor Relations |
Author: Bastick, Megan Title: Integrating Gender into Internal Police Oversight Summary: The guidance note is designed to assist those working at the strategic or management level in police services and in bodies that manage and oversee the police, as well as those supporting police reform and/or gender mainstreaming strategies, including OSCE staff. It is intended to serve as reference material for good policing practice, presenting strategies that might be adapted to the different contexts, needs and resources of different police services. This guidance note includes: - An overview of police oversight; - Discussion of why gender is important to police oversight; - Guidance as to how gender can be integrated into police oversight in a number of key areas; - A self-assessment tool for police services; and - A list of additional resources. Details: Geneva: DCAF, OSCE, OSCE/ODIHR, 2014. 64p. Source: Internet Resource: Accessed February 23, 2015 at: http://www.osce.org/odihr/118326?download=true Year: 2014 Country: International URL: http://www.osce.org/odihr/118326?download=true Shelf Number: 134664 Keywords: Female Police OfficersGender-Based IssuesPolice AdministrationPolice OversightPolice Policies and PracticesPolice Reform |
Author: Griffiths, Curt Taylor Title: Policing in Winnipeg: An Operational Review Summary: This document represents the results of an Operational Review of the Winnipeg Police Service. The purpose of this review was to examine and evaluate the core activities of the WPS and to develop recommendations that will improve the effectiveness and efficiency of service delivery. More specifically, the review involved an in-depth examination of the use of overtime in the WPS, the potential for civilianization of positions in the service, staffing, deployment, the response to calls for service, and the activities of investigative units. The review was informed by best practices in police management and operations, and multiple data sources were used in the review, including field observations of patrol, interviews with patrol members and senior police personnel, quantitative data on overtime and from Computer-Aided Dispatch, and a survey of selected investigative units. These analyses were conducted within a framework that considered the environment in which the WPS delivers services and responds to community demands and expectations. The components of this review are set out in chapters, beginning with a discussion surrounding the context of policing in Winnipeg, focusing on the unique challenges surrounding the delivery of policing services in the City of Winnipeg. A special focus is afforded to relationships between the WPS and Aboriginal peoples, immigrants, and refugees. This also includes a discussion surrounding mandates and downloading between different levels of government and the WPS, particularly surrounding persons with mental illness, chronic youth runaways, and special event policing. Two stand-alone chapters examine two separate issues - those of civilianization, and overtime usage for the entire Service. The objective of the civilianization review is to discuss the benefits and drawbacks of civilianizing positions within a police force, and then objectively analyze what positions would be appropriate to civilianize in the WPS. A number of positions currently occupied by sworn officers are identified as more appropriately staffed by civilians. Converting these positions will allow for greater continuity of expertise, reduced operational costs in many instances, and will free up sworn members for deployment in areas of greater need, including patrol. The study of overtime in the service identifies the source of these costs. A key finding is that patrol members generate the majority of overtime, an indicator that the WPS does not currently have sufficient resources deployed. The analysis makes it possible to determine what initiatives can be taken to reduce overtime, including making adjustments to staffing and shift deployment. Generally speaking, the opportunities for cost savings appear to reside within the staffing levels in some parts of the organization, namely in Patrol. Staffed properly, this could result in savings of approximately $1.5M. Details: Ottawa: Canadian Police Association, 2013. 479p. Source: Internet Resource: Accessed march 16, 2015 at: http://curtgriffiths.com/wp-content/uploads/2014/09/WPS-operational-review.pdf Year: 2013 Country: Canada URL: http://curtgriffiths.com/wp-content/uploads/2014/09/WPS-operational-review.pdf Shelf Number: 134931 Keywords: Police AdministrationPolice PatrolPolice PerformancePolice ReformPolicing (Winnipeg, Canada) |
Author: Police Executive Research Forum Title: Legitimacy and Procedural Justice: The New Orleans Case Study Summary: As today's police executives strive to maintain the progress in reducing crime while serving as effective agents of change, many are taking on a new challenge: applying the concepts of "legitimacy" and "procedural justice" as they apply to policing. Legitimacy and procedural justice are measurements of the extent to which members of the public trust and have confidence in the police, believe that the police are honest and competent, think that the police treat people fairly and with respect, and are willing to defer to the law and to police authority. In this paper, PERF provides a more extensive analysis of the connections between leadership and legitimacy through an unusual case study: the New Orleans Police Department (NOPD). Details: Washington, DC: PERF, 2014. 46p. Source: Internet Resource: Accessed March 20, 2015 at: http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/legitimacy%20and%20procedural%20justice%20-%20the%20new%20orleans%20case%20study.pdf Year: 2014 Country: United States URL: http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/legitimacy%20and%20procedural%20justice%20-%20the%20new%20orleans%20case%20study.pdf Shelf Number: 134993 Keywords: Police AdministrationPolice AuthorityPolice LegitimacyPolice-Citizen InteractionsPolice-Community RelationsPolicing (New Orleans) |
Author: Police Reform Taskforce Title: Policing for the People: Interim report of the Police Reform Taskforce Summary: The central premise of this report is that, in spite of record spending on law and order, crime remains far too high. A more effective criminal justice system and social action will be important components of a new approach to fighting crime. But the police are a vital link in the chain of justice, consuming two-thirds of law and order spending. Their performance over the next decade will be essential in improving the quality of life of millions of citizens. The Government's approach to the police has been a familiar one: higher public spending combined with an ever tighter central grip. Like other public services, the police are bedeviled with national targets, interference and the bureaucracy created by central intervention. The result has been that even as resources for the police have reached record levels, officers feel unable to deliver the service they and the public want - and the gulf between the police and public is growing. The hundreds of meetings we have had with police officers over the past months have reinforced our belief that the service is full of officers with a real commitment to delivering effective policing for the public. Nevertheless, neither politicians nor the police can afford to ignore an undercurrent of public dissatisfaction about the level of policing which they are receiving. Focus groups which we conducted for the Taskforce indicated sympathy for the difficulty of the task which the police face. A general feeling, expressed by one participant, was that "their hands are totally tied - by red tape and political correctness". But there were also harsh words, reflecting an alienation from the service: "Your local bobby used to be known by everyone. He was an authority on the area and a friend. They are now obsolete". A familiar grievance was that the police appeared to pursue motorists with particular zeal: "You get pulled over for a driving offence and get treated like a complete criminal". This qualitative research is supported by quantitative evidence that trust in the police has declined and attitudes towards them are negatively related to personal experiences of the service. The most recent survey, conducted by ICM for the TaxPayers' Alliance, found that while the overwhelming majority of the public respects the police, less than a quarter think that policing in their area has improved, and less than half think that increases in council tax to pay for improvements to local policing in the last ten years have been good value for money. Large majorities of the public agree that the police spend too much time in police stations and not enough time on the beat; their hands are tied by red tape and political correctness, and they prefer to focus on easy targets like speeding motorists rather than deal with antisocial behaviour and local crime. The closure of police stations is emblematic of the withdrawal of the police from the public. On paper, police officer numbers have increased - the police workforce has grown by almost 25 per cent in the last five years. In practice, the public simply do not see it. ICM's survey found that most people think that there are fewer police on the beat than there used to be, and that nearly three quarters of the public know none of the police officers in their neighbourhood. As we demonstrate, vast amounts of police time are spent tied up in stations; the police spend more time on paperwork than on patrol, and less than a tenth of England and Wales' police officers are dedicated to neighbourhood policing. If the amount of time a police officer spends on the beat could be increased from one fifth to two fifths, this would effectively double the police presence on the streets of England and Wales without recruiting a single additional officer. For decades, an expert wisdom prevailed that high crime was inevitable and that policing could do little to prevent it. There was no point in putting police officers on the streets, the argument ran, because it would do little to reduce crime. Today such fatalism, which was never accepted by the public, has been debunked. When more police were put on the streets of central London after 7/7, crime fell. The success of New York City's reductions in crime in the 1990s - recently described by one leading academic as "by far the biggest crime prevention achievement in the recorded history of metropolitan policing" - demonstrates that good policing, which accounted for half of the 75 per cent reduction in crime in a decade, can make our streets safer. The lessons of New York are important ones. Better police performance was achieved by a combination of factors: a significant increase in police numbers on the streets, robust community policing, and powerful reforms which enhanced the accountability of managers. The changes were driven by an elected Mayor who was accountable to the people, and an inspirational police chief who innovated and led his force. Today the British police face the twin challenges of rebuilding community policing to tackle low level crime and antisocial behaviour, while at the same time strengthening the fight against serious crime and terrorism. To meet these challenges it will be vital to ensure that the police are properly resourced in the future. But they have never had so much money, so many officers or such access to technology. Furthermore, the growth of spending on public services is now slowing; indeed the Home Office budget is to be frozen from next year. The police face a new imperative to deliver value for money. Details: London: Policy Review, 2007. 241p. Source: Internet Resource: Accessed April 20, 2015 at: http://conservativehome.blogs.com/torydiary/files/policing_for_the_people.pdf Year: 2007 Country: United Kingdom URL: http://conservativehome.blogs.com/torydiary/files/policing_for_the_people.pdf Shelf Number: 135321 Keywords: Community PolicingCosts of Criminal JusticePolice AccountabilityPolice AdministrationPolice EffectivenessPolice LegitimacyPolice ReformPolicing (U.K.) |
Author: Council of Canadian Academies Title: Policing Canada in the 21st Century: new policing for new challenges Summary: Police in Canada are facing unprecedented internal and external challenges, many of which are rooted in the changing context in which police now operate. At the same time, significant new opportunities are emerging that can help police services to better adjust and ultimately prosper in the evolving safety and security landscape. To better understand how policing may be carried out more efficiently and effectively in the future, the Government of Canada, through Public Safety Canada (the Sponsor), with support from Justice Canada and the Royal Canadian Mounted Police, asked the Council of Canadian Academies (the Council) to undertake an expert panel assessment that brings together the available evidence from Canada and around the world. Specifically, the Sponsor posed the following question: Given the evolution of crime, the justice system, and society, what do current evidence and knowledge suggest about the future of the public policing models used in Canada? Additional direction was provided through three sub-questions: - What existing and emerging issues are identified as key, cross-jurisdictional challenges for Canada's policing models, e.g., service delivery models, public confidence, performance measures? - What are some of the best practices and changes in the policing models of other countries towards greater effectiveness and efficiency, and towards fostering public confidence in policing? What are the relevance and applicability of such ideas in Canada? - What research/knowledge gaps exist respecting these identified challenges? What communities of expertise and other resources might best be utilized towards ongoing policing-related research? To address the charge, the Council assembled a multidisciplinary panel of 12 experts (the Panel) from Canada and abroad. The Panel's composition reflects a balance of expertise, experience, and demonstrated leadership in a number of areas relevant to the charge, including the areas of police reform, police administration and governance, criminology, and law. Each member served on the Panel as an informed individual, rather than as a representative of a discipline, patron, organization, region, or particular set of values. In preparing its report, the Panel drew from a detailed review of peer-reviewed literature, official reports, and statistics from Canada and other countries, particularly the United States and the United Kingdom, each of which has important similarities to Canada that make comparisons informative. Although the Panel recognized the limits of these lessons when applied to Canada, it relied significantly on international policing research, due to the limited availability of Canadian research. Details: Ottawa (ON): The Expert Panel on the Future of Canadian Policing Models, Council of Canadian Academies, 2014. 212p. Source: Internet Resource: Accessed April 23, 2015 at: http://www.scienceadvice.ca/uploads/eng/assessments%20and%20publications%20and%20news%20releases/policing/policing_fullreporten.pdf Year: 2014 Country: Canada URL: http://www.scienceadvice.ca/uploads/eng/assessments%20and%20publications%20and%20news%20releases/policing/policing_fullreporten.pdf Shelf Number: 135367 Keywords: Law EnforcementPolice AdministrationPolice ReformPolicing (Canada) |
Author: Police Executive Research Forum (PERF) Title: Critical Response Technical Assessment Review: Police Accountability - Findings and National implications of an assessment of the San Diego Police Department Summary: Over the last several years, the San Diego Police Department (SDPD) has faced cases of criminal misconduct by police officers, including sexual assaults of women by on-duty officers. In one case, Officer Anthony Arevalos was charged with 21 felony charges related to the sexual assault and victimization of eight women while he was on duty between 2009 and 2012. Arevalos was one of 10 SDPD officers to come under investigation for criminal misconduct on charges including rape, domestic violence, driving under the influence, and sexual battery during a three-month span in early 2011. Out of the 10 cases, six resulted in the arrest of officers. In 2014, another SDPD officer was arrested and pled guilty to two counts of felony false imprisonment and three counts of misdemeanor sexual battery involving four victims. The fact that these officers committed these crimes and that the crimes were committed over a period of years and went undetected for so long outraged the San Diego community and resulted in headlines nationwide about the scandal in what had previously been regarded as a well-respected police department. At a May 2011 press conference following the arrest of Arevalos, then Chief of Police William Lansdowne apologized to the San Diego community on behalf of the police department and announced a seven-point plan to prevent recurrences of misconduct and criminal acts by officers. The Lansdowne plan included measures such as strengthening the internal affairs unit, establishing a 24/7 confidential complaint hotline, and evaluating the department's early identification and intervention system (EIIS), which is intended to provide early alerts to police supervisors about potentially problematic behavior by officers. By February 2013, the San Diego City Council was informed that the SDPD had fully implemented Chief Lansdowne's seven-point plan. In early 2014, new allegations of criminal sexual misconduct by two additional SDPD officers refocused attention on the issue of misconduct within the SDPD and left many individuals questioning the full implementation of the seven-point plan and the department's ability to effectively police itself even with the plan in place. In response, Chief Lansdowne announced that he would seek outside assistance to review the SDPD's systems for detecting and preventing misconduct, evaluate how the department had handled the misconduct cases, and recommend reform measures. This report is the result of that external review. Details: Washington, DC: Office of Community Oriented Policing Services, 2015. 100p. Source: Internet Resource: Accessed May 4, 2015 at: http://ric-zai-inc.com/Publications/cops-w0756-pub.pdf Year: 2015 Country: United States URL: http://ric-zai-inc.com/Publications/cops-w0756-pub.pdf Shelf Number: 135510 Keywords: Police Accountability (San Diego)Police AdministrationPolice BehaviorPolice EthicsPolice Misconduct |
Author: Ruddell, Rick Title: The Economics of Canadian Policing Five Years Into the Great Recession Summary: Since the start of the Great Recession in 2008 there has been a growing interest in applying business models and cost-benefit analyses to policing, especially in terms of holding police services more accountable for their performance as publically funded agencies. A review of the policing literature reveals an increased number of references to value for money (Barton & Barton, 2011) and return on investment from dollars spent on policing (Boyd, Geoghegan & Gibbs, 2011; Her Majesty's Inspectorate of Constabulary [HMIC], 2013). Police and political leaders, as well as academics have used the economic crisis as an opportunity to advance the issues of reimagining or re-envisioning policing. While Canada has weathered the worst of the economic crisis that started in 2008 with fewer negative effects than our counterparts in the United Kingdom, the euro zone, and the United States, there has been a growing concern about the increasing costs of policing, which has been called unsustainable by the Federation of Canadian Municipalities (2013). Every Canadian municipality is grappling with increasing demands for civic services, including policing, and few local politicians want to increase taxes. With respect to the Ontario Provincial Police, for instance, changes in the manner in which their costs are recovered from municipalities have led to a growing concern from rural community leaders: Brennan (2014, n.p.) noted that "prior to 1998 rural municipalities did not pay for policing." These debates are not isolated to Ontario, and city counselors throughout the nation are trying to balance public safety and their ability to pay for policing. Containing policing costs while ensuring that core policing services (e.g., those related to emergency response, criminal investigations and enforcing laws) are of key importance to policymakers and members of the Canadian policing industry. This is evidenced by an increased focus on the "economics of policing" in the research literature (see Griffiths & Stamatakis, 2012; Leuprecht, 2014; Ruddell & Jones, 2013), and several conferences and summits held throughout 2013-2014 (Charlottetown in January and September, 2013 and Vancouver in March 2014). Topics related to the economics of policing have been addressed at the Canadian Association of Chiefs of Police 2013 annual meeting and were a key subject addressed by the Standing Committee on Public Safety and National Security throughout 2013. In many respects, funding for Canadian policing is more stable than in other English-speaking common-law nations. Police services throughout the United States have been experiencing funding cutbacks and some jurisdictions disbanded their police services in favour of contract policing (U.S. Department of Justice, 2012), while other municipalities have replaced publically operated police with private police agencies. In the United Kingdom, policing budgets are projected to be cut by as much as one-third. Given these funding shortfalls, police leaders in these nations are being forced to rethink the manner in which services are delivered, who will deliver them, and how to best manage cuts to police budgets without threatening core policing services. Canadian police services have the luxury of time to scan the environment for threats as well as opportunities for change, and learn what the police in other nations are doing in response to budget cutbacks. It is possible that the lessons learned from our counterparts will enable Canadian police services to better leverage their resources. Former Public Safety Minister Vic Toews, speaking at the Economics of Policing Summit in January 2013, observed that, "Police services face two options - they can do nothing and eventually be forced to cut drastically, as we have seen in some countries; or they can be proactive, get ahead of the curve, and have greater flexibility in designing and implementing both incremental and meaningful structural reforms." As part of a proactive strategy that examines the economics of policing in the Canadian context, a key goal of this study is to review the economics, management, and policing literatures to identify current trends in respect to the relationships between economics and policing, including how police services in other nations have managed austerity. The main findings from this review are that: - There were 11 recessions between 1948 and 2011 and each one had a different set of causes, economic consequences, as well as recovery times and these three factors influence crime rates in an inconsistent manner. - The global economic recovery has been slow and another downturn could have a significant impact upon the Canadian economy, and in turn, police funding. - Police services in the United Kingdom and the United States have responded to the latest recession by streamlining operations and attempting to reduce demand. - While police services in other nations have been successful in preserving core functions after budget cuts there is some question as to whether these strategies are sustainable over the long-term. - Long-term austerity policing may negatively influence citizen perceptions of the police and has been shown to reduce the morale of police service staff in the United Kingdom. - Cost-benefit analyses consistently reveal that investing in policing is a cost-effective public policy. - Recent research demonstrates that officer effectiveness can be enhanced through directed patrol or "hot spots" policing. - The RAND cost of crime calculator shows that adding police officers in jurisdictions with high crime rates is a good investment in public safety. - Applying the RAND calculator to Saskatchewan policing shows a return of $1.70 for every additional dollar spent on police officers. - Deploying officers in traffic enforcement roles demonstrates a greater cost saving benefit to society than in general duty policing. - Crime reduction strategies must be developed at the local level, as an approach that is effective in one jurisdiction may be unsuccessful when exported to another community. - The current recession has led to many scholars calling for a 'reengineering' or 'remaking' of police operations although there is little consensus on what those changes should entail or who should decide what changes should occur. - Most policing studies focus upon big city policing and there is almost no published research on best practices, cost effectiveness or measuring the performance of rural police services. Details: Ottawa: Public Safety Canada, 2014. 100p. Source: Internet Resource: Accessed May 18, 2015 at: http://www.publicsafety.gc.ca/lbrr/archives/cnmcs-plcng/cn80407908-eng.pdf Year: 2014 Country: Canada URL: http://www.publicsafety.gc.ca/lbrr/archives/cnmcs-plcng/cn80407908-eng.pdf Shelf Number: 135694 Keywords: Cost-Benefit AnalysisCosts of Criminal JusticeEconomics and CrimeEconomics of PolicingPolice AdministrationPolicing |
Author: Ruddell, Rick Title: Austerity Policing: Responsing to Crime During Economic Downturns Summary: Governments at all levels are grappling with the challenges of increasing demands on police services at the same time that their budgets are threatened with cuts. Although Canada's economy has weathered the financial crisis that started in 2008 with fewer disruptions than in the United Kingdom or the United States, there are signs that global economic conditions, especially in the European Union, continue to be uncertain and those challenges could have a substantial impact upon economic conditions in Canada. Economic uncertainty can have an impact on all government services, including policing. Not only are police budgets under increasing scrutiny but economic disruption, such as high rates of unemployment or inflation, may contribute to an increased demand for police services. Public Safety Canada (2012) identified the following challenges associated with Canadian policing costs: Increasing demands on police combined with decreasing crime rates; Escalating policing costs that are increasingly unsustainable in the current fiscal environment; Limited clarity on how police funding is spent and its efficiency and effectiveness, and the; A need for coordination, focus and leadership. The importance of containing policing costs while ensuring that core policing services (e.g., those related to emergency response, criminal investigations and enforcing laws) are not jeopardized was a key issue examined at the Economics of Policing Summit in January 2013. In many respects, funding for Canadian policing is more stable than in other English speaking common-law nations. Police services throughout the United States have been experiencing funding cutbacks and some jurisdictions have disbanded their police services in favour of contract policing (U.S. Department of Justice, 2012). In the United Kingdom, policing budgets are projected to be cut by as much as one-third. Given these funding shortfalls, police services in those nations are being forced to rethink the manner in which services are delivered, who will deliver them, and how to best manage cuts to police budgets without threatening core policing services. Canadian police services have the luxury of time to scan the environment for threats as well as opportunities for change, and learn what the police in other nations are doing in response to budget cutbacks. It is possible that the lessons learned from our counterparts will enable Canadian police services to better leverage their resources. Former Public Safety Minister Toews, speaking at the Economics of Policing Summit in January 2013, observed that: Police services face two options - they can do nothing and eventually be forced to cut drastically, as we have seen in some countries; or they can be proactive, get ahead of the curve, and have greater flexibility in designing and implementing both incremental and meaningful structural reforms. It is critical that all levels of government and the entire policing community be engaged in innovation and reform efforts, so that we can turn a fiscal challenge into an opportunity to sustain our police services and better serve Canadians. As part of a proactive strategy that examines the economics of policing in the Canadian context a key goal of this study is to review the economics, management, and policing literatures to identify current trends in respect to the relationships between economics and policing, including how police services in other nations have managed austerity. The main findings from this review are that: - There were 11 recessions between 1948 and 2011 and each one has a different set of causes, economic consequences, as well as recovery times and these three factors influence crime rates in an inconsistent manner. - The global economic recovery has been slow and another downturn could have a significant impact upon the Canadian economy, and in turn, police funding. - Police services in the United Kingdom and the United States have responded to the latest recession by cutting costs and attempting to reduce demand. - While police services in other nations have been successful in preserving core functions there is some question as to whether these strategies are sustainable over the long-term. - Long-term austerity policing may negatively influence citizen perceptions of the police and contribute to lower morale of police service staff. - Cost-benefit analyses consistently reveal that investing in policing is a cost-effective public policy. - The RAND cost of crime calculator shows that adding police officers in jurisdictions with high crime rates is a good investment in public safety. - Crime reduction strategies must be developed at the local level, as an approach that is effective in one jurisdiction may be unsuccessful when exported to another community. - The current recession has led to many scholars calling for a "reengineering" or "remaking" of police operations although there is little consensus on what those changes should entail or who should decide what changes should occur. - The newly developed full-circle community safety model may be a useful framework for evaluating police performance. - Most policing studies focus upon big city policing and there is almost no published research on best practices, cost effectiveness or measuring the performance of rural police services. Details: Regina, SASK: University of Regina, Collaborative Centre for, Justice & Safety, 2013. 76p. Source: Internet Resource: Accessed May 18, 2015 at: http://www.justiceandsafety.ca/rsu_docs/ccjs_austerity-policing-1028.pdf Year: 2013 Country: Canada URL: http://www.justiceandsafety.ca/rsu_docs/ccjs_austerity-policing-1028.pdf Shelf Number: 135695 Keywords: Cost-Benefit AnalysisEconomics of CrimeEconomics of PolicingEconomyPolice AdministrationPolicingSocioeconomic Conditions and Crime |
Author: Jones, Nicholas A. Title: First Nations Policing: A Review of the Literature Summary: Although there are almost 70,000 police officers in Canada, fewer than 2,000 are directly engaged in Aboriginal policing (Burczycka, 2013). While representing a very small proportion of all Canadian officers and policing budgets, the manner in which First Nations communities are policed has profound long-term implications for the residents living there, especially given the high rates of crime and victimization in many of these places. The populations at risk of victimization are not isolated to the First Nations territories, and crimes often displace into other adjacent urban and rural communities. In addition, most Aboriginal Canadians live off-reserve and some of these individuals move between their home communities and urban areas. As a result, the after-effects of an offence may be felt in places far away from where they originated, making this an issue of importance to all Canadians. In order to better understand the challenges of Aboriginal policing, this review first presents a context that includes a review of Aboriginal population trends and the demographic characteristics of that population. The fact that the Aboriginal population is the fastest growing population group in Canada, and the youngest, has long-term implications for police services both on- and off-reserve. Consistent with other research, we found that rates of crime and victimization on many First Nations were very high. In addition to the impacts on victims, high crime rates have a corrosive effect on community relationships and especially opportunities that are lost. When responding to the after-effects of crimes that have already occurred and trying to prevent future offences consumes much of the creativity of a community, leaders lose opportunities to work toward job creation, promoting healthy lifestyles and relationships, helping youngsters succeed, or spending scarce resources on developing a community's infrastructure rather than repairing the damages caused by crime. Having established a context for this study, a historical overview of Aboriginal policing in Canada is presented. This is an important undertaking as academics, policymakers and practitioners often forget the lessons of history. As a result, crime prevention or reduction strategies that were unsuccessful in the past are sometimes re-introduced and unless there have been changes in the way that these 'recycled' interventions are delivered - or the context into The social phenomenon of First Nations peoples moving between the reserve and urban centers is called "churning." which they are delivered - we are often destined to repeat the mistakes of the past. An additional challenge of delivering police services in a nation as culturally, geographically and regionally diverse as Canada is that an intervention that is successful or promising in one jurisdiction might not be as successful in another province, community or First Nation. Consequently, by learning the lessons of history we are less likely to be confronted with unforeseen or unanticipated outcomes after new crime reduction strategies are introduced. It has been said that the past is prologue and our review of the historical context for Aboriginal policing revealed that many of the challenges that existed in the past are present today, such as a lack of resources for police services or the difficulty in engaging communities in the informal regulation of activities that bolster the social fabric and help reduce crime. The historical review is followed by an overview of the evolution of Aboriginal policing in Canada and in that section; the following policy-related areas where our knowledge is not fully developed were identified: - Resourcing / Funding - Administrative Capacity - Policing Arrangements - Aboriginal Policing as a Distinct Policing Model - Responding to Crime and Victimization The gap in our understanding of these five issues is due to a lack of timely and relevant research. In some cases, the answers to these questions might already exist, but researchers have not taken the time to collect and analyze this information and then report it back to police organizations. One of the challenges of policing research is that most of the studies that occur take place in urban areas, and this focus on 'big city' policing does not help us understand evidence-based practices or "what works" in responding to rural crime or best practices in Aboriginal policing. A second challenge is that policing research is also fragmented in Canada and there is a lack of coordination that reduces duplication and decreases efficiency. Our analyses revealed that there are three distinct types of agencies policing Aboriginal communities and peoples and that each type faces a different set of challenges that are shaped by their role and geographic location as well as organizational size and history: - Large networked police organizations, such as the Royal Canadian Mounted Police (RCMP), Ontario Provincial Police (OPP) and Surete du Quebec (SQ) of which we have a good understanding of their priorities and information about these agencies is generally available. The RCMP, specifically, provides enhanced police services to First Nations communities through Community Tripartite Agreements (CTA), i.e., agreements between the federal and provincial governments, and one or more First Nation communities. - Self administered Aboriginal police services (SA), that range from small stand-alone agencies such as the File Hills First Nations Police Service (under ten officers) to larger regional police services such as the Nishnawbe-Aski Police (NAPS), of which we have comparatively less understanding of their practices and their approaches to policing. - Specialized Aboriginal policing programs delivered by municipal or regional police services, such as the Aboriginal Peacekeeping Unit in Toronto and the Diversity and Aboriginal Policing Section in Vancouver, of which we have almost no understanding of their priorities, practices or inter-relationships with other Aboriginal policing services. Each of these police services is apt to respond to the challenges of crime in a different manner and it is likely that some of the crime reduction strategies developed by these organizations are very effective, although this information has not been consistently disseminated to the policing and academic communities. In respect to crime-reduction strategies, it is possible that responding to the knowledge gaps identified above can be addressed by better understanding best practices in other English-speaking common law nations, such as Australia, New Zealand and the United States as these countries also have large Aboriginal populations and legacies of British colonialism. Section V provides a brief overview of Aboriginal policing models in these nations. Again, we find that many strategies appear promising, but there is a lack of research-based information about whether these approaches are effective crime reduction strategies, and to a lesser extent, how to deliver these services in a cost-effective manner. Aboriginal policing is part of the larger Canadian policing environment - one that is evolving in ways that may have strong implications for police services overall (Murphy, 2007). Currently, Canadian policing is in a period of transition, due in large part to a global process in the adoption of private-sector managerial and organizational values and strategies in the hope of producing greater fiscal accountability, cost efficiency, return on policing investments and value for money (Ruddell & Jones, 2013). Given these larger social and political forces, the next few years will shape the future of Aboriginal policing. In March 2013, the federal government announced that federal funding for the First Nations Policing Program (FNPP) would be extended for the next five years, and this time-frame provides the funding stability for First Nations, Aboriginal stakeholder groups, federal and provincial policymakers and police leaders to chart the course for the future. Addressing the policy-related questions raised in this review of the literature provides these stakeholders a framework that will provide the evidence-based information needed to inform that undertaking. Details: Regina, SK: Collaborative Centre for Justice and Safety, University of Regina, 2014. 147p. Source: Internet Resource: Accessed May 18, 2015 at: http://www.justiceandsafety.ca/rsu_docs/aboriginal-policing-literature-review-092014.pdf Year: 2014 Country: Canada URL: http://www.justiceandsafety.ca/rsu_docs/aboriginal-policing-literature-review-092014.pdf Shelf Number: 135697 Keywords: AboriginalsEvidence-Based PracticesIndigenous PeoplesPolice AdministrationPolicingPolicing Minority Groups |
Author: Campbell, Isla Title: What makes great police leadership? What research can tell us about the effectiveness of different leadership styles, competencies and behaviours. A Rapid Evidence Review Summary: The purpose of this paper is to present a review of the current evidence base on what makes a great police leader - in terms of leadership styles, behaviours and competencies. It focuses on internal police leadership for all ranks from first line-managers (sergeants) to chief executives (chief constables/ commissioners) and summarises findings from relevant UK and international research studies published in English over the last three decades (1979 - 2008.) An extensive systematic literature search was conducted to identify relevant research evidence that reported outcomes and impact of police leadership. Think pieces and research papers that did not report on such outcomes were excluded. The resulting list of 23 research studies have been reviewed by the NPIA research team and their findings summarised in this paper. Leadership is a complex research area and across all sectors there is ambiguity over which styles and behaviours are the most effective. Difficulties of linking leadership with organisational outcomes are particularly pronounced for the police, since common police performance measures are affected by multiple confounding factors. The findings of this review are, therefore, largely based on perceptions of what makes a great police leader. There is virtually no reliable evidence of what impacts police leadership styles and behaviours make on the ground. Details: National Policing Improvement Agency, 2011. 27p. Source: Internet Resource: Accessed May 26, 2015 at: http://whatworks.college.police.uk/Research/Documents/Great_Police_Leader_REA.pdf Year: 2011 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/Great_Police_Leader_REA.pdf Shelf Number: 131142 Keywords: Police AdministrationPolice BehaviorPolice EffectivenessPolicing |
Author: Flannery, Kate Title: Police for collaboration: An independent review of the Warwickshire/West Marcia Strategic Alliance Summary: The global financial crisis in 2007 ushered in the era of austerity that now dominates much of the debate around public services - where do priorities lie, and how much of their cost can the public purse bear? For police forces the impact has been dramatic. The need to adapt policing models to meet changing and growing demands, with little real growth in income, had tested chief officers and police authorities for a number of years. But the coalition government has, since 2010, ramped up these challenges. All forces must now reduce budgets in real terms by up to 20 per cent over the five-year comprehensive spending review period, while attempting to satisfy local communities' demands for traditional/visible policing and transform operational practices to cope with internet-enabled crime that recognises no conventional boundaries. How have forces and Police and Crime Commissioners reacted to this challenge? Unsurprisingly, no silver bullet has been discovered - rather, a menu of options has emerged that encompass internal restructuring, savings programmes, outsourcing, regionalisation (mostly of specialist operations) and collaboration. HM Inspectorate of Constabulary has subjected forces' efforts to independent scrutiny and, while praising the achievement of budget reductions, has been largely critical of the failure to maximise collaborative opportunities. Indeed, it has identified some examples of retrenchment, despite the Home Office's expectation that collaboration would help forces meet the twin pressures of financial constraint and new policing demands. Against this background, the success of the collaboration between Warwickshire and West Mercia is notable. Its origins lie in discussions held in 2010 and early 2011 about the nature and extent of collaboration between the four forces in the West Midlands region. The region had a strong track record of productive working together, especially on specialist operations and protective services, but the four could not agree on how to move the agenda on. Concerned about their future prospects outside a regional collaborative framework, Warwickshire and West Mercia chief officers and police authority chairs agreed to embark on what became known as a 'strategic alliance'. After the dissolution of police authorities the newly elected Police and Crime Commissioners (PCCs) determined to continue with the alliance. Three years on, the bulk of policing and support services across the two force areas are delivered under unified leadership and processes. As a model of integrated police provision it has much to commend it, offering local people greater protection from harm and value for money. But despite a confidence in the Strategic Alliance and its impact, chief officers and the PCCs did not want to rest on their laurels and invited the Police Foundation to conduct an independent review. This looked critically at both achievements and lessons to be learnt, and identified ways in which the Alliance could progress. The work is summarised in this report, focusing on: - clarifying leadership roles; - strengthening accountability and governance; - securing a cultural identity for the Alliance without losing what is valued about Warwickshire and West Mercia as individual entities; - improving the ability to manage organisational change and - resolving anomalies in structure and processes. Our conclusion is that the Strategic Alliance forged by Warwickshire and West Mercia is a beacon of collaboration that others can learn from, notably the integration of operational policing across force boundaries and the harmonisation of finance, HR and estate services. (A note of caution, however; its success is rooted in similarities of policing environment, culture and working practice that make its full replication elsewhere less than straight forward.) Details: London: Police Foundation, 2015. 36p. Source: Internet Resource: Accessed June 1, 2015 at: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Year: 2014 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Shelf Number: 135834 Keywords: CollaborationPartnershipsPolice AdministrationPolice LegitimacyPolice-Community Relations |
Author: Northern Ireland. Comptroller and Auditor General Title: Continuous Improvement Arrangements in Policing Summary: Background Section 28 of the Police (Northern Ireland) Act 2000 requires the Board to make arrangements to secure continuous improvement in the way in which its functions, and those of the Chief Constable, are exercised, having regard to economy, efficiency and effectiveness. The Board is required to prepare and publish a performance plan for each financial year, detailing how the continuous improvement arrangements are to be implemented. Under the Act, the Board must also prepare and publish a performance summary. This report from the C&AG reviews the systems underpinning the plan and performance summary. It is not an audit of PSNI's performance. Main Findings The C&AG gave an unqualified audit opinion on the Policing Plan for 2014-15 and the performance summary for 2013-14. - The Policing Plan 2013-14 included 28 measures of performance for PSNI, spread across four main themes. Overall, PSNI achieved 18 (64 per cent) measures, with the remaining 10 measures (36 per cent) not achieved. - Based upon the information contained within the Board's Annual Report, the C&AG said that it is difficult to form a firm conclusion as to the overall performance achieved in 2013-14. He added that he has commented in previous years on the lack of additional explanatory information provided and it is now time that this matter was addressed. - The 2014-15 Plan consists of 11 outcomes, with 29 associated performance measures. There has been a significant increase in the number of performance measures which have been expressed in quantitative terms compared to the previous Policing Plan. - There remain areas where further development of the measures is desirable. In particular, there are a number of targets which focus on measuring activities rather than outcomes, and a number of targets expressed in terms of a general level of improvement rather than specifying the level of improvement to be achieved. Details: Belfast: Northern Ireland Audit Office, 2015. 70p. Source: Internet Resource: Accessed July 29, 2015 at: http://www.niauditoffice.gov.uk/continuous_improvement_2015.pdf Year: 2015 Country: United Kingdom URL: http://www.niauditoffice.gov.uk/continuous_improvement_2015.pdf Shelf Number: 136253 Keywords: Police AdministrationPolice PerformancePolicing |
Author: Roth, Olivier Title: A Fair Cop? Elected Police Commissioners, Democracy and Local Accountability Summary: The Coalition's White Paper entitled "21st Century Policing" argues for structural changes within the police service, in order to improve local accountability and to foster citizen engagement. The current tripartite arrangement would be replaced by directly elected Police and Crime Commissioners, who would be supported in their duties by newly created Police and Crime Panels. This research paper will analyse some of the issues and tensions that this proposal creates, and will attempt to issue a set of recommendations and principles designed to maximise the benefits that can be derived from its implementation. As a complex and multi-layered issue, policing requires cross-sectoral cooperation and collaboration. Police and Crime Commissioners will therefore have to work in partnership with local authorities and other public bodies, with citizens and communities, and with the newly created National Crime Agency in order to deliver positive policing outcomes. Police and Crime Commissioners should not be able to circumvent these partnership workings, and should therefore be required to consult and work with these entities on a regular basis. This engagement should provide further opportunities for neighbourhoods and citizens to participate in the improvement of crime outcomes. While directly elected Police and Crime Commissioners should improve police visibility and give citizens a channel through which they can address their concerns, there is a risk that electoral considerations could influence the actions and focus of Police and Crime Commissioners, and that these will become too politicised. As a repository of local democracy, Police and Crime Panels should play an important part in this process, and have their functions commensurately increased. A two-thirds majority in Police and Crime Panels should allow them to veto specific key decisions from Police and Crime Commissioners. Reducing bureaucracy is a key part of the Coalition's White Paper, which NLGN fully supports. The use of technology, and a standardisation in processes, could go a long way towards both reducing bureaucracy and collecting comparable data relating to policing outcomes. These should form the basis on which citizens would judge the work that has been done by their Police and Crime Commissioners, and allow them to focus their crime-reducing initiatives on specific problems in delimited areas. Finally, special attention will have to be paid to the costs involved in these reforms. Studies have shown that elections and new structures can be expensive to finance, and mechanisms designed to keep the costs as low as possible will be needed, for example by holding Police and Crime Commissioners elections at the same time as local ones. Details: London; New Local Government Network (NLGN), 2010. 38p. Source: Internet Resource: Accessed August 19, 2015 at: http://www.instituteforgovernment.org.uk/sites/default/files/nlgn_a_fair_cop.pdf Year: 2010 Country: United Kingdom URL: http://www.instituteforgovernment.org.uk/sites/default/files/nlgn_a_fair_cop.pdf Shelf Number: 136487 Keywords: CollaborationPartnershipsPolice AccountabilityPolice AdministrationPolice LegitimacyPolice PerformancePolice Reform |
Author: Reaves, Brian A. Title: Local Police Departments, 2013: Equipment and Technology Summary: An estimated 32 percent of local police departments provided at least some officers with body-worn cameras and 6 percent provided at least some officers with weapon-attached cameras in 2013, the Bureau of Justice Statistics (BJS) announced today. As this was the first time that the BJS Law Enforcement Management and Administrative Statistics (LEMAS) survey asked about body-worn and weapon-attached cameras, no trend data are available. The survey showed an uptick in other forms of technology and safety equipment. The percentage of the more than 12,000 local police departments that used in-car video cameras in 2013 (68 percent) was higher than in 2007 (61 percent). The number of local police departments authorizing the use of Tasers and stun guns increased more than tenfold between 2000 and 2013up from 7 percent to 81 percent. In 2013, about 9 in 10 local police departments allowed their officers to use pepper spray (94 percent) and batons (87 percent). Additionally, a majority of local police departments authorized defensive physical tactics including open-hand (91 percent), takedown (89 percent) and closed-hand (85 percent) techniques. Slightly less than 20 percent of local police departments allowed neck-restraint tactics. Nearly 90 percent of local police departments were using some type of video camera technology in 2013. This included an estimated 17 percent that used automated license plate readers and about 49 percent that used video cameras for the surveillance of public areas. Small percentages of these departments also used unmanned aircraft systems (less than 1 percent) and gunshot detection systems (4 percent). The percentage of local police officers employed by a department that provided in-field computer access also increased. Local police departments providing remote access to vehicle records employed 93 percent of all officers in 2013, compared to 86 percent in 2007. In 2000, 25 percent of departments transmitted incident reports electronically from the field, but that number increased to nearly 70 percent by 2013. In 2013, 71 percent of local police departments required uniformed patrol officers to wear protective body armor at all times while in the field. Departments with a mandatory armor requirement employed 82 percent of all local police officers in 2013, compared to 67 percent in 2007 and 25 percent in 1990. An additional 8 percent of local police departments in 2013 required uniformed field officers to wear armor in certain high-risk situations, such as when serving warrants. Departments with any type of armor wear requirement employed 92 percent of all officers in 2013, a threefold increase from 1990. Other findings include Among local police departments serving 10,000 or more residents, more than 90 percent maintained a website, and more than 80 percent used social media. Nearly 70 percent of all local police departments provided citizens with the ability to submit crime reports, complaints, questions, feedback and other information electronically using the departments website, via email or via text. Overall, 60 percent of local police departments were able to electronically provide crime statistics and other crime-related information to citizens. Details: Washington, DC: U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics, 2015. 17p. Source: Internet Resource: Accessed September 25, 2015 at: http://www.bjs.gov/content/pub/pdf/lpd13et.pdf Year: 2015 Country: United States URL: http://www.bjs.gov/content/pub/pdf/lpd13et.pdf Shelf Number: 136874 Keywords: Police AdministrationPolice Departments Police Equipment Police Policies and Practices Police Technology |
Author: Norton, Blake Title: An Assessment of the St. Louis County Police Department. Collaborative Reform Initiative Summary: The nation was jarred by events that occurred in 2014 in Ferguson, Missouri; Staten Island, New York; Cleveland, Ohio; and in 2015 in Baltimore, Maryland. These events - which followed officer-involved incidents in these American cities and around the nation - exposed deep divides between communities and their police departments. As the discord reached a fever pitch, law enforcement agencies nationwide began the process of self-evaluation, reflecting on policies and practices and implementing innovative strategies to better engender community policing principles, build trust, and allay fear. The St. Louis County Police Department (SLCPD), with 8551 authorized sworn commissioned officer positions, is responsible for providing police services to an estimated population of approximately 407,000 county residents. The population served increases to approximately 1 million when accounting for the fact that the department also provides contracted law enforcement services to 66 municipalities, 12 school districts, and five other organizations within the county. The department provides both full service contracts - in which the SLCPD is the sole police agency for a municipality and provides all police services - and dedicated patrol contracts that require the SLCPD to provide requested police services. Approximately 60 departments in the St. Louis region serve 90 municipalities. These 60 departments possess widely differing resources, and they provide protection across significantly diverse geographic and demographic communities. This amalgam of departments also creates a web of overlapping jurisdictions, policies, and practices. In addition, the SLCPD operates the St. Louis County and Municipal Police Academy (CMPA), a regional police training facility that provides training to many law enforcement agencies in the area. Finally, mutual aid agreements in the region allow Missouri officers to respond to emergencies outside of their jurisdictions. This interdependent yet fragmented approach to policing in the area creates challenges for the SLCPD in building trusting relationships with the community. The relationship each independent municipal police department has with its community directly affects the relationship the SLCPD has with the community at large. In its civil rights investigation of the Ferguson Police Department (FPD),6 the U.S. Department of Justice found heavy police enforcement existed to generate revenue through fines and fees. This culture of heavy, sometime "aggressive," enforcement has led to strained community relations because of abusive policing and municipal court practices beyond just the FPD. The consequence for the SLCPD is a lack of trust by the community that exacerbated tensions during demonstrations following the shooting death of Michael Brown. For this reason, Chief Jon Belmar of the SLCPD requested the assistance of the U.S. Department of Justice, Office of Community Oriented Policing Services (COPS Office) in identifying ways that the SLCPD could improve its relationship with the St. Louis community. The COPS Office and the SLCPD established the following goals to assess and reform the policies, practices, and related processes in the SLCPD, taking into account national standards, best practices, current and emerging research, and community expectations: - Improve the recruitment, selection, and hiring processes to address minority underrepresentation in the department (chapter 4). - Enhance basic academy and supervisor in-service training with a specific focus on fair and impartial policing, community engagement, and partnership development (chapters 5-7). - Strengthen the policies, practices, training, and response for handling protests and mass demonstrations, including de-escalation training (chapter 8). - Improve the process quality for traffic stops and searches to prohibit racial profiling (chapter 9). - Reduce use of force and injuries to both officers and citizens (chapters 10-11). - Develop a comprehensive communication strategy for SLCPD personnel and community partners that will serve to increase transparency about SLCPD police practices (chapter 12). Details: Washington, DC: U.S. Office of Community Oriented Policing Services, 2015. 182p. Source: Internet Resource: Accessed January 21, 2016 at: http://ric-zai-inc.com/Publications/cops-p316-pub.pdf Year: 2015 Country: United States URL: http://ric-zai-inc.com/Publications/cops-p316-pub.pdf Shelf Number: 137581 Keywords: Community-Oriented PolicingPolice AdministrationPolice LegitimacyPolice Policies and PracticesPolice ReformPolice-Community RelationsPolicing |
Author: Great Britain. House of Commons. Home Affairs Committee Title: Evaluating the new architecture of policing: the College of Policing and the National Crime Agency Summary: On 26 July 2010, the Home Office published Policing in the 21st Century: Reconnecting police and the people, proposing a series of structural changes to the bodies and organisations that are intended to enable the forces to function effectively. The Home Secretary said in her introduction that it heralded "the most radical change to policing in 50 years". In September 2011, we published a Report on these changes, New Landscape of Policing. Now, as we approach the end of the Parliament, we are taking this opportunity to follow up on that report by reflecting on those changes, with a particular focus on the College of Policing. The centrepiece of Policing in the 21st Century was the introduction of directly-elected Police and Crime Commissioners. However, it also proposed a number of structural changes to the landscape of policing at national level: - the replacement of the Serious Organised Crime Agency by the National Crime Agency; - the closure of the National Policing Improvement Agency, "reviewing its role and how this translates into a streamlined national landscape"; and - the repositioning of the Association of Chief Police Officers (ACPO) as the national organisation responsible for "providing ... professional leadership for the police service", by setting standards and sharing best practice across the range of police activities. These proposals were followed, in April 2011, by the proposal to establish the College of Policing, and three months later by the proposal to establish a police ICT company. In Annex A we have produced a landscape grid, which sets out the policing landscape in 2010, and where previous organisations' functions have been transferred to new organisations under the new landscape of policing. We have also worked with the National Audit Office to produce tables showing the budgets and staffing numbers of these organisations in the five years of this Parliament. These are included in Annexes B and C. 3. Since undertaking our initial inquiry, the Committee has kept the developments and changes to the landscape of policing under ongoing scrutiny. The heads of policing organisations have appeared before us Committee regularly, and we have produced several reports on related issues, such as Leadership and standards in the police service. Details: London: The Stationery Office limited, 2015. 49p. Source: Internet Resource: Tenth Report of Session 2014-15; Accessed March 29, 2016 at: http://www.cityforum.co.uk/publications/7018/pdf/800.pdf Year: 2015 Country: United Kingdom URL: http://www.cityforum.co.uk/publications/7018/pdf/800.pdf Shelf Number: 138467 Keywords: Criminal Justice ReformPolice AdministrationPolice Education and TrainingPolice Reform |
Author: Pearson-Goff, Mitch Title: Police Leaders and Leadership Development: A Systematic Literature Review Summary: The purpose of this document is to report on a systematic review of the research literature pertaining to police leadership, and specifically to report on what the academic literature tells us about police leadership and leadership development. In doing this, this review provides a consistent, replicable, and transparent approach to identifying and synthesising the existing body of knowledge, and will provide a foundation on which further research can be built. In order to orientate our analysis of the literature we asked three questions. - Who are police leaders? - What do police leaders do that makes them leaders? - What is the best way to develop police leaders? A systematic literature review uses systematic, explicit and accountable methods to review research literature. This has the benefit over a non-systematic literature review of ensuring that undue weight and attention is not paid to a small, and potentially biased, collection of studies. Central to a systematic review is the setting of a series of appropriate inclusion and exclusion criteria in order to specify the nature of the literature to be collected and to assist in distinguishing relevant works. We searched five academic databases for literature pertaining to police leadership by using terms and truncations relating to policing and leadership. A total of sixty-six empirical articles were identified through this process, published between 1990 and 2012 in Australia, the UK, Canada, New Zealand or the US. Fifty seven articles were of suitable quality to be analysed as part of this review. Through our review we identified that a key limitation of the literature was the absence of objective measures of successful leadership practice and development, with the bulk of the research focusing on the perceptions of good leadership from the perspective of police and stakeholders instead. Across the literature there was broad agreement about what individual characteristics are necessary in order to be regarded as a good police leader, with good leaders perceived to be: - Ethical - Role models - Good communicators - Critical and creative thinkers - Decision makers - Trustworthy - Legitimate The activities that good police leaders were seen to undertake were varied, and included: - Problem solving - Creating a shared vision - Engendering organisational commitment - Caring for subordinates - Driving and managing change Our review of the literature pertaining to police leadership development was less fruitful, and there was little in the body of work we analysed that covered this. Nonetheless we were able to conclude that there was a perception, at least, that good leadership was best encouraged through a combination of: - Formal education - On the job experience - Mentorship Details: Manly: Australian Institute of Police Management, 2013. 46p. Source: Internet Resource: Accessed July 25, 2016 at: http://www.aipm.gov.au/wp-content/uploads/2012/09/Police-leaders-and-leadership-development-A-systematic-review.pdf Year: 2013 Country: Australia URL: http://www.aipm.gov.au/wp-content/uploads/2012/09/Police-leaders-and-leadership-development-A-systematic-review.pdf Shelf Number: 130008 Keywords: Police AdministrationPolice Education and TrainingPolice EffectivenessPolice Leadership |
Author: Flannery, Kate Title: Police Force Collaboration: An Independent Review of the Warwickshire/West Mercia Strategic Alliance Summary: The global financial crisis in 2007 ushered in the era of austerity that now dominates much of the debate around public services - where do priorities lie, and how much of their cost can the public purse bear? For police forces the impact has been dramatic. The need to adapt policing models to meet changing and growing demands, with little real growth in income, had tested chief officers and police authorities for a number of years. But the coalition government has, since 2010, ramped up these challenges. All forces must now reduce budgets in real terms by up to 20 per cent over the five-year comprehensive spending review period, while attempting to satisfy local communities' demands for traditional/visible policing and transform operational practices to cope with internet-enabled crime that recognises no conventional boundaries. How have forces and Police and Crime Commissioners reacted to this challenge? Unsurprisingly, no silver bullet has been discovered - rather, a menu of options has emerged that encompass internal restructuring, savings programmes, outsourcing, regionalisation (mostly of specialist operations) and collaboration. HM Inspectorate of Constabulary has subjected forces' efforts to independent scrutiny and, while praising the achievement of budget reductions, has been largely critical of the failure to maximise collaborative opportunities. Indeed, it has identified some examples of retrenchment, despite the Home Office's expectation that collaboration would help forces meet the twin pressures of financial constraint and new policing demands. Against this background, the success of the collaboration between Warwickshire and West Mercia is notable. Its origins lie in discussions held in 2010 and early 2011 about the nature and extent of collaboration between the four forces in the West Midlands region. The region had a strong track record of productive working together, especially on specialist operations and protective services, but the four could not agree on how to move the agenda on. Concerned about their future prospects outside a regional collaborative framework, Warwickshire and West Mercia chief officers and police authority chairs agreed to embark on what became known as a 'strategic alliance'. After the dissolution of police authorities the newly elected Police and Crime Commissioners (PCCs) determined to continue with the alliance. Three years on, the bulk of policing and support services across the two force areas are delivered under unified leadership and processes. As a model of integrated police provision it has much to commend it, offering local people greater protection from harm and value for money. But despite a confidence in the Strategic Alliance and its impact, chief officers and the PCCs did not want to rest on their laurels and invited the Police Foundation to conduct an independent review. This looked critically at both achievements and lessons to be learnt, and identified ways in which the Alliance could progress. The work is summarised in this report, focusing on: - clarifying leadership roles; - strengthening accountability and governance; - securing a cultural identity for the Alliance without losing what is valued about Warwickshire and West Mercia as individual entities; - improving the ability to manage organisational change and resolving anomalies in structure and processes. Our conclusion is that the Strategic Alliance forged by Warwickshire and West Mercia is a beacon of collaboration that others can learn from, notably the integration of operational policing across force boundaries and the harmonisation of finance, HR and estate services. (A note of caution, however; its success is rooted in similarities of policing environment, culture and working practice that make its full replication elsewhere less than straight forward.) Details: London: Police Foundations (UK), 2014. 36p. Source: Internet Resource: Accessed July 29, 2016 at: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Year: 2014 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Shelf Number: 135834 Keywords: Police AdministrationPolice CollaborationPolice Partnerships |
Author: Police Executive Research Forum Title: Austin Police Department: Patrol Utilization Study. Final Report Summary: The Police Executive Research Forum (PERF) was retained by the City of Austin to provide the Austin City Council and City Executives with recommendations for an innovative, sustainable method to determine current and future police department staffing needs. The objectives of the study include: reviewing the current demand for sworn law enforcement, including calls for service, investigative workload, staffing for special events, and utilization of support staff; examining benchmarks for police staffing that are used in a sample of U.S. cities with populations from 500,000 to one million; gathering information on local community expectations regarding perceptions of safety, crime reduction strategies, community policing, and patrol utilization; recommending a methodology for the calculation of police staffing needs that can be updated and replicated by city staff in the future; and providing recommendations regarding three- to five-year staffing projections based on the community-based goals. Details: Washington, DC: PERF, 2012. 138p. Source: Internet Resource: Accessed September 7, 2016 at: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Year: 2012 Country: United States URL: https://www.austintexas.gov/sites/default/files/files/Police/PERF_Final_Report_-_Austin.pdf Shelf Number: 147896 Keywords: Police AdministrationPolice EffectivenessPolice PatrolPolice StaffingPolice WorkloadPolicing |
Author: Goff, Phillip Atiba Title: Science of Justice: City Report Summary: How do you measure justice? It is a question that has confounded scholars, activists, and public servants since before it was even asked. Yet, despite the inherent philosophical, methodological, and logistical difficulties, law enforcement executives are increasingly asked to turn over data with the aim of evaluating how fairly they are doing their jobs. Rather than shrink from this task, courageous executives are seeking out partnerships with prominent researchers to solve this riddle and lead policing in the nation with respect to civil rights and public accountability. The aim of the city reports is to provide law enforcement with a powerful tool towards that end. They are intended as a kind of roadmap of options towards the goal of ensuring equity in public safety. Too often law enforcement data are captured with an eye towards accounting or litigation, and without leveraging the data to optimize performance. The city reports are designed to help fill that gap, providing straightforward statistical answers to some of the most pressing questions that cut across law enforcement agencies. Consequently, we have organized the reports to address the most frequently asked questions we receive from both law enforcement executives and communities over our decades working with both. The questions that motivate the city report are: What data should a department collect? Are the racial disparities we observe evidence of racial bias? If there are biases, does department leadership need to train/select officers differently or should they focus on department policies? If a department does need to train or select its officers differently, what are the factors leadership should consider? And, if a department does need to focus on its policies, how should it do that? Finally, the most common questions we receive from law enforcement executives are: How am I doing? And how do I compare to everybody else? Given how pervasive these questions are, we wanted to provide law enforcement with the analytic tools necessary to understand the world in which they are operating. We have avoided unnecessarily complicated quantitative techniques where possible in order to allow for ease of comprehension and to position departments as best we can to track their progress themselves. Section 1 outlines the data a department gave us, and identifies additional data that would help to further contextualize what we were given. Section 2 prepares a department for what others will see. The analyses do not provide a strong basis for determining whether or not disparities result from bias - particularly the population benchmark analyses. But they do offer a snapshot of what an interested community might see with widely available data. In addition, Section 2 provides information on disparities in treatment after a stop that may warrant a department's attention. Section 3 uses four techniques to help a department decide whether or not any disparities that may have been observed in Section 2 warrant concerns related to biased behavior and/or policies. This section also features comparative analyses of these four indicators, revealing where the department's results stand relative to both national trends and regional ones (where data are available). Section 4 provides measurements of the extent to which observed disparities are due to officer variation as opposed to district or department-wide behaviors. Section 5 reveals how the attitudes of officers influence their orientation towards the department, its policies, and the community. Section 6 provides a unique set of analyses to assess how departmental policies advance the goals of fairness in policing. And, finally, Section 7 provides a summary of the report findings and how the department results compare to regional and national trends for departments who provided the same data. Taken together, we hope that the city report will serve as a step forward in using law enforcement data analytics to shape policing equity. Details: Los Angeles: Center for Policing Equity, 2016. 101. Source: Internet Resource: Accessed September 20, 2016 at: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Year: 2016 Country: United States URL: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Shelf Number: 145607 Keywords: Police AccountabilityPolice AdministrationPolice DepartmentsPolice Integrity |
Author: Davies, Matthew Title: Driving Accountability from Within: Key lessons for newly elected Police and Crime Commissioners Summary: This first empirical study of Police and Crime Commissioners (PCCs) highlights a set of key findings and recommendations for newly elected PCCs to assist them in developing the internal capacity and key relationships that are essential to the challenging and expanding role. Details: London: Police Foundation, 2016. 32p. Source: Internet Resource: Accessed September 21, 2016 at: http://www.police-foundation.org.uk/uploads/catalogerfiles/driving-accountability-from-within-key-lessons-for-newly-elected-pccs/driving_accountability_final.pdf Year: 2016 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/catalogerfiles/driving-accountability-from-within-key-lessons-for-newly-elected-pccs/driving_accountability_final.pdf Shelf Number: 145629 Keywords: Police AccountabilityPolice AdministrationPolice Legitimacy |
Author: U.S. Office of Community Oriented Policing Services Title: An Assessment of the San Francisco Police Department. Collaborative Reform Initiative Summary: In response to requests from city officials who asked the U.S. Department of Justice to conduct an in-depth review of the policies and practices of the San Francisco Police Department (SFPD), the COPS Office launched the Collaborative Reform Initiative for Technical Assistance (CRI-TA) with the SFPD. The COPS Office supports law enforcement agencies by implementing and sustaining reforms that increase public trust through improvements in community policing practices, transparency, professionalism, and accountability while taking into account national standards, promising practices, current and emerging research, and community expectations. Although the COPS Office found a department that is committed to making changes and working with the community, it also found a department with outdated use of force policies that fail the officers and the community and inadequate data collection that prevents leadership from understanding officer activities and ensure organizational accountability. The department lacked accountability measures to ensure that the department is being open and transparent while holding officers accountable. Disparities were found in traffic stops, post-stop searches, and use of deadly force against minorities. Altogether, the COPS Office identified 94 findings and developed 272 associated recommendations. This report is a road map to reform policing in San Francisco to conform to community expectations and improve public safety. This report summarizes the full assessment including findings and recommendations that will help the department modernize its policing practices and enhance community trust Details: Washington, DC: Office of Community Oriented Policing Services, 2016. 432p. Source: Internet Resource: Accessed October 13, 2016 at: https://ric-zai-inc.com/Publications/cops-w0817-pub.pdf Year: 2016 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0817-pub.pdf Shelf Number: 145539 Keywords: Police AccountabilityPolice AdministrationPolice LegitimacyPolice PerformancePolice Policies and PracticesPolice ReformPolice Use of Force |
Author: Hales, Gavin Title: Prioritisation in a Changing World: Seven Challenges for Policing Summary: Confronted with shrinking budgets, a wide and growing remit, and the withdrawal of Whitehall from setting priorities and targets, Police and Crime Commissioners and police forces have to decide which aspects of the police role are most important and where to prioritise their resources. And they must do so in the context of changing crime, communities and social values, while being subject to many forms of accountability, scrutiny and pressure. In this paper we draw on our observations from five years conducting research in two police forces, and our reflections on police policy developments more broadly, to identify seven challenges that confront efforts to prioritise police resources. We end with a series of recommendations. Details: London: Police Foundations, 2016. 24p. Source: Internet Resource: Police Effectiveness in a Changing World, Paper 2: Accessed December 15, 2016 at: http://www.police-foundation.org.uk/uploads/holding/projects/police_prioritisation.pdf Year: 2016 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/holding/projects/police_prioritisation.pdf Shelf Number: 140485 Keywords: Police AdministrationPolice Effectiveness Police Resources Policing |
Author: Police Executive Research Forum Title: Legitimacy and Procedural Justice: A New Element of Police Leadership Summary: The job of leading a local law enforcement agency has always been a complex one, requiring skills in mastering complex policy issues, developing organizational structures and systems, managing employees, and addressing the various and sometimes conflicting expectations of the community, political leaders, agency employees, and the news media. Many experienced police chiefs are saying that the 21st Century has brought a trend toward even greater complexity in their jobs. New types of technology are revolutionizing how police departments operate, and often the challenge is to make sound decisions about how to integrate multiple forms of technology. The widespread adoption of community policing has resulted in community members having higher expectations of accountability and efficiency in their police departments. National and international economic conditions have strained local police budgets. The workforce is changing in ways that affect police recruiting and retention. These are just a few of the challenges that must be understood and constructively managed by today’s chief executives in policing. In fact, perhaps the greatest job qualification for today’s police executives is the ability to recognize and respond to the swiftly changing issues and opportunities facing them. Police chiefs often speak of their role as being “agents of change.” Never before has managing change been a larger element of their jobs. Today’s police departments appear to be succeeding, at least by the measure of crime rates. Violent crime rates nationwide are half what they were two decades ago, and many jurisdictions are experiencing record low crime rates not seen since the 1960s. In addition, there are indications that a variety of types of wrongful police behaviors, ranging from corruption to unlawful shootings, are at lower levels today than in the past. As today’s police executives strive to maintain the progress in reducing crime while serving as effective agents of change, many are taking on a new challenge: applying the concepts of “legitimacy” and “procedural justice” as they apply to policing. These concepts are defined in detail later in this report (see page 9). In essence, legitimacy and procedural justice are measurements of the extent to which members of the public trust and have confidence in the police, believe that the police are honest and competent, think that the police treat people fairly and with respect, and are willing to defer to the law and to police authority. Because the effectiveness of police operations often depends at least in part on the public’s willingness to provide information to and otherwise help the police, police leaders increasingly are seeing legitimacy and procedural justice as necessary conditions of success, and as worthy goals in themselves. This paper discusses the concepts of legitimacy and procedural justice in the context of police leadership. In any given community, residents will have opinions about whether their local police act “legitimately.” These opinions may be based on a particular encounter a resident had with the police, such as a traffic stop, or on larger policy issues. And these opinions often vary from one subgroup of the community to another. For a police leader, the key challenge is to think about the ways in which the public’s perceptions of legitimacy and procedural justice can affect a police agency's efforts to achieve its goals. For example, the goals of building community cohesion and trust in the police clearly depend on the extent to which the public believes that police actions are legitimate and procedurally just. And other goals—such as high success rates for investigating crimes and preventing crime—depend on the willingness of the public to cooperate with police, to provide information to the police, and to willingly obey the law, all of which can be affected by the department’s reputation for legitimacy. Details: Washington, DC: PERF, 2014. 37p. Source: Internet Resource: Accessed December 21, 2016 at: http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/legitimacy%20and%20procedural%20justice%20-%20a%20new%20element%20of%20police%20leadership.pdf Year: 2014 Country: United States URL: http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/legitimacy%20and%20procedural%20justice%20-%20a%20new%20element%20of%20police%20leadership.pdf Shelf Number: 147766 Keywords: Community PolicingPolice AccountabilityPolice AdministrationPolice LegitimacyPolice ReformPolice-Community RelationsProcedural Justice |
Author: Bruce, David Title: Commissioners and commanders: Police leadership and the Marikana massacre Summary: This monograph examines the functioning of the police system, with a focus on the leadership and command levels, in the build-up to the Marikana massacre on 16 August 2012, when police killed 34 miners who were striking at the Lonmin platinum mine at Marikana. It considers events up to about 15:30 on Thursday, 16 August, which is when police launched their tactical intervention during which the massacre took place. The monograph examines decision making and the exercise of authority and influence by senior leadership of the South African Police Service (the SAPS), particularly the senior national and provincial leaders (National Commissioner Phiyega and North West Provincial Commissioner Zukiswa Mbombo), and senior SAPS commanders (Major Generals Mpembe and Annandale). The key findings of the Marikana Commission are summarised, followed by an overview of the conflict at the mine in August 2012. This conflict involved the strikers, mine management and two unions, the National Union of Mineworkers (NUM) and the Association of Mineworkers and Construction Union (AMCU). The monograph outlines some of the aspects of this conflict, including questions about the political alignment of the parties involved and how the strike, launched on Thursday 9 August, rapidly escalated into violence. The monograph then focuses on two critical shifts in the SAPS approach to the Marikana situation. Both these shifts were linked to the involvement of SAPS senior leaders, Phiyega and Mbombo, and are likely to have been influenced by their interactions with Minister of Police Nathi Mthethwa. The first shift was on Monday, 13 August, after two SAPS members were killed by strikers. The strike then became the focus of intense national political and media attention; national police commanders, planners and units were brought in and Public Order Police (POP) commanders were marginalised from the command system. The second shift was a decision made on Wednesday, 15 August, that police would take action against the strikers on the following day if the strikers refused to disarm. The section on operational matters focuses on some of the nuts and bolts of the operation. A discussion of the planning of the intervention is relevant to examining how the police understood the situation they were confronting. This is followed by an analysis of the negotiation process that focused on persuading the strikers to disarm. It examines the fact that the strikers refused to disarm unless Lonmin negotiated with them. The SAPS conveyed the strikers’ message to Lonmin but refrained from exerting any pressure on Lonmin to comply with the strikers' request. This section of the monograph examines how the decision taken by SAPS senior leadership on Wednesday, 15 August affected both the planning and negotiations processes. It also informs the analysis of the actions of the SAPS commanders that follows. The penultimate section of the monograph focuses on the role the two senior commanders, Mpembe and Annandale, played in the operation before the tactical intervention. It explores the role they played in implementing the decision that had been made by the SAPS senior leadership that Wednesday, and whether they exercised their authority appropriately in this respect. The conclusion draws together this discussion with a focus on questions raised in the monograph about the SAPS commanders at Marikana. It recognises that their actions were affected not only by the senior leadership decision made on Wednesday but also by shifts in the nature of the operation that took place on the Monday prior to this. These not only created ambiguity about what type of operation was being conducted but also resulted in a blurring of lines of authority. The monograph ends by highlighting key issues raised, including: • Police positioning in relation to social conflict and the potential impact of political pressure. • Ensuring that senior leaders of the SAPS, as well as other people in leadership roles, are appropriately qualified. • The nature of decision making in the SAPS. • How leadership and command are exercised in large-scale public order and crowd management operations as well as minimum standards for ensuring that such operations are carried out professionally and conform with crowd management principles. • The need for the SAPS to recognise the principle that, in actions by the police where the use of lethal force is anticipated police should seek to resolve situations effectively while minimising the potential for having to use lethal force. The principle applies to all police actions of this kind and not only to crowd management. Details: Pretoria: Institute for Security Studies, 2017. 66p. Source: Internet Resource: ISS Monograph No. 194: Accessed February 13, 2017 at: https://issafrica.s3.amazonaws.com/site/uploads/mono194-2.pdf Year: 2017 Country: South Africa URL: https://issafrica.s3.amazonaws.com/site/uploads/mono194-2.pdf Shelf Number: 140903 Keywords: Crowd ControlPolice AdministrationPolice BehaviorPolice Decision-MakingPolice PerformancePolice Use of ForcePublic Disorder |
Author: Subramanian, Ram Title: To Protect and Serve: New Trends in State-Level Policing Reform, 2015-2016 Summary: In 2015 and 2016, 34 states and the District of Columbia passed at least 79 bills, executive orders, or resolutions to change some aspect of policing policy or practice. This is significant, since policing reform is largely the province of local jurisdictions or specific police departments. In contrast, in the three years prior to the study period-between 2012 and 2014-there were few pieces of state legislation that dealt with policing. In reviewing legislative activity over the last two years, the Vera Institute of Justice found that states focused reform efforts in the following three areas: > improving policing practices around use of force, racial profiling, and vulnerable populations; > documenting police operations through the increased use of body-worn cameras, enhanced protections for public recordings of police, and new requirements for maintaining and reporting data on police operations; and > improving accountability in instances of police use of force and misconduct cases, especially those incidents that result in death. By providing concise summaries of representative legislation in each area, this report aims to inform policymakers and members of the public who are looking to understand state-level changes in policing policy and practice. Details: New York: Vera Institute of Justice, 2017. 56p. Source: Internet Resource: Accessed April 8, 2017 at: https://www.vera.org/publications/protect-and-serve-policing-trends-2015-2016 Year: 2017 Country: United States URL: https://www.vera.org/publications/protect-and-serve-policing-trends-2015-2016 Shelf Number: 144751 Keywords: Deadly ForcePolice AccountabilityPolice AdministrationPolice EffectivenessPolice LegitimacyPolice ReformPolice Use of ForcePolicing |
Author: Small Arms Survey Title: Policing in South Sudan: Transformation Challenges and Priorities Summary: Over the past three years, ongoing conflict in South Sudan has fundamentally reshaped donor engagement with the security sector. In the wake of the conflict that began in December 2013, major bilateral donor support was suspended to the security services, including the police. More recent efforts to support transitional security arrangements under the terms laid out in the Agreement on the Resolution of the Conflict in South Sudan (ARCSS), signed in August 2015, have been met with criticism in the face of persistent conflict and human rights abuses. Although the South Sudan National Police Service (SSNPS) is meant to serve as the lead agency for internal security, some operational responsibilities have fallen to competing security services and ethnically aligned militias. These include rival factions within the Sudan People's Liberation Army (SPLA) and the National Security Service (NSS). The SSNPS is among the weakest and most under-resourced security services in South Sudan. Even before December 2013, donor efforts to support police transformation were fraught with challenges. While donors piloted a community-focused approach to police reform, the SSNPS essentially continued to operate as a paramilitary force. Police recruits receive paramilitary training, use military ranks, and are legally mandated to support the SPLA by order of the president. Interviews with police commanders suggest that the high number of militias integrated into the SSNPS after independence has also had a negative impact on overall command and control. In addition, the economic crisis facing South Sudan has intensified predatory behaviour towards civilians in an environment that lacks accountability for human rights abuses. In the absence of broader political and economic reforms, donor engagement with the police under the terms laid out in the ARCSS is unlikely to curb rampant insecurity and crime. Based on extensive in-depth interviews with the police leadership, rank-and-file SSNPS, donors, legal and security experts, and civil society groups, this Issue Brief reviews the state of the police in South Sudan in order to draw attention to shortcomings that may be addressed as part of ongoing donor engagement with the SSNPS. Key findings of this Issue Brief include: South Sudan lacks a culture of democratic policing. Police officers generally do not have a clear enough understanding of their mandate to distinguish themselves from the SPLA. Since the conflict erupted in 2013, high levels of insecurity throughout the country have reinforced a paramilitary style of policing. The SSNPS faces many of the same challenges as the SPLA, including low salaries and delayed payments, high levels of illiteracy, inadequate training on human rights, and a culture of impunity. The SSNPS has far less access to resources and essential equipment than the SPLA. In the absence of adequate oversight and accountability, some police officers form predatory relationships with the very communities they are charged to protect. There is little access to justice for victims of human rights violations, which has reinforced a culture of impunity. Cronyism and entrenched patronage networks undermine the overall effectiveness of the police force. In some cases, favouritism prevents promising junior officers from advancing while permitting militia members to be integrated into the SSNPS. As a result, it is even more difficult to professionalize the police force and to establish clear lines of command and control. The formation of the Joint Integrated Police (JIP), a transitional security arrangement required by the ARCSS, has proceeded without due transparency measures or consultations with communities or civil society groups. Moreover, it is unclear how opposition forces will participate in the JIP given the split within the Sudan People's Liberation Movement-in-Opposition (SPLM-IO). Donor efforts to implement the transitional security arrangements laid out in the peace agreement despite ongoing conflict in South Sudan are unlikely to succeed in the absence of renewed political negotiations and broader political and economic reforms. Details: Geneva, SWIT: Small Arms Survey, 2017. 8p. Source: Internet Resource: HSBA Issue Brief: Accessed April 8, 2017 at: http://www.smallarmssurveysudan.org/fileadmin/docs/issue-briefs/HSBA-IB26-Policing-in-South-Sudan.pdf Year: 2017 Country: Sudan URL: http://www.smallarmssurveysudan.org/fileadmin/docs/issue-briefs/HSBA-IB26-Policing-in-South-Sudan.pdf Shelf Number: 144755 Keywords: Police AccountabilityPolice AdministrationPolice EffectivenessPolice ReformPolicing |
Author: San Jose (CA). Office of the City Auditor Title: Police Overtime: The San Jose Police Department Relies on Overtime to Patrol the City Due to Unprecedented Vacancies Summary: The San Jose Police Department has seen a significant increase in vacant positions. As the vacancies have increased, the Department has increasingly relied on overtime to staff regular operations. Overtime hours have increased as the Department works to patrol the City using limited staff. This increase has resulted in higher officer workload and overtime costs. As a result of the sharp increase in Department vacancies, the remaining sworn employees have shouldered an increased workload to back-fill for vacant positions. The average overtime worked by sworn personnel has doubled from 225 hours of overtime in calendar year 2008 to 450 hours in 2015. In comparison, in FY 2015-16, sworn personnel in Los Angeles and San Francisco worked about 100 hours of city overtime or less - less than a quarter of the average in San Jose. In terms of weekly amounts, sworn personnel in San Jose are working, on average, over 8.5 hours per week in overtime - nearly an extra shift. Moreover, the amount of overtime worked in the Department, despite its large volume, still does not cover the workload gap caused by high vacancies. On August 30, 2016, the City Council approved declaration of an emergency under the Meyers-Milias-Brown Act at the request of the Chief of Police to allow him the flexibility to move additional staff onto patrol. In addition, with increases in officer workload, changes in the sick leave payout policy, and a reduced ability to take vacation time, sick leave usage has increased significantly. The pattern of usage (heavier on weekends and during the summer months) indicates the potential use of sick leave to take time off in lieu of vacation or comp time. In our opinion, the Department needs to remind its staff about the City's sick leave policy, including the allowed uses of sick leave, and the impact that inappropriate sick leave use has on other officers. Further, the Department should evaluate interest in expanding the shift swap program and if sufficient interest exists, consider centralizing the process in eResource or another software solution; implement previous audit recommendations to civilianize positions in the Department; and establish a retiree-rehire program to help cope with spiraling vacancies in the Department. These items may be subject to the City's meet and confer process. Details: San Jose, CA: Office of the City Auditor, 2016. 71p. Source: Internet Resource: Accessed June 21, 2017 at: http://www.sanjoseca.gov/DocumentCenter/View/60924 Year: 2016 Country: United States URL: http://www.sanjoseca.gov/DocumentCenter/View/60924 Shelf Number: 146334 Keywords: Costs of PolicingPolice AdministrationPolice OvertimePolice PersonnelPolice Recruitment |
Author: Wheller, Levin Title: 'What works' in organisational change and business improvement? A Rapid Evidence Assessment Summary: The police service is currently facing a considerable challenge: to maintain service delivery in the light of substantial budget cuts. The service needs to be able to respond flexibly to adapt to the economic climate. Many forces are adopting business improvement techniques to examine current practices and explore where there may be scope to change processes to release savings. In some cases this requires large scale organisational change, shifting from operating in a culture where resources were plentiful and financial management was the preserve of headquarters staff, to one where they are scarce, tightly controlled and all staff are being asked to take some responsibility for efficiency savings. The NPIA Research Analysis and Information Unit (RAI) were commissioned to establish what is known about successful organisational change and business improvement to support the changes forces are being asked to make and inform NPIA programme activity in this area. This paper presents the methods used and cumulative findings of two Rapid Evidence Assessments (REAs) designed to examine what is known about effective organisational change and business improvement practices. A summary paper presenting key findings from these REAs and implications for practice is available here (summary report). Practitioners may also find it useful to look at the Continuous Improvement Self-Assessment Matrix (CI-SAM) which was developed based on findings from the REAs and workshops with practitioners. The matrix describes the elements necessary to achieve continuous improvement, together with a clear indication of the types of behaviours that should be in place in order to achieve higher levels of organisational performance and development. The first REA was conducted within a very tight timescale and was limited to systematic review evidence in order to meet time constraints. From 797 references identified by the searches, this 'review of reviews' identified 5 relevant papers which together cover a limited pool of robust experimental studies. In response to the lack of experimental evidence on this subject RAI carried out a second REA, this time relaxing the inclusion criteria to include individual evaluative studies with a minimum of a before and after measure. The second REA was conducted over a two-month period, following systematic principles, but is not exhaustive and is likely to be biased towards published sources rather than grey (unpublished) literature. The time constraints inevitably resulted in a tightly restricted scope, limited to published evidence for which electronic abstracts were available and contained within databases held by the National Police Library or obtainable from the British Library by the cut off date. The REA only covered papers published in the last twenty years, resulting in a risk that any older 'classic' studies of organisational change or business improvement may not be included. Over 11,000 references were identified by the initial searches for the second REA, and after sifting these abstracts, 178 full papers were requested. Of these, 134 were received by the cut off date. Further review of these papers found only 36 papers met the inclusion criteria (representing 0.3% of initial abstracts identified, and 27% of papers received). This paper draws together the findings from both REAs and is therefore based on a total of 41 papers, 5 studies identified in the first 'review of review' together with 36 papers from the second REA. Details: Ryton-on-Dunsmore, UK: National Policing Improvement Agency, 2012. 79p. Source: Internet Resource: Accessed July 1, 2017 at: http://whatworks.college.police.uk/Research/Documents/What_works_organisational_change_business_improvement_-_full_report.pdf Year: 2012 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/What_works_organisational_change_business_improvement_-_full_report.pdf Shelf Number: 146493 Keywords: Costs of Criminal JusticeCosts of PolicingPolice AdministrationPolice ReformPolicing |
Author: Great Britain. House of Commons. Home Affairs Committee Title: New Landscape of Policing Summary: Key points Key points made by the committee include: It is unacceptable that, more than a year after the Government announced it was phasing out the National Policing Improvement Agency, it still has not announced any definite decisions about the future of the vast majority of the functions currently performed by the Agency. Spring 2012, when the Agency is due to be phased out, is little more than six months away. The committee is not persuaded that the Government can meet this timetable and recommends that it delay the phasing out of the Agency until the end of 2012. After the Olympics, the Home Office should consider making counter-terrorism a separate command of the New National Crime Agency. Counter-terrorism is currently the responsibility of the Metropolitan Police. The Government must urgently appoint a head of the new National Crime Agency. A Professional Body for policing, as proposed by Peter Neyroud, could ultimately become a useful part of the policing landscape, but the Government will need to win the hearts and minds of police officers and staff to convey coherently the nature and role of the new body. The proposed new Professional Body must be inclusive from the outset and not just involve officers of ACPO ranks. Individual police officers and staff need to believe that this is their body. Collaboration between police forces offers clear financial and operational benefits. The Home Office should be more active in encouraging and supporting forces to collaborate with one another. IT across the police service as a whole is not fit for purpose, to the detriment of the police's ability to fulfil their basic mission of preventing crime and disorder. The Home Office must make revolutionising police IT a top priority. The committee states that Tom Winsor's review of pay and conditions is having an inevitable impact on morale in the police service, but believes it is possible to do more to mitigate this. The committee commends the work of Jan Berry, the former Reducing Bureaucracy in Policing Advocate, in emphasising that reducing bureaucracy in the police service is not simply about reducing paperwork but addressing the causes of that paperwork and bringing about a change in culture in the police service. The committee urges the Home Secretary to meet Jan Berry to discuss how to take her work forward. Details: London: The Stationery Office, 2011. 2 vol. Source: Internet Resource: Fourteenth Report of Session 2010-12 Accessed July 1, 2017 at: http://www.parliament.uk/policing-priorities Year: 2011 Country: United Kingdom URL: http://www.parliament.uk/policing-priorities Shelf Number: 146492 Keywords: Police AdministrationPolice LegitimacyPolice PerformancePolice ReformPolicing |
Author: Hail, Yvonne Title: Local Policing in Transition: Examining the Impacts and Implilcations of Police Reform in Scotland Summary: Since the reintroduction of a Scottish parliament in 1999, and set against a backdrop of significant cuts in public spending, there has been much debate regarding law and order discourse from a Scottish perspective. In 2011, the Scottish Government conducted two consultations on the most radical programme of police reform for a generation. The consultation process ensued that on 8 September 2011, the Cabinet Secretary for Justice announced the Scottish Government's intention to introduce legislation to create a single, national police service in Scotland with claims that it would deliver an estimated savings of L130 million a year and L1.7 billion over 15 years. Under this new legislation local policing became (for the first time) a statutory requirement, giving key responsibilities to local police commanders to devise local policing plans for each area in consultation with local authorities and communities. This localised focus raised questions as to the potential gains and losses of such a merger and prompted a renewed focus on enduring academic debates regarding local policing strategies, governance, accountability and the relative merits of different styles of policing across Scotland's communities. Understanding the impact and implications of these local arrangements provides the focus for this thesis. The level of recent organisational change which has occurred across policing in Scotland is comprehensive in its scope and sits within the concept of macro level change. With regard to police reform, the majority of existing research has focused on micro level or operational changes; with an example of this being seen in the work of Skogan (2006) who examined the impact of community policing initiatives. Despite there being a large number of existing studies on police reform, there is a distinct lack of research which examines macro levels of reform, such as those recently experienced in Scotland. Therefore, this project, which was conducted parallel to the implementation of police reform in Scotland, is able to provide a unique and valuable snapshot of how reform was experienced on the frontline at the very time it was being implemented. Local policing strategies were chosen for this study as it is believed that this is the approach which bests suits an examination of daily interactions between the public and local police personnel. By employing a qualitative methodology using semi structured interviews and non-participant observations, this project is able to show both the individual and group construction of the meanings associated with post reform policing practices in each of the case study areas. The researcher does not attempt to make any broad generalisations regarding post reform local policing across Scotland from the findings, however, similar themes highlighted in the findings as being experienced by both case study area provides a framework for conducting further research. In terms of the thesis' overall contribution to academic literature, the key findings reported here highlight that there is a requirement for a specific police organisational change theory to be developed which can fill the gaps in current change literature and assist in framing future police reform. This police change theory should include a directive that recognises the importance of the role of frontline staff in the translation of changes at an operational level and support the inclusion of members of the frontline in the planning and implementation of future police reforms. Details: Dundee, UK: University of Dundee, 2017. 398p. Source: Internet Resource: Dissertation: Accessed July 29, 2017 at: http://discovery.dundee.ac.uk/portal/en/theses/local-policing-in-transition(225cab5e-4734-4a72-aca0-66e7f69126f9).html Year: 2016 Country: United Kingdom URL: http://discovery.dundee.ac.uk/portal/en/theses/local-policing-in-transition(225cab5e-4734-4a72-aca0-66e7f69126f9).html Shelf Number: 146610 Keywords: Police AdministrationPolice Reform |
Author: Yukon Government Title: Sharing Common Ground. Review of Yukon's Police Force : Year One Progress Report Summary: Over the past year, Yukoners from many different backgrounds and perspectives have come together in a dedicated and forward-looking effort to respond to the needs and concerns of our communities. Individuals and organizations, First Nations, police, advocacy groups, academics and government have all made vital contributions to moving forward with a new vision for policing in Yukon. Following eight months of dialogue with citizens, and with the advice of an Advisory Committee and a team of First Nation representatives, the co-chairs of the Review of Yukon's Police Force, submitted a final report entitled Sharing Common Ground to the Minister of Justice in January 2011. This progress report outlines the achievements of the many people and organizations who have contributed to the implementation of these recommendations over the first year of Sharing Common Ground. The co-chairs, representing Government of Yukon, First Nations and "M" Division RCMP, put forward 33 recommendations that provided a blueprint for establishing a new relationship between Yukon citizens and their police. The changes they called for were intended not only to fill gaps that citizens identified, but also to build on the many existing strengths that were acknowledged during the Review. Relationships are recognized as a cornerstone of trust. As relationships form and grow, those involved gain a greater understanding and appreciation for each other and come to understand how the others think and react and why they behave as they do. As relationships are strengthened, each party learns about motivations and limitations the other party faces, and most importantly, what goals, objectives and needs they have in common. The recommendations in Sharing Common Ground all add value in themselves by addressing specific needs and concerns raised by our communities. But perhaps even more importantly, as individuals and groups share these concerns and identify issues of common concern, solutions are developed and implemented in collaboration, and opportunities for these relationships to form and for understanding and trust to grow are created. A key and recurring theme during the Review was that follow-up was necessary in order to inform citizens and governments on implementation progress. This progress report outlines the achievements of the many people and organizations who have contributed to the implementation of these recommendations over the first year of Sharing Common Ground. Details: Whitehorse: Yukon Government, 2012. 38p. Source: Internet Resource: Accessed September 25, 2017 at: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Implementation_One_Year_Update-_May_2012.pdf Year: 2012 Country: Canada URL: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Implementation_One_Year_Update-_May_2012.pdf Shelf Number: 147446 Keywords: Police AdministrationPolice DepartmentsPolice LegitimacyPolice ReformPolice-Citizen InteractionsPolice-Community Relations |
Author: Yukon Government Title: Sharing Common Ground. Review of Yukon's Police Force : Final Report on Implementation Summary: The public expects that police officers will act with integrity and that their conduct will be above reproach at all times. From time to time, police services fall short of this expectation. This can be due to the result of a single act by a police officer that offends public sensibility or through a more general decline in the quality of service over time. When either or both occurs, it erodes the public's trust in its policing service. In these situations, there must be independent, transparent and accessible processes that hold individual members and the organization accountable. During this Review, the Co-Chairs and members of the Advisory Committee heard that some Yukon citizens do not have trust and confidence in "M" Division. This is particularly the case in First Nation communities, and with vulnerable citizens and individuals leading high-risk lifestyles. High profile incidents at the Vancouver International Airport and in other communities in British Columbia, and incidents that took place in Yukon, have shaken the public's confidence in the RCMP. In Yukon, two incidents have focussed public attention on the RCMP: a situation where two off-duty RCMP members were charged and later found not guilty of sexual assault; and the circumstances experienced by Raymond Silverfox in the holding cells at the Whitehorse detachment in the hours prior to his death. While these high-profile incidents have caused many citizens to question how the RCMP operates in the territory, Yukon First Nations citizens in particular have concerns rooted in their relationship with the RCMP and based on personal experience or hearsay. These concerns did not arise or develop recently, but they have been heightened by recent events. We have heard many accounts of policing excellence, including stories of RCMP members going above and beyond their normal duties. The purpose of the Review is to improve the quality of policing services for all citizens in the territory. First Nations and non-First Nations citizens raised concerns that some members of the community have been subject to discrimination and cultural insensitivity. Citizens, particularly those who work directly with women in crisis, raised concerns about the RCMP's response to calls for assistance in situations involving domestic violence and sexualized assault. Citizens brought forward concerns about being treated with indifference or disrespect when interacting with the RCMP. This was particularly evident in submissions from individuals in vulnerable situations - acutely intoxicated persons and offenders with mental health and cognitive disorders such as Fetal Alcohol Spectrum Disorder (FASD). A number of citizens also noted their frustrations, suspicions and lack of knowledge about the process for making a complaint against the RCMP. Even some individuals who work in the justice system were unaware of the complaint process Terms of Reference and process It was within this context that the Yukon Minister of Justice established the Review of Yukon's Police Force. The Review was Co-Chaired by a representative of the Council of Yukon First Nations; the Commanding Officer of RCMP "M" Division; and the Deputy Minister, Department of Justice, Government of Yukon. With the assistance of members of an Advisory Committee, the Co-Chairs spoke directly with over one thousand citizens of the territory to gain a better appreciation of their concerns with the RCMP and to build a process for restoring and maintaining public confidence in Yukon's police force. Terms of Reference - Terms of Reference 1: Consider measures and make recommendations to better ensure that Yukon's police force is responsive and accountable to the needs of Yukon citizens; - Terms of Reference 2: Review how public complaints relating to the RCMP in Yukon are currently dealt with and to make recommendations on any required improvements; - Terms of Reference 3: Determine the skills that Yukon officers require in order to provide policing services in Yukon communities and make recommendations to enhance training, including the potential for Yukon-based training; - Terms of Reference 4: Review the services provided by the RCMP to citizens who are in vulnerable positions, including victims of domestic violence and sexual assault, as well as individuals who are arrested and detained in custody; - Terms of Reference 5: Identify and build upon successes and best practices in the delivery of policing services to Yukon; and - Terms of Reference 6: Review and make recommendations on how best to implement in Yukon the existing RCMP policy on external investigations and reviews. The Co-Chairs and Advisory Committee members participated in public meetings across the territory. Meetings were also held with justice workers and social service providers who have regular contact with the RCMP. A special effort was made to engage First Nation citizens in the Review process. We recognized that many individuals might be reluctant to speak openly in a public forum about their experiences so we relied on third parties to arrange meetings and provide comments to us in writing. We also reached out to RCMP members, staff and volunteers, as well as former RCMP members living in the territory, to ensure that they had the opportunity to provide their perspectives on the challenges and opportunities of living and working in the north and their recommendations for moving forward. Details: Whitehorse: Yukon Government, 2014. 124p. Source: Internet Resource: Accessed September 25, 2017 at: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Final_Report.pdf Year: 2014 Country: Canada URL: http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Final_Report.pdf Shelf Number: 147447 Keywords: Police Administration Police DepartmentsPolice LegitimacyPolice ReformPolice-Citizen Interactions Police-Community Relations |
Author: Cohen, Irwin M. Title: Eliminating Crime: The 7 Essential Principles of Police-based Crime Reduction Summary: In the early 2000s, police agencies in British Columbia, Canada were forced to reimagine their approach when faced with a significant emerging crime problem. The traditional way of doing things was not proving effective against the explosion of gang activity, auto theft, drug production, and other crimes taking place throughout the province. In their book, Eliminating Crime: The Seven Essential Principles of Police-based Crime Reduction, authors Dr. Irwin M. Cohen, Dr. Darryl Plecas, Amanda V. McCormick, and Adrienne M.F. Peters explore the paths taken and the lessons learned as British Columbia police agencies researched and introduced effective new policing strategies based on seven essential principles. Details: Abbotsford, BC: University College of the Fraser Valley, School of Criminology and Criminal Justice, 2014. 152p. Source: Internet Resource: Accessed November 2, 2017 at: https://www.ufv.ca/media/assets/criminal-justice-research/Eliminating-Crime---The-Seven-Essential-Principles-of-Police-based-Crime-Reduction.pdf Year: 2014 Country: Canada URL: https://www.ufv.ca/media/assets/criminal-justice-research/Eliminating-Crime---The-Seven-Essential-Principles-of-Police-based-Crime-Reduction.pdf Shelf Number: 148025 Keywords: Crime Prevention Police AdministrationPolice Effectiveness Police Reform Policing |
Author: Police Reform Organizing Project Title: Changing the NYPD: A Progressive Blueprint for Sweeping Reform Summary: For the past twenty years, under the mayoralties of Rudy Giuliani and Michael Bloomberg, the New York City Police Department (NYPD) has increasingly engaged in various practices which are illegal and unconstitutional. These tactics are counterproductive, in that they decrease trust in and cooperation with the police, and have had an especially harmful impact on the city's most vulnerable and defenseless populations: African-American and Latino youth, LGBT persons, the homeless, mentally ill people, Muslims, street vendors, and sex workers. The NYPD's highly controversial stop-and-frisk policy and other aggressive policing tactics have engendered deep antagonism between the NYPD and many New Yorkers, as was clearly manifested in the results of the recent mayoral election. On August 12, 2013, the United States District Court for the Southern District of New York found that the NYPD's stop-and-frisk practices are unconstitutional. In Floyd v. City of N.Y., the court held that the NYPD carried out these practices in an invasive and racially discriminatory manner in violation of the Fourth and Fourteenth Amendments of the U.S. Constitution. Noting that over eighty percent of the 4.4 million people the NYPD stopped and frisked between January 2004 and June 2012 were African-American or Latino, the court called for comprehensive reform of the NYPD's practices to protect the rights and liberties of all New Yorkers. The federal court ruling touched a nerve for communities across the city victimized by stop-and-frisk. The issue of the NYPD's harsh and aggressive policing tactics generally and stop-and-frisk specifically, became major focal points of the 2013 mayoral campaign. Mayor Bill de Blasio, along with other leading candidates in the Democratic Party's primaries, called for comprehensive reform of the NYPD's policies. On October 31, 2013, the Second Circuit Court of Appeals stayed the Floyd ruling and its accompanying reforms pending the City's appeal. During the mayoral election campaign, Bill de Blasio vowed to withdraw the City's appeal upon taking office. He followed through on that pledge on January 30th when he announced that the City had reached an accord with the plaintiffs in the suit. The landmark stop-and-frisk ruling and the accompanying public support for NYPD reform present an ideal opportunity for Mayor de Blasio and his new Police Commissioner William J. Bratton to implement a rights-based policing program that works in partnership with communities. This report is meant to serve as a resource to help guide the de Blasio/Bratton administration through the tricky waters of managing meaningful reforms in NYPD policing practices and policy. Part I highlights straightforward policy shifts that Mayor de Blasio and Police Commissioner Bratton can immediately implement with little political or bureaucratic risk or opposition. These reforms include disbanding the peddler squad that harasses street vendors, establishing community intervention teams that work with mental health professionals to respond to people in psychiatric crisis, eliminating police confiscation of condoms in someone's possession as evidence of prostitution, ending the practice of arresting homeless people for 'quality of life' offenses, and dismantling the NYPD's often illegal arrest of individuals on criminal trespassing charges in public housing and private apartment buildings enrolled in "Operation Clean Halls." Part II presents longer-term and expansive institutional reforms. The section details the need for a paradigm shift in NYPD policing, one that reorients the NYPD from punitive policing and an aggressively enforced, illegal quota system towards promoting public safety and working in partnership with communities. This part proposes community-oriented problem-solving measures that engage and collaborate with neighborhood leaders, residents, local service programs, community centers, and places of worship. Such an approach will also entail enhanced and multifaceted oversight of the NYPD that should bring together community groups, the recently-created Inspector General, the court monitor mandated by the Floyd decision, the City Council, and the Mayor's Office. Part III recommends reforms in what has been in recent years the toxic culture of the Department, reforms that will result in significant changes in practices, including strengthening the NYPD liaison office for LGBT communities, legalizing and regulating the sale and possession of small amounts of marijuana, ending the unwarranted surveillance of New York's Muslim communities, and ensuring robust protection of First Amendment rights for all New Yorkers. Details: New York: PROP; Walter Leitner International Human Rights Clinic; Leitner Center for International Law and Justice; Fordham University School of Law; 2014. 27p. Source: Internet Resource: Accessed February 13, 2018 at: http://www.policereformorganizingproject.org/wp-content/uploads/2014/07/A-Blueprint-for-NYPD-Reform.pdf Year: 2014 Country: United States URL: http://www.policereformorganizingproject.org/wp-content/uploads/2014/07/A-Blueprint-for-NYPD-Reform.pdf Shelf Number: 149120 Keywords: Community-Oriented PolicingPolice AdministrationPolice ReformPolicingStop and Frisk |
Author: Scottish Institute for Policing Research Title: Policing 2026 Evidence Review Summary: Police Scotland and the Scottish Police Authority commissioned a series of evidence reviews from the Scottish Institute for Policing Research which have helped inform the development of the 2026 strategy. Written by an international group of leading policing scholars and practitioners, the reviews bring together the best research evidence from the last 30 years on key topics, including prevention, performance and partnership working. Each review combined important insights into what good practice looks like with concrete suggestions for how policing in Scotland can use this evidence to ensure that they are at the cutting edge of policy and practice. The specially commissioned papers collected together to form this Evidence Review have been written by a group of international policing experts with extensive experience as academic researchers, senior practitioners and policy makers. The strategic importance of this evidence review is that it embodies an evidence-based approach to policing, which values the role of research, science, evaluation and analysis to inform decision making within police organisations. As Professor Fyfe highlights in the first paper, such an approach has several wider benefits: - Politically, evidence-based approaches are central to the governance, accountability and legitimacy of policing and citizens expect police forces to draw on evidence to identify effective and efficient practices as well as emerging threats; - Economically, developing policy and practice on a robust evidence base of effective and cost-efficient activities is vital to the future sustainability of the police service; - Organisationally, evidence-based approaches are vital to claims about police professionalism so that the building of a body of knowledge on which good practice is based is key to achieving an enhanced professional status. There are also more immediate operational benefits to policing of an evidence-based approach: - Employing strategies and tactics that have been shown to reduce harm means more effective responses to community concerns and an increase in police legitimacy; - Evidence based approaches requires the police to access and analyse their own data which can lead to improvements in managerial accountability and better data recording and analytics; - The use of evidence to support innovative and creative ways of tackling problems can increase satisfaction with police work among officers and staff. Policing in Scotland is in a strong position to play a world-leading role in evidence-based approaches given the established strategic partnership between Scotland's universities, Police Scotland and the Scottish Police Authority embodied in SIPR. Established in 2007 and now with an international reputation for research and knowledge exchange, SIPR plays a key role in contributing to evidence-based approaches in policing, supporting a strategic approach to innovation, contributing to education, professional development and organisational learning; and building research and analytical capacity in policing and universities. The use of evidence is central to the arguments about prevention addressed by Professor Laycock who focuses on the importance of Problem-Oriented Policing (POP) as the core of a preventative approach and how this should be rooted in the SARA model of Scanning, Analysis, Response and Assessment: - Scanning provides insight into the nature, frequency and impact of problems; - Analysis focuses on understanding the problem, collecting relevant data, and assessing the effectiveness of the response; - Response involves assessing what type of response would work in different contexts and them implementing an appropriate mechanism drawing on relevant knowledge and experience, including the on-line Crime Reduction Toolkit developed by the College of Policing. - Assessment focuses on whether an intervention was implemented effectively (a 'process' evaluation) and what the impact was. By embracing POP and experimentation, analysis, and assessment as a means of clearly defining the problems faced by communities and of developing evidence-based means of addressing these problems, Police Scotland has the potential to establish itself as a Learning Organisation. But to do this they need a different kind of police training and a supportive infrastructure that values experimentation, accepts risk, and encourages trust and delegation. Prevention must be focused in particular places because problems are not distributed evenly or randomly and the evidence clearly demonstrates that targeting specific locations where crime concentrates yields the best effects on crime prevention, and will also typically involve some form of partnership working between police and other organisations. These are the key message of the following 2 reviews. That on place-based policing by Professors Lum and Koper reinforces the conclusions of the Prevention paper, by identifying the key pillars of a place-based policing strategy: - Conducting geographic crime analysis of micro-places (neighbourhoods, street intersections etc.) and long term time trends so that a better understanding is achieved of the social, environmental and routine activity characteristics of hot spots - Proactively directing patrol to hot spots - Optimizing deterrence at hotpots - Problem solving at hotspots - Community engagement at hotspots Embracing these elements is vital to both more efficient and more effective policing. Their conclusion is unequivocal: 'Problem-solving and community-oriented approaches at crime hot spots can enhance long-term effectiveness of police actions and help strengthen police-citizen relationships'. These conclusions are echoed in the paper on partnership by Dr O'Neill which spells out the ways in which partnership needs to be recognised as an essential component of contemporary policing. The Christie Commission has set the broader strategic context for this in Scotland and this is reinforced by the Policing Principles set out in the Police and Fire Reform (Scotland) Act 2012: the main purpose of policing is to improve the safety and well-being of persons, localities and communities in Scotland, and that the Police Service, working in collaboration with others where appropriate, should seek to achieve that main purpose by policing in a way which (i) is accessible to, and engaged with, local communities, and (ii) promotes measures to prevent, crime, harm and disorder' (para.32). The research evidence base clearly highlights a number of key ingredients for successful partnerships which include relationships of trust, stability in staffing, co-location and pooled budgets. Within police organisations, there is also a need to ensure people have to the right skills for partnership working, that they receive appropriate training and that there are internal processes to support and reward partnership work. Officers also need to think differently about performance and success in relation to partnership working by focusing on broader outcomes, like harm reduction, and long term benefits rather than quick fixes. More generally, O'Neill makes the points that there needs to be a shift from viewing partnership work as 'nice to have' to seeing it as a core component of contemporary policing which allows the police to learn about which organisations are best placed to address particular problems. This problem solving focus is also central to Stanko's assessment of performance frameworks in policing. She cogently argues that a focus on crime narrows public discussion about the wider benefits of policing and disables the police from playing a broader partnership role in delivering safety and security in local communities. A good performance frameworks requires command of evidence and analysis and for the police this means that they must not only have command of the information they hold on the needs of users, the nature of problems, and the resources they can mobilize to deal with these issues, but also the ability to convert this 6 information into a joined up conversation with other partners in the public, private and third sectors and with communities. In this way, it is possible to develop a 'whole of government' approach to the delivery of safety and security in a local area strongly aligned with the Christie principles. Stanko points to specific example of performance frameworks which begin to allow this more joined up, outcome focused approach. In New Zealand, for example, the police have 3 high level outcomes: - Protected communities and preventing harm - Minimizing harm to victims - Delivering valued police services What this offers is a way of seeing the NZ police as part of a whole of government approach to improving security and justice for New Zealanders and the interconnectedness of what the police do with other parts of the public, private and third sectors. The focus of performance measurement therefore needs to be on outcomes and, through the use of evidence and analytics, allow informed debates of the underlying problems affecting communities which can then bind public, private and third sectors together in problem solving partnerships. As Stanko observes, numbers of crime don't tell you whether crime or security has changed within a community - it just counts what people have told the police. If the focus of performance is to be on reducing harm and vulnerability through collaborative partnerships then there need to be a range of key measurement indicators to reflect this, which might include: a reduction in repeat violent offending, reductions in repeat victimizations for domestic and sexual violence, a reduction in the number of repeat visits for knife in juries in A&E, an increase in the reporting of sexual violence etc. The police would play a key part in some of these but each indicator would also need contributions for others (in health, victims' services, probation etc.). Furthermore, there needs to be local analysis of this information to feed into problem-solving at a local level. Drawing on their data, Police Scotland can lead a conversation about safety and security at national and local levels, but this needs to be integrated with data from other organisations to create a shared evidence base focused on outcomes relating to key questions such as: is violence getting better or worse in Scotland? what drivers of well-being should government focus on to improve safety to which the police can contribute? and is Scotland getting safer? Police performance is scrutinised through governance and accountability mechanisms and Dr Henry draws on a wide body of work to distil some key principles of what good democratic governance of policing should look like. This includes a focus on: - Equity in terms of organisational resource allocation and priorities in delivering services and in terms of individual experiences in police encounters; - Delivery of services that are responsive to public needs and which benefit all citizens and are based on fair, transparent processes and procedures; - Responsiveness in that policing should in part reflect the will and interests of people in terms of delivering the priorities and services they need but also draw on the knowledge of other professionals and partner organisations. It is also crucial that responsiveness does not compromise equity if being responsive to public demands would create discriminatory actions; - A distribution of power which balances central and local interests, with the centre contributing stability, consistency and equity, and the local focusing on responsiveness, flexibility and public participation; - The provision of information given that the viability of the principles of good governance depends on good information which is needed to ensure efficiency and effectiveness, to gauge public sentiment and document processes and procedures. This information might come from the police but would also include other knowledge from a range of other sources including neighbourhood data, academic research and information from other partner organisations; - Redress which relates to the need for organisational accountability of senior management and the individual accountability of officers in exercising their powers; - Participation in that the public should have a sense of ownership of how their society is policed and that there is an opening up of deliberation around policing to a breadth of voices. All the different thematic areas covered in the Evidence Review require good leadership and in the final paper by Dr Brookes the focus is on the need to think differently about police leadership. This means moving beyond thinking about the 'who' of leadership (i.e. the heroic leader) and asking other questions about the 'what', 'when', 'where', 'how' and 'why' of leadership. In addressing these questions, Brookes argues, a much more holistic view of leadership emerges, less focused on the traits of individual leaders, and more on the importance of setting a long term vision and developing shared norms that are adaptive and respond to changes in the external environment. This is the basis for transformational rather than transactional leadership and creating an organisation which prioritises professionalism, information sharing, quality assurance, an orientation towards service users, working with others and a problem-solving focus. Details: Edinburgh: The Institute, 2017. Source: Internet Resource: Accessed April 12, 2018 at: Year: 2017 Country: United Kingdom URL: Shelf Number: 149795 Keywords: Evidence-Based PolicingPolice AdministrationPolice EffectivenessPolice PatrolPolice PerformancePolice Problem-Solving |
Author: Matrix Consulting Group Title: Police Department Comprehensive Workload Study: Kauai County, Hawaii Summary: In October, 2016 the Matrix Consulting Group began the project to conduct a Police Department Comprehensive Workload Study for Kauai County. This document is the final report of the project team's work that includes an analysis of department staffing and organizational structure and key operational elements that notably impact staffing levels. The Matrix Consulting Group is a management consulting group established in 2002 that focuses entirely on public sector analytical services and specializes in public safety services. These services include staffing studies, organizational structure evaluations, operational efficiency and effectiveness reviews, patrol deployment alternatives and organizational culture evaluations. The Matrix Consulting Group has provided analytical services to public safety agencies for over 30 years and has conducted over 250 individual studies of law enforcement services. The Police Department desired a staffing analysis to serve as the foundation for police services in Kauai County. However, the efficiency and effectiveness of Police Department operations was also evaluated, identifying many improvement opportunities relating to service delivery, organization and staffing as summarized in the following specific study objectives: - Understand, document and analyze all workloads and service levels as well as the resources needed to handle these workloads in every function. - Compare current and alternative approaches to staffing, deployment and utilization of personnel - Ensure that community expectations are addressed and met by obtaining their input during this process. - Develop a defensible fact based analysis of resource needs. - Evaluate the choices that the Department has in meeting resource commitments. - Provide the tools necessary for Department and County personnel to evaluate needs as conditions change. The County and the Police Department undertook this important step to identify resource requirements, operational efficiencies, management and customer services goals are met. Details: Mountain View, CA: Matrix, 2017. 152p. Source: Internet Resource: Accessed April 16, 2018 at: https://www.matrixcg.net/wp-content/uploads/2016/10/Kauai-Police-Staffing-Report-6-15.pdf Year: 2017 Country: United States URL: https://www.matrixcg.net/wp-content/uploads/2016/10/Kauai-Police-Staffing-Report-6-15.pdf Shelf Number: 149799 Keywords: Police AdministrationPolice DepartmentPolice EffectivenessPolice PersonnelPolice Workload |
Author: Pape, Edward Allen, Jr. Title: Intersect Policing: Bringing CompStat to the Field Level to Reduce the Fear and Incidence of Crime Summary: CompStat is a computerized crime tracking system that was introduced by the New York City Police Department in 1994 and has been adopted by police departments around the world. The CompStat process acts as an accountability system that calls for commanding officers to reduce the fear and incidence of crime. While the nationwide reduction in crime over the past two decades may be partially attributed to CompStat, the system has also created tension in many police organizations. In addition, it currently fails to involve line members of the organization, those who actually perform the work, in the crime reduction process. In many departments, CompStat has morphed into a bureaucratic monster, creating a culture of fear that has damaged morale and diminished its effectiveness. The purpose of this research was to develop a real-time operating system, using CompStat as a strategic tool, to accomplish the purpose of law enforcement by including the knowledge and experiences from all sworn officers and others with a stake in reducing crime. As the Commanding Officer of Detectives assigned to West Valley Area of the Los Angeles Police Department, I instituted a system, which I termed Intersect Policing, which is coined from Frans Johansson's book (2004), The Medici Effect. This report describes the development and results achieved through the use of Intersect Policing. This work required the use of others' research including performance management, principles of behavior, organizational change, systems, core values, human capability, mental processing ability, mythologies, culture, communication, networking, and organizational learning. Key elements were based on the CompStat model of performance management, Macdonald et al. (2006) Systems Leadership Theory and Johansson's Medici Effect. The study encompassed two years during which the West Valley Area exceeded the average reduction in crime of the entire LAPD, which has continued as of this writing. Although based on a single case, the evidence strongly suggests that Intersect Policing can assist police departments to achieve the purpose of law enforcement, reduce the fear and incidence of crime, change mythologies and culture, and improve morale. Creating an Intersection where all stakeholders in the crime reduction process can communicate and exchange ideas enables police departments to achieve the purpose of law enforcement. Details: Los Angeles: University of Southern California, 2012. 407p. Source: Internet Resource: Dissertation: Accessed April 27, 2018 at: http://digitallibrary.usc.edu/cdm/ref/collection/p15799coll3/id/96435 Year: 2012 Country: United States URL: http://digitallibrary.usc.edu/cdm/ref/collection/p15799coll3/id/96435 Shelf Number: 149921 Keywords: CompStatCrime Analysis Police AccountabilityPolice Administration Police ManagementPolice Performance |
Author: Rosenbaum, Dennis P. Title: Measuring Police Organizations and their "Life Course": The National Police Research Platform Summary: The National Police Research Platform has developed and field tested a new methodology for studying police organizations in the 21st century. This methodology uses online surveys of agency employees; surveys that can be repeated annually with a large and diverse sample of agencies. The primary goals of this initiative are to (1) create a vehicle (the Platform) that will continuously advance our knowledge of police organizations and practices, thus strengthening the science of policing; and (2) provide regular and timely feedback to police agencies and policy makers that will help move the policing profession in the direction of evidence-based "learning organizations." The principal strength of the Platform is its capacity to (a) generate detailed data on police organizations that are not routinely available from Law Enforcement Management and Administrative Statistics (LEMAS) and other mail surveys, (b) generate data on how police organizations change over time, and (c) create this information for a larger and more diverse sample of agencies than is routinely available for analysis. If the scope of the platform is developed to its full potential, police in organizations around the nation will be able to track and assess their own changes in a framework that allows meaningful comparison with other similar agencies. This can be the basis for police organizations making well-informed decisions about how to deal with a wide range of organizational issues. Details: Washington, DC: National Police Research Platform, 2011. 16p. Source: Internet Resource: Research Overview: Accessed May 18, 2018 at: https://www.nationallawenforcementplatform.org/wp-content/uploads/2017/04/Measuring-Police-Organizations-full-report.pdf Year: 2011 Country: United States URL: https://www.nationallawenforcementplatform.org/wp-content/uploads/2017/04/Measuring-Police-Organizations-full-report.pdf Shelf Number: 150263 Keywords: Police AdministrationPolice AgenciesPolice OrganizationsPolice Reform |
Author: International Association of Chiefs of Police Title: Establishing and Sustaining Law Enforcement-Researcher Partnerships: Guide for Law Enforcement Leaders Summary: Law enforcement leaders are increasingly recognizing the benefits of applying research findings in their work. As more researchers direct their efforts toward producing practical knowledge about effective police policies and practices, law enforcement agencies are better able to use that information to maximize their capacity to protect the public and bring lawbreakers to justice. In this era of shrinking budgets, research that points to what works best can help law enforcement leaders do more with less. Evidence-based policing (EBP) is an approach to testing and validating all facets of policing that encourages law enforcement agencies to develop their policy and program guidelines based on knowledge of best practices, and to carefully define and monitor outcomes that are achieved through their actions. Policymakers, funders and even community members have come to expect publicly-funded agencies to demonstrate that their policies and practices are proven to be costeffective. EBP is not an all-or-nothing approach that results in discarding "failed" programs, but rather a way for law enforcement agencies to continuously refine and update their policies and practices. By working with researchers, police departments can contribute to the continuing development of evidence-based policies, programs and practices. Since law enforcement personnel are trained in investigative techniques, they have a natural appreciation for well-done research, i.e., research efforts that ask meaningful questions, assemble relevant evidence, and make a convincing case for recommended actions. Police departments that have implemented community and problem-oriented policing are familiar with the problem-solving process that is the foundation of action research: problem identification and analysis, response development and implementation, ongoing monitoring and refinement, and impact assessment. Many police staff members find that they can become critical consumers of research, able to discern which studies or findings are valid and understand how best to apply them in their own agencies. This guide outlines ways that law enforcement leaders can move from being consumers of research to working with researchers to generate useful knowledge about what works in their own agencies and for policing in general. The guidelines in this document are grounded in the experience of a number of law enforcement agencies that have already partnered with researchers to continuously improve police performance. Many of these agencies have been able to use the results of research on the effectiveness of their policies and practices to successfully advocate for needed resources or policy changes. A few have contributed significantly to the general body of knowledge about what works best in policing. Details: Alexandria, VA: IACP, 2018? 32p. Source: Internet Resource: accessed August 23, 2018 at: http://www.theiacp.org/Portals/0/documents/pdfs/EstablishingSustaingLawEnforcement-ResearchPartnershipsGuideforLELeaders.pdf Year: 2018 Country: United States URL: http://www.theiacp.org/Portals/0/documents/pdfs/EstablishingSustaingLawEnforcement-ResearchPartnershipsGuideforLELeaders.pdf Shelf Number: 151242 Keywords: CollaborationCriminal Justice ResearchInteragency Cooperation Police Administration Police Research Research Partnerships |