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Date: April 30, 2024 Tue
Time: 12:31 am
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Results for police ethics
51 results foundAuthor: Victoria. Office of Police Integrity Title: Offers of Gifts and Benefits to Victoria Police Employees Summary: This report discusses the ethical issues for police who accept gratuities. It highlights the need for an effective policy and practice framework to guide police in how to repond to offers of gifts or benefits and recommends guidelines for such a framework. Details: Melbourne: Government Printer, 2009. 21p. Source: Internet Resource; Parliamantary paper; session 2006-2009, no. 199 Year: 2009 Country: Australia URL: Shelf Number: 117618 Keywords: Police EthicsPolice Misconduct |
Author: Victoria. Office of Police Integrity Title: Risk Mitigation in High-Risk Environments: Street Sex Workers Summary: This discussion paper examines one facet of the 'Areas of Operational Emphasis' of the Office of Police Integrity for the period 30 June 2008 until 1 July 2009. The focus of this project was the identification of systemic policing risks associated with policing illegal aspects of the sex industry. It concluded with the recommendation for the development of standards, in concert with Victoria Police, to guide police officers officially interacting with street sex workers. The paper draws from case studies where deficits in appropriate and rigorous management, work practices, and ethical decision-making have contributed to police corruption, risk to organizational reputation and to human rights violations between police officers and sex workers. Details: Melbourne: Office of Police Integrity, 2008. 44p. Source: Internet Resource; OPI Discussion Paper no. 1 Year: 2008 Country: Australia URL: Shelf Number: 117580 Keywords: Police EthicsPolice MisconductProstitution |
Author: Shah, Naureen Title: Broken system: dysfunction, abuse, and impunity in the Indian Police. Summary: This report documents a range of human rights violations committed by police, including arbitrary arrest and detention, torture and extrajudicial killings. The report is based on interviews with more than 80 police officers of varying ranks, 60 victims of police abuses, and numerous discussions with experts and civil society activists. It documents the failings of state police forces that operate outside the law, lack sufficient ethical and professional standards, are overstretched and outmatched by criminal elements, and unable to cope with increasing demands and public expectations. Field research was conducted in 19 police stations in Uttar Pradesh, Karnataka, Himachal, Pradesh, and the capital, Delhi. Details: New York, NY: Human Rights Watch, 2009 Source: Internet Source Year: 2009 Country: India URL: Shelf Number: 116186 Keywords: AsiaPolice BehaviorPolice EthicsPolice MisconductPolice OfficersTorture |
Author: Victoria. Office of Police Integrity Title: Report on Investigation into Operation Clarendon Summary: This report deals with issues that were the subject of an investigation into matters relating to the activities of Victoria Police members and a citizen, Mr. Kerry Milte. The inquiry examined allegations of unlawful activities between current members of the Victoria Police and Mr. Kerry Milte, who was acting as a police informant. Details: Melbourne: Government Printer, 2008. 23p. Source: Parliamentary Paper; Session 2006-2008, no. 79 Year: 2008 Country: Australia URL: Shelf Number: 117612 Keywords: InformantsPolice CorruptionPolice Ethics |
Author: Advancement Project Title: Rampart Reconsidered: The Search for Real Reform Seven Years Later Summary: In 1999, allegations by a convicted former Los Angeles Department Rampart CRASH officer led to an investigation of police abuse and corruption within the Los Angeles Police Department. This report is a post-scandal check up that re-examines the underlying causes of the CRASH crisis and identifies continuing threats of corruption recurrence. It also is a proposal for actions that lock in current successes, resolve the department's longstanding problems and begin to defuse police-public hostility that still vexes high crime areas. Details: Los Angeles: Advancement Project, 2006. 101p. Source: Internet Resource: Accessed April 17, 2018 at: http://assets.lapdonline.org/assets/pdf/Rampart%20Reconsidered-Full%20Report.pdf Year: 2006 Country: United States URL: http://assets.lapdonline.org/assets/pdf/Rampart%20Reconsidered-Full%20Report.pdf Shelf Number: 117107 Keywords: Police Corruption (Los Angeles)Police EthicsPolice IntegrityPolice Legitimacy |
Author: Azfar, Omar Title: Police Corruption, Crime and Crime Reporting: A Simultaneous Equations Approach Summary: This study examines the causal relationship between police corruption, crime and crime reporting, using data from the International Crime Victimization Survey. Using a simultaneous equations approach the study found a number of intuitive relationships, which are statistically significant. The clearest of these is that crime reporting reduces police corruption. Details: Oslo: Norwegian Institute of International Affairs, 2008. 35p. Source: Internet Resource; NUPI Working Paper 743 Year: 2008 Country: United States URL: Shelf Number: 118574 Keywords: Crime ReportingPolice CorruptionPolice EthicsPolice Misconduct |
Author: Prasad, Devika Title: Complaints Authority: Police Accountability in Action Summary: In late 2006, the Supreme Court of India ordered the creation of Police Complaints Authorities, along with other directions towards systemic police reform, across the country. This report provides an assessment of the first year of operation of India's newly created Police Complaints Authorities, for the year 2008. Primarily, this report offers a broad analysis of legislative provisions, background information on the Authorities which are functioning on the ground, and highlights weaknesses in legislation and practice. It ends by presenting specific recommendations for the improved functioning of these bodies. Details: New Delhi: Commonwealth Human Rights Initiative, 2009. 80p. Source: Internet Resource Year: 2009 Country: India URL: Shelf Number: 118725 Keywords: Police EthicsPolice MisconductPolice Reform |
Author: Stone, Christopher Title: Policing Los Angeles Under a Consent Decree: The Dynamics of Change at the LAPD Summary: After a decade of policing crises that began with the beating of Rodney King in 1991 and culminated in the Rampart police corruption scandal in 1999, the U.S. Department of Justice announced in May 2000 that it had accumulated enough evidence to sue the City of Los Angeles over a pattern-and-practice of police misconduct. Later that year, the city government entered a "consent decree" promising to adopt scores of reform measures under the supervision of the Federal Court. This study concludes that the the LAPD has significantly redeemed itself in the eyes of the public. A full 83 percent of city residents say the LAPD is doing a good or excellent job - up from 71 percent two years ago. The study found that the quality and quantity of law enforcement has improved since 2002 even as police used less serious force each year since 2004. Details: Cambridge, MA: Program in Criminal Justice Policy and Management, Harvard Kennedy School, 2009. 68p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 118799 Keywords: 129782Police AccountabilityPolice CorruptionPolice EthicsPolice MisconductPolice ReformPolice Use of Force (Los Angeles) |
Author: Williams, Marian R. Title: Policing for Profit: The Abuse of Civil Asset Forfeiture Summary: This report presents a national study on the use and abuse of civil asset forfeiture and the first study to grade the civil forfeiture laws of all 50 U.S. states and the U.S. federal government. Under state and federal civil asset forfeiture laws, law enforcement agencies can seize and keep property suspected of involvement in criminal activity. This incentive has led to concern that civil forfeiture encourages policing for profit, as agencies pursue forfeitures to boost their budgets at the expense of other policing priorities. The results in this study demonstrate not only that federal equitable sharing is a loophole that state and local law enforcement use to circumvent strict state laws but also that pursuit of profit is a significant motivator in civil forfeiture actions. Simply put, when laws make civil forfeiture easier and more profitable, law enforcement engages in more of it. Details: Arlington, VA: Institute for Justice, 2010. 119p. Source: Internet Resource Year: 2010 Country: United States URL: Shelf Number: 119150 Keywords: Asset Forfeiture (U.S.)Police Ethics |
Author: U.S. Department of Justice. Office of Community Oriented Policing Services Title: Standards and Guidelines for Internal Affairs: Recommendations from a Community of Practice Summary: The Los Angeles Police Department (LAPD) convened the National Internal Affairs Community of Practice group comprising the LAPD and 11 major city and county law enforcement agencies. The purpose was to share and develop standards, recommendations, and best practices in Internal Affairs work, discuss differences and similarities in practice, and look at various approaches to improving individual and collective agencies' Internal Affairs practices. This report is the result of the group's work. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2009. 76p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 119259 Keywords: Internal AffairsPolice CorruptionPolice EthicsPolice MisconductPolicing |
Author: U.S. Department of Justice. Office of Community Oriented Policing Services Title: Building Trust Between the Police and the Citizens They Serve: An Internal Affairs Promising Practices Guide for Local Law Enforcement Summary: This report focuses on the pivotal role of the Internal Affairs function as one component of an agency-wide professional standards effort in building trust between law enforcement agencies, their staff, and the communities they are sworn to protect and service. The guide addresses the Internal Affairs function from complaint processing to decision-making, discipline, notification, and community transparency, as well as building an effective Internal Affairs approach for any size agency. It also looks at the Internal Affairs process from the citizen's viewpoint, presenting information on how local agencies can be accountable to their citizens through trust-building initiatives and other activities. Details: Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2009. 124p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 119258 Keywords: Internal AffairsPolice CorruptionPolice EthicsPolice MisconductPolice-Community Relations |
Author: New South Wales. Police Integrity Commission Title: Operation Lantana: Report to Parliament Summary: Operation Lantana involved allegations that two NSW Police Force officers had been involved in a ‘drug rip’, where they seized drugs and sold them for their own financial benefit. The Commission held a public hearing in February 2009 as a part of this investigation. Details: Sydney: NSW Police Integrity Commission, 2009. 50p. Source: Internet Resource Year: 2009 Country: Australia URL: Shelf Number: 118812 Keywords: Police CorruptionPolice EthicsPolice Misconduct |
Author: Kotwal, Navaz Title: GOA State Police Complaints Authority: Analysing Accountability in Action Summary: In April 2007, the government of Goa announced the setting up of a Police Complaints Authority at the state level. It has little resemblance to what the Supreme Court had directed in terms of its composition or mandate. The Court had envisioned an agency that would be independent of the police and the government with people on it selected carefully through a procedure that was open and transparent and not one that had government nominees. The present report gives a broad and holistic analysis of the functioning of the Goa Police Complaints Authority. The report ends with a set of recommendations for the government as well as the Authority that will help towards the strengthening of the Authority. Details: New Delhi: Commonwealth Human Rights Initiative, 2010. 39p. Source: Internet Resource Year: 2010 Country: India URL: Shelf Number: 119443 Keywords: Complaints Against PolicePolice AccountabilityPolice Corruption (India)Police EthicsPolice Misconduct |
Author: Victoria. Office of Police Integrity Title: Sensitive and Confidential Information in a Police Environment Summary: This discussion paper arose from extensive research and literature reviews into a number of leak enquiries involving police information. In the process of developing an understanding of the nature of information leaking by police officers, the Office of Police Integrity (OPI) researchers identified a paucity of knowledge within the Australian law enforcement environment. Unauthorised and inappropriate use of information by police officers is a form of misconduct that must result in serious consequences for all officers involved. This paper aims to provide an insight into and generate discussion about the factors influencing leaking behaviour, and to provide options for its prevention, management and treatment. The paper will also use case illustrations from OPI’s own investigation files and from the experiences of Victoria Police, to highlight the risks of misconduct and corruption. Details: Melbourne: Office of Police Integrity, 2010. 37p. Source: Internet Resource; Discussion Paper no. 2 Year: 2010 Country: Australia URL: Shelf Number: 119463 Keywords: Police CorruptionPolice EthicsPolice Misconduct |
Author: Victoria. Office of Police Integrity Title: Ceja Task Force Drug Related Corruption: Third and Final Report Summary: "In October 2006, the work of the Ceja Task Force drew to a close with the fifth successful prosecution for drug related offences of a former member of the now disbanded Victoria Police Drug Squad. Following the delivery of the verdict in that case, a third and final review of the operations of the Task Force was commissioned. The review examined the background, methodology and achievements of the Ceja Task Force." Details: Melbourne: Victorian Government Printer, 2007. 35p. Source: Internet Resource; Accessed August 10, 2010 at http://www.opi.vic.gov.au/index.php?i=86 Year: 2007 Country: Australia URL: http://www.opi.vic.gov.au/index.php?i=86 Shelf Number: 117838 Keywords: Drug OffensesPolice Corruption (Victoria, Australia)Police EthicsPolice Misconduct |
Author: Guttschuss, Eric Title: "Everyone's in on the Game": Corruption and Human Rights Abuses by the Nigeria Police Force Summary: "This report documents the myriad forms of corruption within the Nigeria Police Force, including bribery and extortion by rank-and-file officers and embezzlement and other forms of abuse of office by senior officials. These criminal acts by police undermine the rule of law and severely impact the human rights of all Nigerians. The Nigeria Police Force has a long history of engaging in unprofessional, corrupt, and criminal conduct. While many Nigerian police officers conduct themselves in an exemplary manner, working in difficult and often dangerous conditions, corruption and abusive behavior remain endemic. For many Nigerians, members of the force are viewed more as predators than protectors. On a daily basis, countless ordinary citizens are accosted by armed police officers who demand bribes and commit human rights abuses against them as a means of extorting money. These abuses range from arbitrary arrest and unlawful detention to threats and acts of violence, including sexual assault, torture, and even extrajudicial killings. Police also routinely extort money from victims of crimes to initiate investigations and demand bribes from suspects to drop investigations. There continue to be numerous reports of high-level police officials embezzling staggering sums of public funds meant to cover basic police operations. Despite one landmark conviction of a former inspector general of police, impunity is the norm. Senior police officers also enforce a perverse system of “returns” in which rank-and-file officers are compelled to pay up the chain of command a share of the money they extort from the public. Government officials charged with police oversight, discipline, and reform have failed to root out the systemic corruption that is fueling many of the police abuses. “Everyone’s in on the Game” sets forth detailed recommendations to the Nigerian government, urging officials to follow through on police reform initiatives and hold accountable police officers of any rank implicated in extortion, embezzlement, or other serious crimes." Details: New York: Human Rights Watch, 2010. 108p. Source: Internet Resource: Accessed August 18, 2010 at: http://www.hrw.org/en/reports/2010/08/17/everyone-s-game Year: 2010 Country: Nigeria URL: http://www.hrw.org/en/reports/2010/08/17/everyone-s-game Shelf Number: 119626 Keywords: BriberyHuman Rights (Nigeria)Police Corruption (Nigeria)Police EthicsPolice Misconduct (Nigeria)Policing (Nigeria) |
Author: Faull, Andrew Title: Corruption and the South African Police Service: A Review and Its Implications Summary: In 2002 the South African Police Service’s (SAPS) anti-corruption unit was shut down after six years of apparently successful work. Since then the organisation has struggled to develop and implement a new corruption combating plan. While it is arguably impossible to measure the extent of corruption in the SAPS, research points to a correlation between rising public perceptions of police corruption and a loss of faith in policing institutions. Corruption thus threatens the legitimacy of one of the country’s central structures of justice. In 2007 the SAPS was due to roll out a barrage of anti-corruption measures as part of an ambitious plan to clamp down on corruption in its ranks. In light of these developments this paper provides an overview of previous research on corruption in the organisation together with an introduction to SAPS’s latest approach to corruption busting. This paper represents an independently funded collaboration between the Crime and Justice and Corruption and Governance Programmes at the Institute for Security Studies. Details: Pretoria, South Africa: Institute for Securitiy Studies, 2007. 19p. Source: Internet Resource: ISS Paper 150: Accessed September 3, 2010 at: http://www.iss.co.za/uploads/PAPER150PDF.PDF Year: 2007 Country: South Africa URL: http://www.iss.co.za/uploads/PAPER150PDF.PDF Shelf Number: 110194 Keywords: Police CorruptionPolice EthicsPolice Misconduct |
Author: Luger, Andrew Title: Report of the Metro Gang Strike Force Review Panel Summary: The Metro Gang Strike Force was created by the Minnesota Legislature in 2005. The Mission of the Strike Force is restated a number of times, and is summarized in the "Joint Powers Agreement Creating the Metro Gang Strike Force" as follows: The Metro Gang Strike Force (hereinafter "MGSF") is hereby established by the Parties to coordinate efforts to prevent gang activity; and investigate, apprehend and prosecute those individuals engaged in such crimes which could be defined as gang related or crimes committed for the benefit of a gang. Prior to its formation in 2005, the Strike Force was part of the Minnesota Gang Strike Force. In 2003, the Minnesota Gang Strike Force lost much of its funding from the state legislature. At that time, the Minnesota Gang Strike Force relied on a variety of sources for funding, including forfeitures. Officers familiar with the Minnesota and Metro Gang Strike Forces told the Panel that many who worked at the two Strike Forces developed a "depression era" mentality about funding that included constant concern that the entities would not survive financially. According to the people who spoke with us about this topic, the concern about the ability to fund the Strike Forces' operations most likely led to the increased focus on forfeitures as a revenue source. In the dialogue that follows the issuance of this Report, it is our hope that the good work of the "first" Strike Force is not lost on the public and policy makers. Despite the egregious conduct of some, the Strike Force made positive contributions in a number of ways. As policy makers consider the needs of law enforcement in fighting gangs going forward, they must take into account the need for these types of positive efforts. As to the contributions of the Strike Force, our review indicates that: • Many Strike Force officers worked hard to develop gang-related intelligence that led to important investigations and prosecutions. In support of this work, Strike Force officers coordinated activities with other state, local and federal law enforcement agencies and prosecutors and contributed to successful gang prosecutions. In addition, Strike Force officers coordinated the sharing of gang-related information among a variety of law enforcement bodies and often assisted local police forces through the dissemination of important information. • Strike Force officers cooperated with investigations outside of the metro area when called upon by other jurisdictions and lent their knowledge and expertise to the efforts of others. • Strike Force officers, most notably the Commander, willingly gave their time to outreach efforts with schools, non-profits and others to describe efforts and techniques useful to prevent the spread of gangs. At the same time, these constructive and laudable efforts cannot mask the stain created by the highly questionable conduct described in this Report, the conduct of that "second" Strike Force. As we reviewed documents, members of the Panel were struck by how many cases had no connection to any gang activity and could not be reconciled with the mission of the Strike Force. The Strike Force's mission does not support the creation of roving "saturation" details that stop people for traffic violations or seize the funds of an undocumented alien who has committed no other offense. Yet this is what we found, many times over. The mission of the Strike Force does not contemplate officers seizing large quantities of personal items during the execution of search warrants without any effort to tie these items to criminal activity. Yet this was a regular occurrence. And the mission of the Strike Force does not authorize officers to take seized items home or purchase these items for their own personal use. But this is what happened, time and again. The state inquiry into the disbanded Strike Force uncovered "substantial evidence of misconduct" that went well beyond revelations previously reported by news media or uncovered in earlier government investigations. The panel's report, issued Thursday, said that Strike Force employees repeatedly took home seized property for personal use and that many of the seizures themselves were improper. Details: Minnesota: Metro Gang Strike Force Review Panel, 2009. 85p. Source: Internet Resource: Accessed March 21, 2011 at: http://minnesota.publicradio.org/features/2009/08/20090820_gangstrikeforce.pdf Year: 2009 Country: United States URL: http://minnesota.publicradio.org/features/2009/08/20090820_gangstrikeforce.pdf Shelf Number: 121086 Keywords: GangsPolice EthicsPolice Misconduct (Minnesota) |
Author: Gorta, Angela Title: Minimising Officer Illegal Drug Use: The Impact of Operation Abelia in the 5 Years Since Publication Summary: Illegal drug use by police officers is a concern in many jurisdictions. It is more than five years since the Police integrity Commission published its Operation Abelia report which sought to develop a better understanding of the nature of the problem of illegal drug use by some NSW police officers and what can be done to minimise such illegal drug use. This Research & Issues Paper provides a brief outline of Operation Abelia and then describes the key outcomes arising from some of the Operation Abelia 64 recommendations and the related changes in NSW Police Force policies and practices that have occurred following Operation Abelia. It also outlines future challenges for the NSW Police Force in this area. It does not contain any formal recommendations. Details: Sydney: NSW Police Integrity Commission, 2011. 35p. Source: Internet Resource: Research and Issues Papers, No. 6: Accessed April 6, 2011 at: http://www.pic.nsw.gov.au/files/News/Abelia%20Research%20&%20Issues%20Paper.pdf Year: 2011 Country: Australia URL: http://www.pic.nsw.gov.au/files/News/Abelia%20Research%20&%20Issues%20Paper.pdf Shelf Number: 121257 Keywords: Police CorruptionPolice EthicsPolice Misconduct (Australia)Police Officers, Drug Abuse |
Author: Gorta, Angela Title: Operation Abelia: Research and Investigations into Illegal Drug Use by Some NSW Police Officers. Volume 1: Summary Report Summary: Illegal drug use by police officers is a concern in many jurisdictions. Project Abelia combined research and investigations to develop a better understanding of the nature of the problem of illegal drug use by some NSW police officers and what can be done to minimise such illegal drug use. Volume 1 is a Summary Report which provides an outline of how Operation Abelia was undertaken and describes a selection of findings and observations made. It also provides an overview of the nine-part strategy developed from the Commission’s 64 recommendations for strengthening the NSW Police Force’s approach to minimising illegal drug use by its officers. Details: Sydney: NSW Polite Integrity Commission, 2005. 50p. Source: Internet Resource: Accessed April 21, 2011 at: http://www.pic.nsw.gov.au/files/reports/Abelia_Volume_1_%20Summary.pdf Year: 2005 Country: Australia URL: http://www.pic.nsw.gov.au/files/reports/Abelia_Volume_1_%20Summary.pdf Shelf Number: 121394 Keywords: Drug Abuse and AddictionPolice EthicsPolice Misconduct (Australia) |
Author: Ritter, Ildiko Title: A Matter of Trust: Research on Complaints Filed Against Police Measures in 2005 Summary: The Hungarian system of complaints against unlawful police action has been criticised being dysfunctional due to systemic and procedural reasons. The most important flaw was that the police rather than an independent body decided all complaints. The institutional culture of this military-type organization is still characterized by lack of transparency and strong internal loyalty. Senior police leaders usually do not act with sufficient firmness against violations committed by their colleagues, therefore often even obvious violations of law are deemed lawful, few complaints are submitted and practically all are rejected. In 2007, The Hungarian Helsinki Committee launched a program with the support of the Trust for Civil Society in Central and Eastern Europe, in order to incite the reform considering the police complaints’ procedure. The Committee aspired to identify problems in legislation and practice that were the causes of the complaints system’s ineffectiveness, and to raise awareness of the need to make the system of complaints more effective in Hungary. (The program of the roundtable, organized by the HHC and the Hungarian Civil Liberties Union in April 2007 about the police complaint mechanisms, may be downloaded here.) The Committee advocated for establishing an independent police complaints body, showed examples of good practice from other EU member states and also proposed a model law to be considered for adoption by Hungarian law-makers. In 2008, the HHC published a report on the research under the title ‘A Matter of Trust’, which analyzed the typical reasons of the complaint procedures, their outcomes, and the lessons drawn through the examination of the files of 200 complaints. Details: Budapest, Hungary: Hungarian Helsinki Committee, 2008. 68p. Source: Internet Resource: Accessed April 26, 2011 at: http://helsinki.webdialog.hu/dokumentum/Bizalmi_kerdes_US.pdf Year: 2008 Country: Hungary URL: http://helsinki.webdialog.hu/dokumentum/Bizalmi_kerdes_US.pdf Shelf Number: 121506 Keywords: Police CorruptionPolice EthicsPolice Misconduct (Hungary) |
Author: Stephens, Darrel W. Title: Police Discipline: A Case for Change Summary: This paper describes the challenges law enforcement agencies nationwide experience with current disciplinary procedures and offers alternate approaches that can improve internal morale and external relationships with the community. The author also highlights proactive approaches (such as education-based discipline, mediation, peer review, and early intervention) that some agencies are employing to manage and/or reform officer behavior. Details: Cambridge, MA: Harvard Kennedy School, Program in Criminal Justice Policy and Management, 2011. 27p. Source: Internet Resource: New Perspectives in Policing: Accessed June 27, 2011 at: http://ncjrs.gov/pdffiles1/nij/234052.pdf Year: 2011 Country: United States URL: http://ncjrs.gov/pdffiles1/nij/234052.pdf Shelf Number: 121838 Keywords: Complaints Against PolicePolice BehaviorPolice EthicsPolice MisconductPolice, Disciplinary Procedures (U.S.) |
Author: Gorta, Angela Title: Preventing Corruption: Lessons from Occupational Health and Safety Summary: Unlike detecting and investigating corruption, preventing corruption requires intervening before the corrupt conduct occurs. However, the best ways to intervene are not always clear. This Research and Issues Paper illustrates practical ways of intervening to prevent or minimise corrupt conduct before it occurs by considering the similarities between the task of minimising corruption and the task of minimising workplace accidents. It identifies ten lessons from Occupational Health and Safety strategies for those who wish to prevent corruption and other forms of serious misconduct. While not a panacea, comparing corruption prevention strategies with Occupational Health and Safety strategies provides a useful way of both thinking about and communicating how to prevent corrupt conduct. Details: Sydney: NSW Police Integrity Commission, 2011. 22p. Source: Internet Resource: Research and Issues Papers, No. 8: Accessed June 28, 2011 at: http://www.pic.nsw.gov.au/News.aspx?NewsId=49 Year: 2011 Country: Australia URL: http://www.pic.nsw.gov.au/News.aspx?NewsId=49 Shelf Number: 121875 Keywords: Police BehaviorPolice Corruption (Australia)Police EthicsPolice Misconduct |
Author: Queensland. Crime and Misconduct Commission Title: Operation Tesco: Report of an Investigation into Allegations of Police Misconduct on the Gold Coast Summary: Operation Tesco was a CMC investigation into allegations that certain police officers on the Gold Coast were involved in inappropriate associations with criminals, drug use, misuse of confidential police information and resources, and acceptance of gratuities. It also examined police leadership and supervision in the Gold Coast area Although the investigation focussed only on three police officers, its significance lay in its exposure of the environment and attitudes that gave rise to their behaviour. It also put a spotlight on the conduct of other officers in the policing district — their use of police vehicles as private taxis, and their acceptance of free alcohol from local establishments. As well as drawing attention to the quality of supervision and the ability of local managers to recognise and deal with potential misconduct, the investigation also revealed some concerning policy gaps. Details: Brisbane: Crime and Misconduct Commission, 2011. 48p. Source: Internet Resource: Accessed June 30, 2011 at: http://www.cmc.qld.gov.au/data/portal/00000005/content/14049001308722893463.pdf Year: 2011 Country: Australia URL: http://www.cmc.qld.gov.au/data/portal/00000005/content/14049001308722893463.pdf Shelf Number: 121922 Keywords: Police BehaviorPolice EthicsPolice Misconduct (Australia) |
Author: Victoria. Office of Police Integrity Title: Improving Victoria Police Discipline and Complaint Handling Systems: A Progress Report Summary: This report reviews Victoria Police’s implementation of OPI’s previous recommendations for the Victoria Police complaints and discipline systems. The report outlines progress so far and provides an updated model for continued improvement in the areas of police discipline and complaints management. Details: Melbourne: Office of Police Integrity, 2011. 67p. Source: Internet Resource: Accessed July 6, 2011 at: http://www.opi.vic.gov.au/ Year: 2011 Country: Australia URL: http://www.opi.vic.gov.au/ Shelf Number: 121971 Keywords: Police Discipline (Australia)Police EthicsPolice Misconduct |
Author: Webbe, Simone Title: Simple, Effective, Transparent, Strong: An Independent Review of the Queensland Police Complaints, Discipline and Misconduct System Summary: The Queensland police complaints, discipline and misconduct system is dysfunctional and unsustainable. Complainants and police are subjected to a complex, administratively burdensome, overly legalistic and adversarial process that is dishonoured by chronic delays, inconsistent and disproportionate outcomes. This is not news. Many reviews over decades before this one have found police discipline entrapped by a system malaise that produces the perfect paradox, which is that despite the priority concern of individual ethical police officers for a quick and fair response to complaints made against them personally, the organisation formed by majority of those same officers tends to overcook investigations, oblige protracted delays and unnecessary complexity, and operationalise injustice as it surrenders to the rules and expectations of a system that serves no one well. Genuine organisational attempts and commitment to address the problems such as the recent hopeful trials for Project Verity have only served to increase frustration by their failure to progress a solution. There is an intimidating gap between the current police complaints, discipline and misconduct system and the ideal model that is 'simple, effective, transparent and strong' that was recommended recently by the Crime and Misconduct Commission in its report, Setting the Standard. Subsequently, the Premier called for this Independent Review to consider the big picture for a better system anchored by a requirement to also deliver the operational detail - and promote public confidence. The objective of the devolution policy implemented under the Crime and Misconduct Act 2001 was to effect quicker remedial responses to complaints through police management taking responsibility. In the decade since, neither remedial nor timely objective has been achieved. Implementation was flawed in essential respects because although the legal responsibilities and rationale moved to a capacity building intent for police to manage police conduct, the legislative and procedural complaints system itself remained an outdated and ineffectual dominant orthodoxy of discipline and punishment. Public confidence was compromised by more 'police investigating police'. Public trust was undermined by long legalistic processes for possible retribution that excluded admissions, apologies, individual and organisational learnings. This Review concludes that the police complaints, discipline and misconduct system in Queensland needs to correct its fundamental structural inconsistency with the policy objective of remedial intent; manage risk according to circumstances; and incorporate solutions beyond discipline and punishment such as a more responsive consideration of the needs of the complainant and restorative justice principles. Details: Brisbane: Queensland Department of the Premier and Cabinet, 2011. 160p. Source: Internet Resource: Accessed July 28, 2011 at: http://www.premiers.qld.gov.au/publications/categories/reviews/assets/independent-review-of-qld-police-discipline-system.pdf Year: 2011 Country: Australia URL: http://www.premiers.qld.gov.au/publications/categories/reviews/assets/independent-review-of-qld-police-discipline-system.pdf Shelf Number: 122190 Keywords: Complaints Against PolicePolice AccountabilityPolice DisciplinePolice EthicsPolice Misconduct (Australia) |
Author: Fric, Pavol Title: Crossing the Thin Llue Line: An international annual review of anti-corruption strategies in the police. 2001 edition. Summary: No matter what form it takes, corruption inside the police force poses one of the gravest dangers to the democratic functioning of society. The police should be an institution that protects citizens and society from those who snub law and order. However, due to the nature of the work performed by police officers (24/7 direct contact with both the public and the criminal underworld), they are prime targets for those who want to break the law and avoid prosecution. And when, instead of following the rule of law, police officers themselves break the law or lure other citizens into doing so, their actions create many problems, eroding the public’s faith in the rule of law, justice, and democratic institutions. Unfortunately, the amount of empirical information available on the corruption of police officers and the measures undertaken in order to fight this threat is rather limited. We are uncertain whether to blame this on a lack of interest among independent researchers in the field, or on the proverbial "blue wall of silence" from police officers. Nevertheless, this lacuna has led us to the idea of launching an annual review to re-evaluate the anti-corruption strategies within police forces world-wide. We believe that, by making such information publicly available, "crossing the thin blue line" will become more difficult. This year's review consists of the results of experts' investigations and case studies opinionated by distinguished experts. The first part of this study discusses in general outlines the anti-corruption strategies employed by selected countries, the possible factors influencing the choice of the strategies undertaken and the effectiveness of the specific measures used in the fight against police corruption. Countries' profiles, including detailed information about anti-corruption strategies applied in 25 countries and information about specific examples of corrupt behaviour by police officers, are presented in the second part of the study. The third part is conceptualised as an expansion of the survey's results. We have asked a distinguished international circle of experts in the field to offer their opinion on the case studies written by a investigative journalist familiar with police corruption. These experts' task was to map out an effective strategy or elements of a strategy that would help to diminish or minimise the occurrence of corrupt behaviour. Details: Prague: Transparency International, 2001. 105p. Source: Internet Resource: Accessed August 10, 2011 at: http://old.transparency.cz/pdf/crossing.pdf Year: 2001 Country: International URL: http://old.transparency.cz/pdf/crossing.pdf Shelf Number: 122355 Keywords: Blue Wall of SilenceCorruptionPolice CorruptionPolice EthicsPolice Misconduct |
Author: Victoria. Office of Police Integrity Title: Enabling a Flexible Workforce for Policing in Victoria Summary: In October 2009 OPI commenced a review of Victoria Police work practices. The aim of the review was to determine whether Victoria Police will be able to deliver an ethical and professional workforce that will meet the future needs of the Victorian community. In April 2010, OPI released an Issues paper, Flexible work practices for policing. The Issues paper identified the following key areas that would be the focus of the review: recruitment and training; transfer and promotion; professional development; movement of staff return to work; exiting employment with Victoria Police. Since the release of the Issues paper, OPI has undertaken widespread consultation with rank and file police, the Victoria Police Executive, the Police Association, the Police Appeals Board and others. OPI will table a report in Parliament with the outcome of the review in the second half of 2011. Details: Melbourne: Victoria Office of Police Integrity, 2011. 51p. Source: Internet Resource: Accessed September 19, 2011 at: http://www.opi.vic.gov.au/index.php?i=132&m=222&t=1 Year: 2011 Country: Australia URL: http://www.opi.vic.gov.au/index.php?i=132&m=222&t=1 Shelf Number: 122774 Keywords: Police Accountability (Australia)Police Ethics |
Author: Council of Europe, Committee of Ministers Title: International Police Standards - The European Code of Police Ethics Summary: Legislating for the security sector is a complex and difficult task. Many lawmakers thus find it tempting to copy legislation from other countries. This expedites the drafting process, especially when the texts are available in the language of the lawmaker, but more often than not, the result is poor legislation. Even after being amended, the copied laws are often out of date before coming into effect. They may no longer be in line with international standards or they may not fully respond to the requirements of the local political and societal context. Copied laws are sometimes inconsistent with the national legislation in place. In some cases, there is simply no model law available in the region for the type of legislation that is needed. This has been the case in the Arab region, where the security sector has only slowly begun to be publicly debated. It is thus difficult to find good model laws for democratic policing or for parliamentary oversight of intelligence services. It is therefore not surprising that many Arab lawmakers have felt frustrated, confused, and overwhelmed by the task of drafting legislation for the security sector. They found it difficult to access international norms and standards because little or no resources were available in Arabic. Many of them did not know where to search for model laws and several were about to give up. Some eventually turned to DCAF for assistance. The idea of a practical toolkit for legislators in the Arab region came when practitioners began looking for a selection of standards, norms and model laws in Arabic that would help them draft new legislation. Experts from the Arab region and DCAF thus decided to work together and develop some practical tools. This toolkit is primarily addressed to all those who intend to create new or develop existing security sector legislation. This includes parliamentarians, civil servants, legal experts and nongovernmental organisations. The toolkit may also be helpful to security officials and, as a reference tool, to researchers and students interested in security sector legislation. Details: Geneva, Switzerland: Geneva Centre for the Democratic Control of Armed Forces (DCAF), 2009. 45p. Source: Toolkit - Legislating for the Security Sector (2): Internet Resource: Accessed February 4, 2012 at http://se2.dcaf.ch/serviceengine/Files/DCAF09/95671/ipublicationdocument_singledocument/b7d10cd7-b7a4-4c46-a333-34de98cd832e/en/CoE.pdf Year: 2009 Country: International URL: http://se2.dcaf.ch/serviceengine/Files/DCAF09/95671/ipublicationdocument_singledocument/b7d10cd7-b7a4-4c46-a333-34de98cd832e/en/CoE.pdf Shelf Number: 123958 Keywords: Criminal Justice AdministrationLegislationPolice Ethics |
Author: Faull, Andrew Title: Police Officials’ Perceptions of Corruption and Integrity Management at three Gauteng SAPS Stations in 2009 Summary: When asked in 2009 to qualify his perception that corruption was a serious problem pervading the South African Police Service (SAPS), a captain replied, ‘You read about it every day.’ His belief that corruption exists on a large scale throughout the organisation in which he has based his career was shared by 66 of the 77 respondents interviewed for this paper. Are these perceptions fair? What do they suggest about how members perceive the integrity of their colleagues and organisation? What impact do they have on organisational morale? What are the forces shaping these perceptions and what is being done to improve matters? This paper explores and compares the manner in which corruption, fraud and integrity management manifested within SAPS stations in 2009. It examines employee perceptions of police corruption and the causal factors that may influence the prevalence or control of corruption and integrity violations. The research was conducted at three Gauteng priority stations during the first six months of 2009 at a time when the SAPS was finalising and attempting to implement the Corruption and Fraud Prevention Plan (CFPP). Launched late in 2008, the CFPP was the first organisation-wide corruption prevention strategy developed since the closure of the Anti-Corruption Unit in 2002. It has since developed into what is called the Anti-Corruption Strategy to be launched in December 2011; post-2009 developments, however, are not discussed in this paper. Details: Pretoria, South Africa: Institute of Security Studies, 2011. 28p. Source: Internet Resource: ISS Paper 228: Accessed February 6, 2012 at: http://www.isn.ethz.ch/isn/Digital-Library/Publications/Detail/?ots591=0c54e3b3-1e9c-be1e-2c24-a6a8c7060233&lng=en&ord582=grp2&id=136169 Year: 2011 Country: South Africa URL: http://www.isn.ethz.ch/isn/Digital-Library/Publications/Detail/?ots591=0c54e3b3-1e9c-be1e-2c24-a6a8c7060233&lng=en&ord582=grp2&id=136169 Shelf Number: 123999 Keywords: Police Corruption (South Africa)Police EthicsPolice Misconduct |
Author: Victoria (Australia). Office of Police Integrity Title: Information Security and the Victoria Police State Surveillance Unit Summary: This report deals with the outcome of a review that was commissioned under section 44 (1)(c) of the Police Integrity Act 2008 regarding the information security practices, procedures and policies in place at the Victoria Police State Surveillance Unit. The review was commissioned following the discovery in 2008 that the State Surveillance Unit was the probable source of the unauthorised release of a 68-page document, containing highly sensitive law enforcement data. The purpose of the review was to identify what, if any, measures need to be taken to prevent future unauthorised disclosure of law enforcement data from the Victoria Police State Surveillance Unit. Details: Melbourne: Government Printer, 2010. 77p. Source: Internet Resource: Accessed April 2, 2012 at: http://www.opi.vic.gov.au/index.php?i=16&m=8&t=1 Year: 2010 Country: Australia URL: http://www.opi.vic.gov.au/index.php?i=16&m=8&t=1 Shelf Number: 117582 Keywords: Information SecurityInformation SystemsPolice EthicsPolice Integrity (Australia)Police Misconduct |
Author: Victorian Ombudsman Title: Investigation into Allegations of Improper Conduct Involving Victoria Police Summary: July 2011, I received a disclosure from a whistleblower alleging that Mr Simon Overland, in exercising his powers of superintendence and control of Victoria Police during his time as Chief Commissioner, did so in a manner that fell within one or more of the categories of ‘corrupt conduct’ in section 3 of the Whistleblowers Protection Act 2001 (the WPA). The disclosure included: • Mr Overland, by: • accepting a temporary membership from the Melbourne Cricket Club (MCC); • accepting other offers of corporate hospitality; and • allowing and accepting behaviour of Victoria Police employees regarding the acceptance of gifts and benefits; adversely affected the honest performance of functions of Victoria Police employees regarding the acceptance of gifts and benefits. • Mr Overland (and others within Victoria Police) performed and allowed the performance of certain employment functions with inappropriate partiality including: • the reappointment of a superintendent; • an unnecessary and unethical termination payment to a senior executive; and • preferential treatment of two superintendents under investigation. 8. The WPA is designed to encourage disclosures of improper conduct about public officers and bodies and to provide protections for persons who make those disclosures. The Ombudsman’s role under the WPA includes determining, subject to specific provisions of the WPA, whether a matter requires investigation, and conducting or overseeing investigations. 9. Under the WPA, I may only investigate a disclosure if I determine that the matter is a public interest disclosure. To be a public interest disclosure, I must be satisfied that a person: • believes on reasonable grounds; and • the disclosure shows or tends to show that a public officer or body has, is, or proposes to engage in improper conduct in their capacity as a public officer or public body. 10. Improper conduct in the WPA is defined as: • corrupt conduct; • a substantial mismanagement of public resources; • or a substantial risk to public health and safety or the environment. This conduct must also, if proven, constitute a criminal offence or reasonable grounds for dismissal. 11. I considered that the conduct of Mr Overland, if proven, would have been reasonable grounds for the termination of his appointment as Chief Commissioner when he occupied this position. I therefore considered that this disclosure was a public interest disclosure. 12. This report details the results of my investigation into the public interest disclosure. Other allegations were also included in the disclosure although I have not considered it appropriate or in the public interest to report those allegations to the Parliament. I have, however, included the results of my investigation in relation to those matters in my separate report to the Chief Commissioner of Victoria Police made pursuant to section 63A of the WPA. Details: Melbourne: Victorian Government Printer, 2012. 51p. Source: Internet Resource: Accessed November 6, 2012 at: http://www.ombudsman.vic.gov.au/resources/documents/Allegations_of_improper_conduct_-_Victoria_Police.pdf Year: 2012 Country: Australia URL: http://www.ombudsman.vic.gov.au/resources/documents/Allegations_of_improper_conduct_-_Victoria_Police.pdf Shelf Number: 126890 Keywords: Police CorruptionPolice EthicsPolice Misconduct (Australia) |
Author: Zschoche, Ruth Title: A Multilevel Model of Police Corruption: Anomie, Decoupling, and Moral Disengagement Summary: Police corruption is a primary concern for law enforcement agencies. The purpose of this study was to identify factors that could predict the likelihood of police officer susceptibility to corruption. Data was collected through surveys of 1083 officers within eight U.S. police agencies that were participating in the National Police Research Platform funded by the National Institute of Justice. The data were analyzed using multilevel structural equation and base multilevel models. The theoretical model for this study addressed susceptibility to corruption on both the departmental (clusters) and individual officer levels. Four main constructs were utilized in this study. Acceptance of deviant norms was the outcome variable operationalizing susceptibility to corruption. Anomie was a departmental predictor operationalizing expectations that socially accepted goals could not be accomplished through socially acceptable means. Decoupling was a departmental predictor measuring the extent to which departmental pragmatic goals were out of alignment with official ethical codes. Moral disengagement was the individual predictor operationalizing the ability to use cognitive mechanisms to excuse unethical decision-making. Departments higher in anomie and decoupling were hypothesized to have higher acceptance of deviant norms that condone corruption. Officers with higher levels of moral disengagement were also expected to have a greater acceptance of deviant norms. The departmental environment was expected to have more influence than individual officer traits such that anomie and decoupling would moderate the effects of moral disengagement within departments. The results demonstrated the promise of the multilevel theoretical model. Anomie was a strong predictor of acceptance of deviant norms. Moral disengagement was also a moderately strong predictor of acceptance of deviant norms in the base multilevel models. Anomie moderated the effect of moral disengagement to some degree, although it had no impact on the slope between acceptance of deviant norms and moral disengagement. Differences between departmental subgroups indicated how officer assignments and demographic characteristics may impact susceptibility to corruption. Study limitations related primarily to the multilevel structural equation model, scale construction, and sampling. Limitations are addressed as regards their general relevance to theory and methodology. Implications of the results for policy and future research are discussed. Details: Tampa, FL: Department of Criminology, College of Behavioral and Social Sciences, University of South Florida, 2011. 283p. Source: Internet Resource: Dissertation: Accessed December 1, 2012 at: http://scholarcommons.usf.edu/cgi/viewcontent.cgi?article=4617&context=etd Year: 2011 Country: United States URL: http://scholarcommons.usf.edu/cgi/viewcontent.cgi?article=4617&context=etd Shelf Number: 127097 Keywords: Police CorruptionPolice EthicsPolice Misconduct |
Author: Wilkinson, Peter Title: Benchmarking Police Integrity Programmes Summary: The ‘Benchmarking Police Integrity Programmes’ report sets out TI-UK’s views on what constitutes good organisational integrity practice and how this could be applied to the police. The paper then comments on how the ACPO review, ‘Managing Police Integrity’, compared with TI-UK’s view on good practice. It identifies recommendations for improvement in policy integrity programmes. The core finding identified in TI-UK’s report is that there is considerable variability in the quality of integrity systems and governance in police forces in England, Wales, and Northern Ireland. ACPO therefore needs to ensure that: • common standards, that are robust, clear and consistent, are embedded across Forces; • those standards should be characterised by clarity and consistency. In addition, TI-UK made eight other recommendations: • Model integrity code: ACPO should build on its work in developing a model police integrity code supported by tools and resources to be applied in a consistent manner across Forces; • Clarity and consistency: All those who manage integrity programmes or are governed by them should be able to easily understand their roles, obligations, procedures and rights, and the integrity programmes should also be clear to the public and other stakeholders; • Positive integrity management: ACPO should assist Forces to move from a reactive approach to a stance of active promotion of integrity, based on the principle of zero tolerance of corruption; • Common systems: Forces should implement common robust systems supported by guidance and tools to ensure that risks are identified, monitored, and managed; • Governance: ACPO must consider how necessary independent oversight can be brought into and embedded within the governance process; • Disciplinary measures: Further consideration should be given to disciplinary measures in the context of The Police (Conduct) Arrangements of 2008 - a good practice integrity programme should be founded on a zero tolerance approach to integrity violations. Any relaxation of disciplinary measures could undermine an effective integrity programme; • Public reporting: ACPO should take the lead in developing a common nation-wide standard for public reporting by Forces; • Comprehensive and continuous approach to risk assessment: The risk assessment process should be reviewed and strengthened to ensure that the process is robust, comprehensive and up-to-date in capturing emerging or changing risks such as those related to outsourcing, procurement, secondary employment and post-service employment. Details: London: Transparency International UK, 2012. 50p. Source: Internet Resource: Accessed January 29, 2013 at: http://www.transparency.org.uk/our-work/publications/10-publications/473-benchmarking-police-integrity-programmes Year: 2012 Country: United Kingdom URL: http://www.transparency.org.uk/our-work/publications/10-publications/473-benchmarking-police-integrity-programmes Shelf Number: 127421 Keywords: Police CorruptionPolice EthicsPolice Integrity(U.K.)Police Misconduct |
Author: Shalom, Alexander Title: The Crisis Continues Inside Police Internal Affairs Summary: Having an impartial complaint process that allows citizens to air grievances about police misconduct, accompanied by complete and fair investigations into those complaints, will improve law enforcement throughout New Jersey. The State of New Jersey recognized this more than two decades ago when the Attorney General first issued a comprehensive list of internal affairs (IA) rules establishing the rights of New Jerseyans to file complaints and a process by which they could do so. Having an effective IA process improves law enforcement because complaints often contain information that can alert supervisors in police departments that something is amiss and needs prompt attention. Additionally, by improving police practices and policies, good IA systems save public resources by preventing expensive litigation that may result when complaints are not addressed in compliance with the Attorney General Guidelines. The American Civil Liberties Union of New Jersey (ACLU-NJ) has recognized the importance of ensuring that police departments act in accordance with best practices. Too often, we receive complaints from citizens who feel that they are unable to get their grievance about an officer’s conduct addressed by the department that is best equipped to handle and respond to the complainant: the officer’s home department. In June 2009, we published a report examining how many of New Jersey’s municipal police departments were in compliance with the Attorney General’s Guidelines. The results were disturbing. We learned that the majority of departments failed to follow the law and the guidelines regarding individuals’ rights to file IA complaints. We then attempted to work with many of the departments. Over the past two years, we have taken numerous steps to provide assistance to those departments seeking to correct their errors and implement best practices in this area. This report picks up where the June 2009 report left off, incorporating the lessons from 2009 to conduct an even more thorough analysis in 2012. The results remained disconcerting. Once again a majority of local departments provided inaccurate information in response to the most basic questions regarding individuals’ rights to file IA complaints. The ACLU-NJ remains ready to serve as a partner with police departments that seek help in implementing best practices. Both police and the public benefit when individuals feel their complaints are both welcomed and addressed. However, leadership on this issue must also come from the top. As noted, the Office of the Attorney General (OAG) maintains useful and instructive guidelines to ensure access to the IA process. Having shared a draft of this report with the OAG, the ACLU-NJ is extremely pleased to report that the OAG will soon roll out two initiatives demonstrating its commitment to an accessible IA process and proper training of law enforcement regarding the rights of citizens to file IA complaints. First, the OAG will distribute to all NJ law enforcement agencies a laminated quick reference guide on how to handle IA complaints, designed to be placed by telephones in police departments. The informative guide, similar to ones the ACLU-NJ provided to many departments, demonstrates the desire of the OAG to ensure that the established rules are followed. Second, the OAG is developing an online training course for all police employees to access. Using NJ Learn, a training platform for all New Jersey first responders, police personnel will be able to test their knowledge of the rules that govern access to internal affairs. Both initiatives illustrate the strong commitment the OAG has made to encouraging compliance with its quality guidelines and full access to the IA process. The onus now shifts to the municipal departments to take advantage of the resources the state has pledged to provide. Details: Newark, NJ: American Civil Liberties Union of New Jersey, 2013. 30p. Source: Internet Resource: Accessed February 27, 2013 at: http://www.aclu-nj.org/files/3413/6059/3876/ACLU_NJ_Internal_Affairs.pdf Year: 2013 Country: United States URL: http://www.aclu-nj.org/files/3413/6059/3876/ACLU_NJ_Internal_Affairs.pdf Shelf Number: 127732 Keywords: Police EthicsPolice Internal Affairs UnitsPolice Misconduct (New Jersey (U.S.) |
Author: Dinning, Brooke Title: Project Cyril: Using the NSW Police Force Complaints System to Identify System Problems and Solutions Summary: In addition to providing a mechanism for determining whether or not there is evidence an individual officer has engaged in misconduct or criminal offences, the effective investigation and analysis of complaints can enable police agencies to identify systemic or organisational factors which may have contributed to the conduct under investigation. Research & Issues Paper no. 10 looks at how the NSW Police Force (NSWPF) complaints system is used to identify system problems and develop solutions so as to prevent future misconduct. Such solutions include improving policies, procedures, training, and communication and management practices. This paper contains the Commission's recommendations as to how the identification of system problems and solutions through the NSWPF complaints system may be improved. Details: Sydney: NSW Police Integrity Commission, 2014. 57p. Source: Internet Resource: Research and Issues Paper, no. 10: Accessed March 11, 2014 at: http://www.pic.nsw.gov.au/files/reports/Project%20Cyril%20Research%20&%20Issues%20Paper.pdf Year: 2013 Country: Australia URL: http://www.pic.nsw.gov.au/files/reports/Project%20Cyril%20Research%20&%20Issues%20Paper.pdf Shelf Number: 131848 Keywords: Police CorruptionPolice EthicsPolice Misconduct |
Author: Chapman, Chip Title: An Independent Review of the Police Disciplinary System in England and Wales Summary: There is a danger that another report on police discipline is seen as no more than a Potemkin village. The status quo always has an army to protect it. I was tasked by the Home Secretary to put forward proposals for a reformed police disciplinary system that is clear, public-focussed, transparent and more independent. The terms of the review included giving consideration to both the police and staff systems and how they might be brought more closely together. Police performance, conduct and misconduct (including what arises from the complaints procedure) have been surveyed and scanned more than most other aspects of policing. This is not just in England and Wales, but in almost all those jurisdictions around the world that follow a similar policing inheritance to the UK, and those that aspire to our level of legitimacy. This report follows in the footsteps of, for example, the Morris Report (2004) and the Taylor Report (2005). There are consistent themes in all previous reports in all jurisdictions. These include: - A requirement to harmonise the disciplinary arrangements, as far as possible, with those of other public sector employers. - Balancing the focus of sanctions between punitive and rehabilitative action. - A requirement for the lowest level decision-making in disciplinary matters. - A requirement to formally link managerial and disciplinary systems. - A requirement to speed up processes with simple systems. - A requirement to streamline dismissal procedures. - A requirement to streamline review and appeals procedures. I have attempted to navigate within these themes. "The police service is constantly in the news, often glamorised, often vilified" : not my words but of those debating the last Royal Commission in to policing in 1962.1 The Royal Commission followed a number of high profile scandals that might also resonate in 2014. A key change from 1962 has been the decentralisation of control and accountability back to the Police and Crime Commissioners (PCC) via the Police Reform and Social Responsibility Act 2011. In business process terms, this is akin to the relationship between the "Chairman" of a Board (the PCC) and the "CEO" (Chief Officer) and defines where leadership and managerial accountability should lie at that level. I have been mindful of this distinction and the need to allow police forces "to manage their business" as one would expect of a CEO. It is right that authority and responsibility should predominantly lie with the police leadership: what is then done with those two features is even more important. Where there are recommendations that counter this, it is because of the need for transparency, removal of opaqueness or the requirement for increased trust by the public in the internal mechanisms of the police disciplinary system. That is, helping the police to help themselves. At the heart of the issue throughout this report is not discipline at all: it is the sum of governance, leadership, management, ethos, ethics, training, culture and behaviours. With the time constraints allocated to me, I have not been able to delve in to all of these areas as I might have liked. Details: London: UK Government, 2014. 94p. Source: Internet Resource: Accessed January 22, 2015 at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/385911/An_Independent_Review_of_the_Police_Disciplinary_System_-_Report_-_Final....pdf Year: 2014 Country: United Kingdom URL: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/385911/An_Independent_Review_of_the_Police_Disciplinary_System_-_Report_-_Final....pdf Shelf Number: 134437 Keywords: Police CorruptionPolice EthicsPolice Misconduct (U.K.) |
Author: Newburn, Tim Title: Literature review - Police integrity and corruption Summary: There is a sizeable body of literature that attempts to wrestle with the thorny issue of how 'corruption' might be defined. There is little need to review it all here, though the matter cannot be ignored entirely. What follows is a brief outline of why the issue of definition is of some concern, and an outline of the key terms used throughout this short review. In short, there have been two main ways of approaching the issue of corruption. One looks at the different forms of behaviour and attempts to distinguish those actions that might be considered corrupt. The second seeks to construct a definition that can be used to separate corrupt from non-corrupt acts. In truth neither is entirely satisfactory. The problem is that corruption is fundamentally an ethical issue. The simple but uncomfortable fact is that complex ethical problems are an inherent part of policing. The consequence is that complete clarity around conduct is impossible. However, recognising this, and being prepared to discuss openly the problems and the complexities necessarily involved in policing, is an important part of the process of developing coherent administrative policy responses to such issues. Details: London: HMIC, 2015. 48p. Source: Internet Resource: Accessed February 5, 2015 at: https://www.justiceinspectorates.gov.uk/hmic/wp-content/uploads/pic-literature-review.pdf Year: 2015 Country: United Kingdom URL: https://www.justiceinspectorates.gov.uk/hmic/wp-content/uploads/pic-literature-review.pdf Shelf Number: 134552 Keywords: Police BehaviorPolice Corruption (U.K.)Police EthicsPolice Misconduct |
Author: McDowall, Almuth Title: Promoting ethical behaviour and preventing wrongdoing in organisations: A rapid evidence assessment Summary: This report summarises the findings of an REA, the aim of which was to identify interventions, mechanisms and levers that might help to encourage ethical behaviour and prevent wrongdoing in organisations (i.e. comply with common professional standards or ethical principles). This review builds on the separate REA carried out by the College on the impact of codes of ethics on professional behaviour (see Brown 2014). The REA is based on a total of 57 studies carried out in policing and other professions. The review used a clear protocol to search for, sift and bring together the most relevant research papers. It reports 39 studies identified by this method, plus an additional 18 studies identified by the College of Policing or at peer review. While it was difficult to draw out overall conclusions from the literature, because the studies included in the review used a wide range of research methods to answer different questions in a variety of settings, the key findings are highlighted below. Evidence from existing systematic reviews is presented separately to that from single studies and case studies. What works and what's promising While the number of evaluated interventions and practices found during our literature search was fairly small, and sometimes not of the type required to make statements about "what works", the evidence we did find suggested that organisations can take positive steps to encourage ethical behaviour and address wrongdoing. Evidence from a systematic review - Procedural justice policing - The strongest intervention evidence we identified - based on a systematic review - explored the impact of a range of interventions on public perceptions of the police, a "positive" measure of ethical behaviour, rather than a "negative" measure of wrongdoing: - Overall, interventions that embraced the principles of procedural justice (i.e. fair decision-making and respectful treatment) - such as community policing, informal contact and restorative justice - improved public trust and confidence, and changed people's perception of the police for the better. - The review concluded there was "overwhelming support" for the police to introduce innovations that seek to advance citizen perceptions of legitimacy. Evidence from individual intervention studies or case study reviews - Body worn video cameras - One US randomised controlled trial (identified by the College outside the search protocol) showed that body worn video cameras can lead to a significant reduction in the police use of force. The effect on public complaints also appeared to be positive, but was less conclusive. - Being held to account - One quasi-experiment involving Dutch riot police suggested that reminding officers they would be accountable for their actions had a positive impact on reported attitudes (e.g. more moderate views about the police use of force). - Training - Five studies were identified exploring the effect of training in both military and policing contexts. Though the content and delivery of the training differed, the nature of decision-making and interaction skills were common elements. Each study suggested training could have a positive effect: - Training in moral decision-making (military) - A quasi-experiment, involving the Swiss military, showed that a one-week training programme on resolving moral dilemmas was effective in improving the decision-making competence of officers. - Training in procedural justice (police) - A randomised controlled trial carried out in Greater Manchester Police showed that training in practical communication skills resulted in victims perceiving the police to be fairer and more respectful. - Training in personal responsibility and control (police) - Two related studies carried out in the Nigerian Police suggested that training aimed at raising awareness of officers' personal responsibilities could change attitudes towards corruption. - Conflict resolution training (police) - One US quasi-experiment showed that three-day simulation-based training gave officers an alternative way of managing encounters, reducing the frequency and intensity with which force was used. - Ethics programmes - One before/after study carried out in an Israeli regional council suggested that the introduction of an ethics programme - in support of a code of ethics - resulted in changes to some, but not all, employee perceptions (e.g. improved perceptions of there being an ethical work climate). - Targeted problem-solving and early interventions - can potentially lead to substantial reductions on the police use of force and complaints. - One international review of before/after case studies suggested there was plausible evidence that the adoption of a problem-oriented approach by the police could reduce excessive or unnecessary uses of force. - Several individual case studies were identified that suggested the scanning and analysis of police data as ways of identifying particular officers or hotspots for target prevention activity was potentially promising. When interventions are most likely to be effective - Limited evidence was uncovered about the specific contexts in which interventions were most likely to be effective. However, studies pointed towards a need for both: - scanning and analysis of available police data, to ensure the intervention is well targeted and deals with the underlying causes of a problem; and -{ organisational commitment and leadership. Evidence from individual intervention studies or case study reviews - Body worn video cameras - One US randomised controlled trial (identified by the College outside the search protocol) showed that body worn video cameras can lead to a significant reduction in the police use of force. The effect on public complaints also appeared to be positive, but was less conclusive. - Being held to account - One quasi-experiment involving Dutch riot police suggested that reminding officers they would be accountable for their actions had a positive impact on reported attitudes (e.g. more moderate views about the police use of force). - Training - Five studies were identified exploring the effect of training in both military and policing contexts. Though the content and delivery of the training differed, the nature of decision-making and interaction skills were common elements. Each study suggested training could have a positive effect: - Training in moral decision-making (military) - A quasi-experiment, involving the Swiss military, showed that a one-week training programme on resolving moral dilemmas was effective in improving the decision-making competence of officers. - Training in procedural justice (police) - A randomised controlled trial carried out in Greater Manchester Police showed that training in practical communication skills resulted in victims perceiving the police to be fairer and more respectful. - Training in personal responsibility and control (police) - Two related studies carried out in the Nigerian Police suggested that training aimed at raising awareness of officers' personal responsibilities could change attitudes towards corruption. - Conflict resolution training (police) - One US quasi-experiment showed that three-day simulation-based training gave officers an alternative way of managing encounters, reducing the frequency and intensity with which force was used. - Ethics programmes - One before/after study carried out in an Israeli regional council suggested that the introduction of an ethics programme - in support of a code of ethics - resulted in changes to some, but not all, employee perceptions (e.g. improved perceptions of there being an ethical work climate). - Targeted problem-solving and early interventions - can potentially lead to substantial reductions on the police use of force and complaints. - One international review of before/after case studies suggested there was plausible evidence that the adoption of a problem-oriented approach by the police could reduce excessive or unnecessary uses of force. - Several individual case studies were identified that suggested the scanning and analysis of police data as ways of identifying particular officers or hotspots for target prevention activity was potentially promising. When interventions are most likely to be effective - Limited evidence was uncovered about the specific contexts in which interventions were most likely to be effective. However, studies pointed towards a need for both: - scanning and analysis of available police data, to ensure the intervention is well targeted and deals with the underlying causes of a problem; and organisational commitment and leadership. What doesn't work and evaluation gaps - No ineffective or counter-productive interventions were identified. However, there is a clear need for any intervention to be implemented thoughtfully and with care to help ensure it does not have any unintended negative consequences, and to put appropriate evaluation in place. - Limited empirical evidence was found on a number of approaches used by the police or proposed in the literature for promoting ethical behaviour and preventing wrongdoing (such as proactive investigative techniques, recruitment screening). This finding points to the need for further testing to identify "what works". The factors influencing ethical behaviour and wrongdoing We identified evidence from a number of empirical studies and literature reviews about factors associated with ethical behaviour and wrongdoing in organisations. By understanding these factors, practitioners may be better placed to design and implement more effective interventions or target them appropriately. Evidence from a systematic review - Systematic review evidence - based on 136 studies from a wide range of professional and occupational settings - suggested that ethical choices in the workplace were influenced by a range of factors at the individual, situational and organisational level. - An ethical working environment and a belief among workers that a code of conduct was well-enforced both had a positive effect on ethical decision-making. - Overall, the context of the situation in which a decision is made, particularly in terms of its perceived immediacy and magnitude of its consequences for others, was associated with workers avoiding unethical behaviour. - The influence of individual characteristics on ethical decision-making was relatively small overall: - Workers who were concerned about others, less "flexible" in their morality, less manipulative, and who took greater personal responsibility, tended to be more ethical at work. - Men and younger workers were more likely to make unethical choices overall than women and older workers. - Educational attainment was found to have no overall effect. - The range of factors associated with ethical choices suggests action at individual, situational and organisational level may be required to deal with wrongdoing and that it would be insufficient to target "bad apples", "bad cases" or "bad barrels" on their own. - Interventions focused solely on officer attitudes and intentions may not lead to improved behaviour, as the systematic review evidence suggested unethical decisions were not always based on unethical intentions. The choices made by a worker were more accurately predicted by their past behaviour than by their reported intentions. Evidence from individual studies - Organisational factors - The working environment, organisational justice and ethical leadership were all found to be "protective factors" against wrongdoing. Ethical leadership appeared to have a range of direct and indirect influences. While there was some consistency between studies on the value of role-modelling, other leadership behaviours and styles were also found to have an effect, such as openness or strictness (i.e. setting and enforcing standards). Thus, while it is clear that supervisors and leaders should - as a default - seek to be good role models through exemplary behaviour, and to encourage open discussion, there may be situations where it is important for them to set appropriate standards of behaviour and to sanction behaviour that falls short. - Situational factors - Some evidence was found on the situational factors that increased the chances of officers using improper force (e.g. the suspect being agitated or antagonistic, and having been involved in a serious offence). There was some indication that officers could sometimes be unsure whether particular activities were unethical. Several studies were also found that pointed to the existence of a "blue code of silence" - the informal pressure on officers not to report their colleagues - although its effect appeared to vary within and between organisations. - Individual characteristics - A range of individual characteristics - such as being male, younger, less experienced - were found in the literature to be associated with some types of wrongdoing. Early career misconduct and a range of social and psychological risk factors were also found to be potentially important influences, although their impact was found to be difficult to measure. The implications for practice of these individual characteristics are perhaps less clear as they are potentially related to other confounding factors and arguably harder for practitioners to influence. Conclusions and implications Taken together, the evidence in this REA raises a range of possibilities to take forward into practice. While the number of evaluated practices was fairly small, the evidence we found suggested that organisations can take steps to encourage ethical behaviour and reduce wrongdoing. Although there were no ready-made single solutions, a multi-pronged approach is likely to be needed. Notably, all the promising interventions that were identified were broadly preventive or remedial in their approach; none were purely focused on apprehending and disciplining those responsible for wrongdoing. The evidence also underlined how important leadership was within organisations. The need for strong and effective leadership - such as leaders being open, acting as role models, and also being "firm" in terms of setting and enforcing standards - was highlighted as encouraging ethical behaviour and as an essential ingredient for the successful implementation of interventions. This finding contains learning for individual leaders about how they should perform their role, but also has wider implications for the way leadership in the service is selected, promoted, developed and held to account. Moreover, leadership - and the organisational environment it helped create - were strong influences on the attitudes and (reported) behaviours of those working for them. Key here were the ideas of organisational justice (fair decision-making and respectful treatment internally) and ethical leadership. However, despite its importance, leadership was only one of several influences on ethical behaviour. A range of factors at the organisational, situational and individual level were all found to affect wrongdoing in different professional settings. While it is not clear what initiatives will "work", this finding highlights the need for action to be taken in combination at all three levels. Details: Ryton-on-Dunsmore, UK: College of Policing, 2015. 57p. Source: Internet Resource: Accessed April 2, 2015 at: http://whatworks.college.police.uk/Research/Documents/150317_Integrity_REA_FINAL_REPORT.pdf Year: 2015 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/150317_Integrity_REA_FINAL_REPORT.pdf Shelf Number: 135133 Keywords: Police AccountabilityPolice BehaviorPolice EthicsPolice IntegrityPolice LegitimacyPolice Misconduct (U.K.)Police TrainingPolice-Citizen InteractionsProcedural Justice |
Author: Quinton, Paul Title: Fair cop 2: Organisational justice, behaviour and ethical policing - An interpretative evidence commentary Summary: Fair decision-making and respectful treatment of the public by the police has previously been shown to foster police legitimacy, which, in turn, encourages people to cooperate with the police and not break the law. This paper provides a commentary around new survey research (Bradford et al 2013 and Bradford and Quinton 2014) that shows fairness and respect, internally within police organisations, can have a similar effect on the attitudes and behaviour of the workforce. Fairness at a supervisory and senior leadership level was associated with officers 'going the extra mile' without personal gain, following work rules, valuing the public, feeling empowered, and supporting ethical policing. These effects were largely brought about by fair treatment encouraging officers to identify with the organisation and its values, rather than a police subculture. The positive impact of fairness on attitudes and behaviour was found to exceed that of the traditional 'carrot and stick' approach, which ran the risk of fostering unthinking compliance with the rules even when officers thought it might be the 'wrong thing' to do. By linking the 'internal' organisational justice and 'external' procedural justice models together, it is possible to see how fairness and respect inside the police could, in the longer term, improve the public's perceptions of, and their voluntary cooperation with, the police. It also highlights the risk to policing of perceived unfairness within police organisations, because of its detrimental effect on staff attitudes and behaviours. Details: Ryton-on-Dunsmore, UK: College of Policing, 2015. 16p. Source: Internet Resource: Accessed April 2, 2015 at: http://whatworks.college.police.uk/Research/Documents/150317_Fair_cop%202_FINAL_REPORT.pdf Year: 2015 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/150317_Fair_cop%202_FINAL_REPORT.pdf Shelf Number: 135135 Keywords: Police AccountabilityPolice Behavior (U.K.)Police DiscretionPolice EthicsPolice-Citizen InteractionsProcedural Justice |
Author: Hales, Gavin Title: Chief officer misconduct in policing: An exploratory study Summary: Key findings This study has examined cases of alleged misconduct involving chief police officers and staff. The aim was to describe the nature of cases that have come to light, examine the perceived pathways that led to misconduct, and suggest ways of mitigating the risks of misconduct. The study is based on interviews with key stakeholders and with investigating officers in chief officer misconduct cases since April 2008. These cases involved only a small minority of chief officers over the time-period in question. What sorts of cases have come to light since 2008? - Cases involving chief officer misconduct fell into two broad categories: those associated with professional decision-making, and those related to interpersonal conduct. - Cases involving professional decision-making included: abuses of due process and other forms of misrepresentation; suppression of information and dishonesty; abuses of force procedures relating to recruitment and procurement; material/financial misconduct; and other forms of professional misjudgement. - Cases involving interpersonal conduct included: bullying; expressions of racist or sexist prejudice; and sexual misconduct. - In around a third of cases, no misconduct was found, reflecting levels of chief officer exposure to scrutiny, vexatious or unfounded allegations, and the collective responsibility they carry for their police force. What are the routes into misconduct? - The 'ethical climate' of a police force is a key determinant of chief officer misconduct. Ethical climate is shaped by leadership styles, the organisational ethos, training and selection procedures, styles of performance management, and wider social norms. - Behaviour is shaped by individual vulnerabilities, including absence of ethical or emotional support, lack of challenge, exposure to corrupting influences, and cognitive failures in decision-making. - In a number of cases those involved in misconduct believed that their role as leaders excepted themselves from organisational rules and regulations; this cognitive failure explains why, in several cases, those involved refused to accept that they had done anything wrong. How can the risks of chief officer misconduct be mitigated? - Ethical standards will improve with greater openness of debate on police ethics. Publication of the Code of Ethics (College of Policing 2014a) may help achieve this. - There are differences between forces, and regulatory and oversight bodies about ethical standards and the thresholds between acceptable conduct, misconduct and gross misconduct, and how they are investigated. A key task is in creating a greater consensus on these issues, which requires open debate. - Police organisational responses should be commensurate with proportionality and public interest; both of which have implications for the costs involved. - Chief officers need to recognise the specific risks of cognitive failure that organisational leaders face, and the temptations of excepting themselves from rules and norms. - It is important to encourage an organisational ethos in which leaders can be challenged, and in which leaders are given the right sort of support when faced with ethical challenges. - There needs to be more recognition of the impact of selection and training processes, and of performance management systems, on the ethical climate of police organisations. - It was clear that across chief officer ranks as a whole the appetite is very much for change. Indeed, it was clear that the very change interviewees spoke of had already started to embed itself among many chief officer teams around the country. Details: Ryton-on-Dunsmore, UK: College of Policing, 2015. 95p. Source: Internet Resource: Accessed April 2, 2015 at: http://whatworks.college.police.uk/Research/Documents/150317_Chief_officer_misconduct_FINAL_%20REPORT.pdf Year: 2015 Country: United Kingdom URL: http://whatworks.college.police.uk/Research/Documents/150317_Chief_officer_misconduct_FINAL_%20REPORT.pdf Shelf Number: 135136 Keywords: Police BehaviorPolice EthicsPolice Misconduct (U.K.)Police Recruitment and Training |
Author: Pyman, Mark Title: Arresting corruption in the police. The global experience of police corruption reform efforts Summary: This report is the result of a survey of global experience of police anti-corruption reforms. It analyses police corruption and looks at reforms that were undertaken to tackle it. The report offers a way to analyse police corruption more systematically through a 'police typology', and looks at examples of police reform in 10 countries around the globe: Australia, Afghanistan, China, Georgia, Honduras, Jamaica, Kenya, Serbia, Singapore, and Venezuela. Details: London: Transparency International, UK, 2012. 83p. Source: Internet Resource: Accessed April 2, 2015 at: http://issuu.com/tidefence/docs/2012-11_arrestingcorruptioninpolice Year: 2012 Country: International URL: http://issuu.com/tidefence/docs/2012-11_arrestingcorruptioninpolice Shelf Number: 135137 Keywords: Police BehaviorPolice CorruptionPolice EthicsPolice MisconductPolice Reform |
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: Great Britain. Parliament. House of Commons. Public Administration Select Committee (PASC) Title: Caught red-handed: Why we can't count on Police Recorded Crime statistics. Thirteenth Report of Session 2013-14 Summary: Crime statistics published by the Office for National Statistics (ONS) are central to our understanding of the nature and prevalence of crime in England and Wales. They provide crucial information for the police which helps them to decide how to deploy their manpower resources. Lax supervision of recorded crime data risks reducing the police's effectiveness in their core role of protecting the public and preventing crime. Measurement of crime is based on two main statistical sources: (i) the Crime Survey for England and Wales (CSEW, formerly the British Crime Survey) and (ii) Police Recorded Crime (PRC). The CSEW and PRC provide strong evidence that the overall volume of crime has been falling. However, there is an accumulation of substantial and credible evidence indicating that the PRC data do not represent a full and accurate account of crime in England and Wales. Of most importance, we have strong evidence that PRC under-records crime, and therefore the rate of decrease in crime may be exaggerated, and this is due to lax police compliance with the agreed national standard of victim-focussed crime recording. As a result of PASC's inquiry and the evidence we have exposed, the UK Statistics Authority (UKSA) decided in January 2014 to strip PRC data of its designation as National Statistics. We conclude that the Home Office, ONS and UKSA have been far too passive in the face of concerns raised about PRC; they have repeatedly missed opportunities to ensure the integrity and quality of PRC data. The cessation of regular external audit of police force crime recording in 2007 was a mistake. We recommend the re-instatement of annual audits of crime recording practices. HM Inspectorate of Constabulary's inspection in 2013 into the Kent Police found clear evidence that targets are detrimental to the integrity of crime data. Numerical targets for individual police officers and police forces as a whole, based on PRC data, and set by senior police officers or Police and Crime Commissioners (PCCs), drive perverse incentives to misrecord crime, tend to affect attitudes and erode data quality. Some PCCs consider the perverse incentives created by targets to be so serious that they have dropped all targets. We applaud them. The attitudes and behaviour which lead to the misrecording of crime have become ingrained, including within senior leadership. This leads to the subordination of data integrity to target-chasing. This can present officers with a conflict between achievement of targets and core policing values. We deprecate the use of targets in the strongest possible terms. The Home Office, which claims credit for abolishing national numerical targets, should also be discouraging the use of such targets. The Home Office must also take responsibility and accept accountability for the quality of PRC statistics. Senior police leaders must ensure that emphasis is placed on data integrity and accuracy, not on the achievement of targets. We regard such practice as a flawed leadership model, contrary to the policing Code of Ethics. The quality of leadership within the police, and its compliance with the core values of policing, including accountability, honesty and integrity, will determine whether the proper quality of PRC data can be restored. We are convinced that this requires leadership in many police forces to place new emphasis on values and ethics, especially in the Metropolitan Police Service. We recommend that the Committee on Standards in Public Life conducts a wide-ranging inquiry into the police's compliance with the new Code of Ethics; in particular the role of leadership in promoting and sustaining these values in the face of all the other pressures on the force. Details: London: The Stationery Office Limited, 2014. 58p. Source: Internet Resource: Accessed June 1, 2015 at: http://www.publications.parliament.uk/pa/cm201314/cmselect/cmpubadm/760/760.pdf Year: 2014 Country: United Kingdom URL: http://www.publications.parliament.uk/pa/cm201314/cmselect/cmpubadm/760/760.pdf Shelf Number: 135840 Keywords: Crime MeasurementCrime StatisticsPolice AccountabilityPolice BehaviorPolice EthicsPolice IntegrityPolice Performance |
Author: Hagedorn, John M. Title: Crime, Corruption and Cover-ups in the Chicago Police Department Summary: The Chicago Police Department has a legacy of both heroism and corruption. On the one hand, the department's officers risk their lives on a daily basis to enforce the law, protect the public and preserve the peace. On the other hand, Chicago has a checkered history of police scandals and an embarrassingly long list of police officers who have crossed the line to engage in brutality, corruption and criminal activity. An analysis of five decades of news reports reveals that since 1960, a total of 295 Chicago Police officers have been convicted of serious crimes, such as drug dealing, beatings of civilians, destroying evidence, protecting mobsters, theft and murder. Moreover, the listing of police convicted of crimes undoubtedly underestimates the problem of corruption in the Chicago Police Department (CPD). The list does not include undetected and unreported illegal activity, serious misconduct resulting in internal disciplinary action, and officers who retire rather than face charges. Our analysis of police corruption in Chicago yields four major findings. First, corruption has long persisted within the CPD and continues to be a serious problem. There have been 102 convictions of Chicago police since the beginning of 2000. Second, police officers often resist reporting crimes and misconduct committed by fellow officers. The "blue code of silence," while difficult to prove, is an integral part of the department's culture and it exacerbates the corruption problems. However last November, a federal jury found that the City of Chicago and its police culture were partially responsible for Officer Anthony Abbate's brutal beating of a female bartender. After the civil trial to assess damages, the victim's attorney declared, "We proved a code of silence at every level in the Chicago Police Department." Third, overtime a large portion of police corruption has shifted from policemen aiding and abetting mobsters and organized crime to officers involved with drugs dealers and street gangs. Since the year 2000, a total of 47 Chicago law enforcement officers were convicted of drug and gang related crimes. The department's war on drugs puts police officers, especially those working undercover, in dangerous situations where they must cooperate with criminals to catch criminals. These endeavors require that CPD superiors provide a high degree of leadership and oversight to keep officers on the straight and narrow. Fourth, internal and external sources of authority, including police superintendents and Mayors, have up to now failed to provide adequate anti-corruption oversight and leadership. The case of Lieutenant Jon Burge, Commander of Area 2 Detective Division, accused of torturing suspects to extract confessions is the most notorious, high-profile example of the lack of accountability in the department involving several state's attorneys and mayors. The "blue wall of silence" protected Burge and his many accomplices. Despite numerous courts overturning convictions and several media exposes, the CPD leadership and Mayor's office denied and evaded evidence that Burge and 64 other officers tortured more than 100 African-American suspects over several decades. In addition, dozens, if not hundreds, of police officers, who were present at the stations while the torture occurred or who heard about it from coworkers, failed to report the torture to the proper authorities. The Cook County State's Attorney never prosecuted a single officer for any crimes related to torture. And, there is no evidence that the Police Department ever disciplined any officer for failing to come forward with information about the tortures. Finally, the United States Attorney stepped in and prosecuted Jon Burge. Last year, he was convicted in federal court, not for torture but for lying about it under oath. The dozens of other police officers involved in the torture cases were not prosecuted. By 2012, the statute of limitation had expired. In this report, as well as in the previous six anti-corruption reports published by the Political Science Department, public corruption has been defined as an illegal or unethical act committed by a public official for his or her self interest rather than for the public good. While we relied on a set of 295 criminal convictions of police offices to analyze and classify police corruption, it should be noted that most unethical behavior and non-criminal misconduct also fits the definition of corruption. Also while some non-criminal misconduct committed by individual officers may not its self be "corruption," it is often swept under the rug or covered-upped by the department to avoid embarrassment. Toleration of such misconduct is definitely "corruption." Toleration of corruption, or at least resigned acceptance, appears to be the order of the day for at least the past 50 years. The department's Internal Affairs Division (IAD), the Independent Police Review Authority (IPRA), Police Board (PB), the department's top brass, the Mayor's office, and State Attorneys have all failed to aggressively and effectively reign in police corruption. In recent years, only the U.S. Attorney's Office has made a serious effort to curb police corruption. Details: Chicago: University of Illinois at Chicago, Department of Political Science, 2013. 54p. Source: Internet Resource: Anti-Corruption Report No. 7: http://pols.uic.edu/docs/default-source/chicago_politics/anti-corruption_reports/policecorruption.pdf?sfvrsn=2 Year: 2013 Country: United States URL: http://pols.uic.edu/docs/default-source/chicago_politics/anti-corruption_reports/policecorruption.pdf?sfvrsn=2 Shelf Number: 136164 Keywords: Blue Wall of SilencePolice CorruptionPolice EthicsPolice Misconduct |
Author: Great Britain. Committee on Standards in Public Life Title: Tone from the Top: Leadership, ethics and accountability in policing Summary: 1. The public expects high ethical standards from the police that serve them. Trust in the police is vital - from the Chief Constable to the most junior police officer. Police ethics - their honesty, their integrity, their impartiality, their openness - should be beyond reproach. Above all, this requires effective accountability and leadership to create a culture where high standards of behaviour are the norm. High standards - of both conduct and accountability - also need to be demonstrated by those charged with holding the police to account. 2. The Police Reform and Social Responsibility Act 2011 (the Act) created elected Police and Crime Commissioners (PCCs) to "ensure the police respond to local priorities and are directly accountable to the public."1 PCCs set the strategic direction and aims of the police force and have responsibility for delivering community safety and reducing crime and delivering value for money. PCCs control over 12bn of police force funding.2 They have the statutory responsibility to appoint a Chief Constable as well as for their removal. In addition to the PCCs' local role, they have a regional and national role to ensure cross border resilience and capability and to meet national threats such as terrorism or organised crime. PCCs can and have entered into collaboration agreements with other PCCs and organisations to improve the efficiency or effectiveness of policing, for example by sharing back office functions. The Act also provided for the establishment of local Police and Crime Panels who have a dual scrutiny and support role in respect of the PCC and have some powers of veto on budgets and on the appointment of a Chief Constable. 3. PCCs represent a deliberate and substantial strengthening of the locally elected element of the tripartite arrangements for policing accountability. The model is one of democratic accountability "replacing bureaucratic accountability with democratic accountability" where "the public will have elected Police and Crime Commissioners and will be holding them to account for how policing is delivered through their force." The model is primarily reliant on the cycle of elections as the main means of holding PCCs to account. The average turnout for the PCC election in 2012 was 15.1%. The Committee's public research has found that knowledge of the policing accountability arrangements is not very high4 and there is a very low level of public interest in policing - 60% of respondents said they were not interested in finding out about policing issues in their local area5. Rather, for the public, the key accountability mechanism is the ability to question or challenge "their" local beat team or commander on specific areas of concern. 4. The statutory Policing Protocol, which sets out to all PCCs, Chief Constables and Police and Crime Panels how their functions will be exercised in relation to each other, makes clear that all parties will abide by the Seven Principles of Public Life - Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty and Leadership. 5. The Committee believes that any accountability and governance framework for policing should similarly reflect the Seven Principles of Public Life, and operate in a way which is capable of ensuring ethical behaviour, reducing ethical risks and providing effective accountability in order to command public confidence. 6. This matters because our policing system relies on policing by consent in a way that meets the differing needs and priorities of communities. It also relies on the operational independence of the police. But operational independence does not mean that there can be exceptionalism for the police - the public is clear on what the ethical standards should be and is consistent in its expectation that those in public life should abide by them. Year on year the public has affirmed that the definition of standards set out in the Seven Principles is still relevant and should continue to apply to public office holders and all those delivering public services. 7. The Committee recognises that the role of police officer is a unique and valuable one. It does not underestimate the challenging and often unexpected situations the police face every day. "Police officers are expected to make quick but finely-calibrated judgements about when, how and how much of their power it is justified to use" and the vast majority of police officers do so with integrity. They are operating in a fast moving landscape with changing demands of crime where increased accountability, professionalisation and ethical behaviour will be key to ensuring public confidence. 8. The Committee's surveys tell us that public experience of core policing values is generally positive. They show that the majority of respondents thought senior police officers could be trusted to tell the truth and the large majority of respondents thought they would be treated fairly as a victim of crime reporting it to the police. This view is reinforced by other surveys which showed that 65% of respondents thought police officers could be trusted to tell the truth, and 63% of adults gave positive ratings of local police. Research carried out specifically for this inquiry showed that the majority of respondents believed that the police are held to account for their actions and that police deal with crime and anti-social behaviour issues that matter in their local area. 9. The democratic accountability of the PCC must not negate oversight of those who hold public office. As the government acknowledged: "the public need to have the right information to judge the Commissioner's performance and they need to know the Commissioner can be called to account with effective scrutiny and appropriate checks and balances, in particular at a local level." 10. Accountability should be tested between elections by demonstrable compliance with standards of conduct, propriety and performance. It should be tested and verified by independent scrutiny, with failure addressed with appropriate and timely sanctions. 11. The Committee is conscious that all those involved in the new local accountability arrangements have had to adapt to new relationships and ways of working, with relatively little guidance and support from central Government. PCCs in particular faced a huge task to develop their Police and Crime Plans setting out their priorities and establish their offices in a short space of time after delayed elections. The Committee has borne this in mind throughout the course of the inquiry. The Committee has found evidence of: a. recognition of the importance of the College of Policing's Code of Ethics and core policing values and diverse good practice in implementing and embedding the Code within police forces; b. increased professionalism that is ethically based and an acknowledgement of the importance of leadership in policing to support high ethical standards; c. increased visibility, greater focus on victim support and local public engagement by PCCs in comparison to the Police Authorities they replaced, but questions around the wider impact of that engagement; d. the existence of various mechanisms, of varying effectiveness, to support high standards of behaviour and propriety such as information transparency, audit committees, ethical frameworks, scrutiny plans, controls to manage conflicts of interests and arrangements to engage, promote and monitor best practice - these arrangements will need to be consistently and actively implemented with regular monitoring of compliance and impact. 13. The Committee has also identified significant standards risks including: a. confusion amongst the public and the participants about roles and responsibilities, especially in relation to where operational independence and governance oversight begin and end; b. a significant absence of a clear process to take action against a PCC whose conduct falls below the standards expected of public office holders, resulting in that behaviour going unchallenged and uncensured; c. concerns about the robustness of current selection processes for chief officers; d. PCCs not encountering sufficient constructive challenge or active support in exercising decision making powers; e. barriers to the effective operation of Police and Crime Panels as scrutinisers including support, resources and the consistency and credibility of representative membership; f. a lack of timely and accessible information being provided to Police and Crime Panels by PCCs affecting Police and Crime Panels' ability to scrutinise and support the PCC; g. potential for high risk conflict of interests in roles jointly appointed by PCCs and Chief Constables (which although relatively rare, may increase in number) and risks inherent in the combined role of Chief Executive and Monitoring Officer to the PCC; h. confusion between, and inherent tensions in the current police complaints system and the complaints system attaching to PCCs, and a gap in the expectations of the public in how complaints against PCCs would be resolved, especially when this involved unethical but not criminal behaviour. 14. Combined, these factors impact on the ability of Police and Crime Panels to ensure, "that decisions of PCCs are tested on behalf of the public on a regular basis." There are benefits for PCCs in active engagement with Police and Crime Panels as a source of local knowledge, political support and leverage. PCCs need to play their part in sustaining open and trusting relationships. There is also scope for Police and Crime Panels to develop a more strategic future focus with better forward planning. 15. The operational and strategic roles of the Chief Constable and PCC respectively are not clearly defined and this has created confusion in the minds of the public which has fed into the complaints system. The evidence has also shown that success or failure in the current framework depends not only on the skills and experience but also on the personalities of and the relationship between the Chief Constable and the PCC. Whilst this is not a substantially new issue - constructive relationships were an important factor when Chief Constables were accountable to Police Authorities - it becomes critical when it is a one-on-one relationship. 16. The risk that the balance of power will become asymmetric or dysfunctional argues for transparency in working relationships and appropriate checks and balances. The Committee is not convinced that the existing safeguards in the framework are sufficient, given that the PCC as a single individual directly controls local policing, crime strategy and a significant budget. This matters because policing in times of austerity may mean that Chief Constables will increasingly be making difficult operational decisions which may not be supported by the public or the PCC. 17. The Committee considers a minimum code of conduct for PCCs an essential component in ensuring there is clarity as to the standards of conduct and behaviour expected from the individuals concerned and in providing the public with certainty as to what is and is not acceptable conduct. This will in turn increase transparency in the complaints system and produce a common standard of conduct which could be relied upon in any future power of recall. 18. The Committee noted the establishment of Ethics Committees in some areas, but considers they are an adjunct to, not an answer to, embedding a standards culture. Nor are they part of the formal accountability for holding Chief Constables to account. The Committee believes the remit of Ethics Committees needs to be sharply focused and clearly differentiated from other groups such as Independent Advisory Groups. As new bodies in an already crowded landscape, their effectiveness should be regularly reviewed. 19. The Committee has concluded that to provide assurance that high ethical standards of behaviour are capable of being upheld and to sustain core policing values14 there needs to be a strong and continuing focus on: - clarity of responsibility and accountability; - developing a sustainable culture of embedding high ethical standards; and - robust effective ethical leadership. Details: London: The Committee, 2015. 141p. Source: Internet Resource: Accessed July 29, 2015 at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/439208/Tone_from_the_top_-_CSPL.pdf Year: 2015 Country: United Kingdom URL: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/439208/Tone_from_the_top_-_CSPL.pdf Shelf Number: 136254 Keywords: Police AccountabilityPolice BehaviorPolice EffectivenessPolice EthicsPolice LegitimacyPolice Performance |
Author: Dyrmishi, Arjan Title: Police Integrity and Corruption in Albania Summary: This publication treats corruption in the State Police in Albania and the need to strengthen integrity of the institution of the Police as a means to reduce corruption. During the years of transition, corruption has surfaced as one of the major problems of governance in Albania. The data show that corruption is still high and prevalent. The measures undertaken over the last decade to address this problem through constant reforms and by adopting or reviewing the legislation on conflict of interests, by limiting the immunity of politicians and judiciary, or to better address the financing of political parties have produced no steady effects, indicating that corruption has been resistant to these measures. The police have been quite exposed to the threat in this environment of widespread corruption, due to the fact that the police are one of the major law enforcement institutions to investigate corruption. In this context, police corruption has also constituted one of the causes of the prevailing corruption in other sectors. Similar to other sectors, corruption of police in Albania has been widespread and the police are perceived by the public as one of the institutions with the highest level of corruption in the country. Irrespective of efforts made to address this phenomenon among the police, principally through amendments to the legislation and enhancement of institutional capacities, results indicate that police corruption is still persistent. In light of this context, this publication seeks to bring to the attention of policymakers, senior police leaders and officers, other stakeholders, and public at large the problem of police corruption and the particular importance of the fight against this phenomenon among the police. Its main goal is to contribute to the improvement of the anticorruption measures by acquiring a better knowledge of the police corruption and the factors that drive or control it. Details: Tirana, Albania: Institute for Democracy and Mediation, 2014. 226p. Source: Internet Resource: Accessed October 20, 2015 at: http://idmalbania.org/wp-content/uploads/2014/12/Integriteti_dhe_korrupsioni_web_ENG.pdf Year: 2014 Country: Albania URL: http://idmalbania.org/wp-content/uploads/2014/12/Integriteti_dhe_korrupsioni_web_ENG.pdf Shelf Number: 137035 Keywords: Police Corruption Police EthicsPolice Integrity Police Misconduct |
Author: U.S. Department of Justice. Civil Rights Division Title: Investigation of the Newark Police Department Summary: The Justice Department announced today it has reached a comprehensive settlement with the city of Newark, New Jersey, that will bring wide-ranging reforms and changes to the Newark Police Department (NPD). The agreement, which is subject to court approval, resolves the department's findings that NPD has engaged in a pattern or practice of unconstitutional stops, searches, arrests, use of excessive force and theft by officers in violation of the First, Fourth and 14th Amendments. The proposed consent decree also resolves the department's findings that NPD's law enforcement practices had a disparate impact on minorities in Newark. The Justice Department's findings were announced in July 2014 following a comprehensive investigation into the NPD started in May 2011. The investigation also found that this pattern of constitutional violations has eroded public confidence in the police. As a result, public safety suffers and the job of delivering police services was more difficult and more dangerous. Under the consent decree, the city of Newark and NPD will implement comprehensive reforms in 12 substantive areas. The agreement ensures that: -NPD will improve officer training to ensure that officers develop the necessary technical and practical skills required to carry out NPD directives consistently. -NPD will revise search and seizure policies, training and supervision to ensure that all stops, searches and arrests are conducted in accordance with the Constitution and in a manner that takes into account community priorities. -NPD will integrate bias-free policing principles into all levels of the organization, including comprehensive training of officers and supervisors. -NPD will reform use of force policies, including requirements for using de-escalation techniques whenever possible and appropriate, prohibiting retaliatory force and ensuring mandatory reporting and investigation standards following use of force. -NPD will deploy in-car and body-worn cameras to promote accountability, instill community confidence and improve law enforcement records. -NPD will implement measures to prevent theft of property by officers, including robust reporting and complete accounting of property or evidenced seized. -Office of Professional Standards investigators will be appropriately qualified and trained. Investigations of civilian complaints will be conducted in an objective, thorough and timely manner. -Newark will create a civilian oversight entity to give voice to and pursue concerns of its residents. -NPD will develop protocols for conducting compliance reviews and integrity audits. -NPD will implement steps to ensure that the disciplinary process is fair and consistent. -NPD will improve records management and early intervention systems and collect data on all uses of force and investigatory stops, searches and arrests, and develop a protocol for the comprehensive analysis of the data. The information will be publicly reported. -NPD will strengthen its public information programs to ensure that members of the public are informed of NPDs progress toward reform. Details: Washington, DC: U.S. Department of Justice, 2014. 52p. Source: Internet Resource: Accessed May 6, 2016 at: https://www.justice.gov/sites/default/files/usao-nj/legacy/2014/07/22/NPD%20Findings%20Report.pdf Year: 2014 Country: United States URL: https://www.justice.gov/sites/default/files/usao-nj/legacy/2014/07/22/NPD%20Findings%20Report.pdf Shelf Number: 138958 Keywords: Police BehaviorPolice CorruptionPolice DisciplinePolice EthicsPolice IntegrityPolice MisconductPolice Reform |
Author: Adil, Kamran Title: How is Police Violence Legitimized in Pakistan? Summary: People come into contact with the criminal justice system in Pakistan largely through the police, and therefore, much of the outcome of the system is dependent on the interaction among the different components of the system. The police functions that are assigned by the law can broadly be divided into riot control and investigation of criminal cases categories. Whereas the use of force for riot control is sanctioned by the law - with some limitations, it is totally prohibited for the purposes of investigation. Nevertheless, police violence is regularly applied in the second category and it is prevalent in three forms: (a) the use of force to extract evidence for prosecution, (b) the use of force as a police strategy by undertaking extrajudicial killings to control crime, and (c) the use of force to ensure compliance with the orders of courts, especially in the suo motu jurisdiction of the Supreme Court. Through interviews with judges, prosecutors, defense attorneys and police officers, the research shows that with all three forms of violence, interactions between the various parties involved in the criminal justice system of Pakistan legitimize the use of force. Details: Bielefeld, Germany: Universitat Bielefeld, 2015. 21p. Source: Internet Resource: Violence Research and Development Project - Papers - No. 9: Accessed June 11, 2016 at: http://www.uni-bielefeld.de/icvr/docs/adil.pdf Year: 2015 Country: Pakistan URL: http://www.uni-bielefeld.de/icvr/docs/adil.pdf Shelf Number: 139375 Keywords: Deadly ForcePolice EthicsPolice MisconductPolice Use of Force |
Author: Bradford, Ben Title: Enabling and Constraining Police Power: On the Moral Regulation of Policing Summary: In this paper we consider some of the ethical challenges inherent in the regulation of discretionary police power. Discretion is central to police policy and practice, but it also provides a level of freedom that opens up the space for injustice and inequity, and this is seen most vividly in recent debates about unfairness and racial profiling in the distribution and experience of police stops in the US and UK. How to regulate discretionary power is a challenging question, and this is especially so in the context of practices like stop-and-search/stop-and-frisk. The ability to stop people in the street and question them is central to policing as it is understood in many liberal democracies, but under conditions of unfairness and questionable efficacy - when the application of this particular police power appears unethical as well as ineffective - one can reasonably ask whether the power should be dropped or curtailed, and if curtailed, how this would work in practice. Details: London: London School of Economics, 2015. 28p. Source: Internet Resource: LSE Law, Society and Economy Working Papers 23/2015: Accessed July 25, 2016 at: https://www.lse.ac.uk/collections/law/wps/WPS2015-23_BradfordJackson.pdf Year: 2015 Country: International URL: https://www.lse.ac.uk/collections/law/wps/WPS2015-23_BradfordJackson.pdf Shelf Number: 139848 Keywords: Police BehaviorPolice DiscretionPolice EthicsRacial Profiling in Law EnforcementStop and Search |
Author: Carpenter, Dick M., II Title: Policing for Profit: The Abuse of Civil Asset Forfeiture. 2nd edition Summary: Civil forfeiture laws pose some of the greatest threats to property rights in the nation today, too often making it easy and lucrative for law enforcement to take and keep property - regardless of the owner's guilt or innocence. This updated and expanded second edition of Policing for Profit: The Abuse of Civil Asset Forfeiture makes the case for reform, grading the civil forfeiture laws of each state and the federal government, documenting remarkable growth in forfeiture activity across the country, and highlighting a worrisome lack of transparency surrounding forfeiture activity and expenditures from forfeiture funds. Details: Arlington, VA: Institute for Justice, 2015. 186p. Source: Internet Resource: Accessed August 23, 2017 at: http://ij.org/wp-content/uploads/2015/11/policing-for-profit-2nd-edition.pdf Year: 2015 Country: United States URL: http://ij.org/wp-content/uploads/2015/11/policing-for-profit-2nd-edition.pdf Shelf Number: 146873 Keywords: Asset Forfeiture Police Ethics |