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Date: April 29, 2024 Mon
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Results for police misconduct (u.k.)
9 results foundAuthor: Independent Police Complaints Commission (U.K.) Title: Stockwell One: Investigation into the Shooting of Jean Charles de Menezes at Stockwell Underground Station on 22 July 2005 Summary: This document is the report of the IPCC's investigation into the fatal shooting of Jean Charles de Menezes by officers of the Metropolitan Police Service at Stockwell Underground Station on 22 July 2005. The report is in three parts: • The main investigation report that was completed and submitted within six months by 19 January 2006. • The operational recommendations arising from the incident that were completed and submitted by 14 March 2006. • A short addendum to the main report that sets out the results of further enquiries requested by the Crown Prosecution Service (CPS) which was submitted in June 2006. C. The primary purpose of the report was to meet the statutory obligations of the IPCC following an investigation of this kind. These are to advise the CPS of any criminal offence that may have been committed and to provide it with the evidence necessary to come to its decision about any prosecution; to enable the 'responsible authorities' of the officers concerned, in this case the Metropolitan Police Service (MPS) and Metropolitan Police Authority (MPA), to consider what action they may need to take in relation to discipline or other matters; in cases of exceptional gravity such as this, to inform the Home Secretary of the circumstances; and finally, to assist the Coroner in relation to any Inquest. Details: London: Independent Police Complaints Commission, 2007. 170p. Source: Internet Resource: Accessed May 3, 2011 at: http://news.bbc.co.uk/2/shared/bsp/hi/pdfs/08_11_07_stockwell1.pdf Year: 2007 Country: United Kingdom URL: http://news.bbc.co.uk/2/shared/bsp/hi/pdfs/08_11_07_stockwell1.pdf Shelf Number: 121606 Keywords: Police Misconduct (U.K.)Police Use of Force |
Author: Independent Police Complaints Commission (U.K.) Title: Stockwell Two: An Investigation Into Complaints about the Metropolitan Police Service’s Handling of Public Statements Following the Shooting of Jean Charles de Menezes on 22 July 2005 Summary: The following report deals with the second Independent Police Complaints Commission (IPCC) investigation into matters arising from the shooting of Mr Jean Charles de Menezes at Stockwell Underground Station in London on 22 July 2005. This investigation has been referred to as ‘Stockwell 2’ to distinguish it from the first IPCC investigation into the circumstances of the shooting itself. This second investigation followed allegations from the family of Mr de Menezes that the Commissioner of the Metropolitan Police, Sir Ian Blair, and others had knowingly made public inaccurate information or failed to correct inaccurate information placed into the public arena. The report is written in a way intended to help the reader understand the sequence of events. The report highlights who knew what, and when, throughout the relevant period and within discrete areas of activity, at the scene of the shooting, at New Scotland Yard (NSY), the Home Office and other places within the Metropolitan Police area. Details: London: Independent Police Complaints Commission, 2007. 142p. Source: Internet Resource: Accessed May 4, 2011 at: http://www.statewatch.org/news/2007/aug/ipcc-menezes-report.pdf Year: 2007 Country: United Kingdom URL: http://www.statewatch.org/news/2007/aug/ipcc-menezes-report.pdf Shelf Number: 121615 Keywords: Complaints Against PolicePolice Misconduct (U.K.)Police Use of Force |
Author: Independent Police Complaints Commission Title: The Abuse of Police Powers to Perpetrate Sexual Violence Summary: The legal powers given to members of the police service, such as arrest and detention, provide status and influence as well as allowing coercive actions. The public expects police officers and staff to protect them; that is their role. Allegations that they have failed to protect, or indeed have abused, someone who is in a vulnerable position are therefore particularly serious. There are many ways in which such abuse might occur. This report, and the work that has informed it, was prompted by recognition of the fact that a number of cases involving sexual exploitation by police officers and staff who have abused the powers given to them are investigated every year. There was a need to examine how they might be prevented in future. One such recent case resulted in PC Stephen Mitchell of Northumbria police being convicted of five sexual offences and six counts of misconduct in public office. He received two life sentences. While this case was unusual in its seriousness it was by no means an isolated one. No one would wish to believe that this behaviour exists, in a service which seeks to help and protect, or where it is found can be attributed to no more than ‘one bad apple’. We do not know precisely how many people have been victims of police officers or staff abusing their powers; we are only aware of the individuals who have had the confidence to come forward. There is no evidence to suggest it is commonplace. However, the police service does have a responsibility to recognise it as a distinct area of corruption, and take steps to reduce its occurrence, identify as soon as possible if it occurs, and effectively deal with such cases. This report has been produced to raise the profile of cases involving the abuse of powers by police officers and staff to perpetrate sexual abuse or violence. Supported by a number of case study examples, the report includes a checklist of questions for the police service about the prevention, prediction, and investigation of this conduct. Details: London: Independent Police Complaints Commission, 2012. 32p. Source: Internet Resource: Accessed October 11, 2012 at: http://www.acpo.police.uk/documents/reports/2012/201209AbPPtPSV.pdf Year: 2012 Country: United Kingdom URL: http://www.acpo.police.uk/documents/reports/2012/201209AbPPtPSV.pdf Shelf Number: 126672 Keywords: Police Misconduct (U.K.)Sex OffensesSexual ExploitationSexual Violence |
Author: Independent Police Complaints Commission Title: The Abuse of Police Powers to Perpetuate Sexual Violence Summary: In January 2011 former Northumbria police constable Stephen Mitchell was jailed for life for a number of serious sex attacks against women he met through his job. The abuse of police powers for purposes of sexual exploitation, or even violence, is something that fundamentally betrays the trust that communities and individuals place in the police. It therefore has a serious impact on the public’s confidence in individual officers and the service in general. It is essential to ensure that systems are in place to prevent, monitor and deal swiftly with any individual who exploits that trust. For that reason, and in the light of the Mitchell conviction, the IPCC and the Association of Chief Police Officers (ACPO) separately began examining this type of case. This joint report draws from both pieces of work. Both organisations recognised the value of sharing findings and identifying common themes, to increase public confidence that there is a commitment to tackle this kind of abuse and to assist the police service as whole and individual forces to identify and prevent it. It is not possible to know precisely how many people have been victims of police officers or staff abusing their powers. There is no evidence to suggest it is commonplace, but nor can we be confident that all such cases are reported. Each of the cases in this report represents a serious betrayal of the trust and confidence that individuals should have in the police. Together, they reveal a number of themes that underlie this kind of behaviour. They include the need to ensure robust standards of vetting, including for sensitive or vulnerable posts; provide effective supervision to identify worrying trends, ensure proper boundaries and respond to reported concerns; effectively use and manage intelligence; and review individual cases in order to identify lessons. The report includes a checklist of questions for the service as a whole and for individual forces. The behaviour described in this report has parallels with abuses carried out by other professionals, such as those in healthcare and social work and the clergy. All are people who are in a privileged position of power – and trust – within society. In the context of the police service, however, this behaviour is also a form of corruption and it should be dealt with as such. The police service has a responsibility to do everything in its power to prevent such abuse, identify as soon as possible if it occurs, deal with it effectively and learn lessons quickly. The report urges senior leaders in the police service to be alert and determined to root out this kind of abuse of power. All cases of serious corruption cases should be referred to the IPCC. That includes all cases involving sexual exploitation by officers or police staff, which the IPCC will prioritise and investigate independently wherever possible. Work in this area has been greatly assisted by a leading academic and two voluntary sector organisations who have specialist knowledge in this area: Professor Liz Kelly of London Metropolitan University, Davina James- Hanman of Against Violence and Abuse and Dianne Whitfield of Coventry Rape and Sexual Abuse Centre and Rape Crisis (England & Wales). Their insight and practical suggestions have been invaluable in the development of our thinking. There is no doubt that the specialist knowledge and services offered by these and many other national and local voluntary sector organisations could be used by the police service to assist with cases involving sexual exploitation by police officers and staff – for example, in supporting victims and encouraging reporting. This report therefore recommends that police forces establish or improve relationships with organisations that have specialist knowledge of sexual exploitation and abuse. This report is a first step in understanding the scale and nature of the problem and setting out the way forward. More work and resources are needed to build on this foundation, learning from experience and the recommendations and insights in this report. Both ACPO and the IPCC are committed to doing so. Details: London: Independent Police Complaints Commission, 2012. 20p. Source: Internet Resource: Accessed 14, 2012 at http://www.ipcc.gov.uk/Documents/investigation_commissioner_reports/abuse_of_police_powers_to_perpetrate_sexual_violence.PDF Year: 2012 Country: United Kingdom URL: http://www.ipcc.gov.uk/Documents/investigation_commissioner_reports/abuse_of_police_powers_to_perpetrate_sexual_violence.PDF Shelf Number: 126704 Keywords: Complaints Against the Police (U.K.)Police Corruption (U.K.)Police Ethics (U.K.)Police Misconduct (U.K.)Sexual Exploitation (U.K.)Sexual Violence (U.K.) |
Author: Great Britain. Her Majesty's Inspectorate of Constabulary Title: "Mistakes Were Made." HMIC's review into allegations and intelligence material concerning Jimmy Savile between 1964 and 2012 Summary: HMIC's review of allegations made against Jimmy Savile during his lifetime finds mistakes were made by the police; and while policies and practices designed to improve the experience of child victims are now available, we raise serious concerns over why so many victims felt unable to come forward and report what had happened to the authorities. Details: London: HMIC, 2013. 61p. Source: Internet Resource: Accessed March 18, 2013 at: http://www.hmic.gov.uk/media/review-into-allegations-and-intelligence-material-concerning-jimmy-savile.pdf Year: 2013 Country: United Kingdom URL: http://www.hmic.gov.uk/media/review-into-allegations-and-intelligence-material-concerning-jimmy-savile.pdf Shelf Number: 128010 Keywords: Child Abuse and NeglectJimmy SavileOperation YewtreePolice InvestigationsPolice Misconduct (U.K.) |
Author: Independent Police Complaints Commission (IPCC) Title: Report on Metropolitan Police Service Handling of Complaints Alleging Race Discrimination Summary: Race has been an extremely sensitive, and at times toxic, issue for the Metropolitan Police Service (MPS). The disorders that began in Brixton in 1981, and then spread to other parts of the UK, led to Lord Scarman’s report, which found that: “a major cause of the hostility of young black men towards the police was loss of confidence by significant sections of the Lambeth public in the police. The reasons included... distrust of the procedure for investigating complaints against the police; and unlawful and in particular racially prejudiced conduct by some police officers.” Steps were taken to respond to Lord Scarman’s many recommendations. Yet, twelve years later, the ineffectual response to the racist murder of Stephen Lawrence signalled a further lack of confidence in policing by the black community and led to the Stephen Lawrence Inquiry. It found that institutional racism had played a part in the failure and that: “there is a striking and inescapable need to demonstrate fairness, not just by Police Services, but across the criminal justice system as a whole, in order to generate trust and confidence within minority ethnic communities, who undoubtedly perceive themselves to be discriminated against by "the system"... The need to re-establish trust between minority ethnic communities and the police is paramount. Such distrust and loss of confidence is particularly evident in the widely held view that junior officers discriminate in practice at operational level, and that they support each other in such discrimination.” Both inquiries clearly led to changes in policing policy, practice and training, not just in the MPS but nationwide. In its 2009 report ‘The Macpherson Report - Ten Years On’, the Home Affairs Select Committee noted that all witnesses recognised that the police service had made progress towards tackling racial prejudice and discrimination since 1999, including significant improvements in training and handling of cases involving hate and race crimes across London. Nevertheless, the concerns and the lack of confidence of black and minority ethnic communities in policing – and the consequences of this – have been highlighted in more recent official reports since the Macpherson and Scarman inquiries. The report of the independent panel set up to examine and understand why the riots of August 2011 took place said that: “Black and minority ethnic happiness following contact with the police is significantly worse than it is for white people – 64% compared to 77%... the Metropolitan Police… were cited in particular as having issues around positive or ‘quality’ contact. In our view, by improving the quality of minor encounters, the Met can dramatically improve their relationships with communities.” The IPCC’s review of complaints against the MPS’s Territorial Support Group, published in December 2012, highlighted allegations of racial discrimination against young black men as a continuing area of concern. The IPCC itself, and its predecessor body, the Police Complaints Authority, owe their existence to the Macpherson and Scarman inquiries respectively, in order to introduce an element of independence and transparency into the handling of complaints against the police. Nevertheless, the most recent IPCC survey of public confidence in the complaints system (2011), showed a marked lack of confidence in the complaints system from ethnic minority respondents, 43% of whom feared that their complaint would not be taken seriously, and 40% of whom feared that they would suffer harassment if they complained. The comparative numbers for white respondents were 35% and 17%. It was therefore of great concern that during 2011-12 there was a spate of allegations of racist behaviour by officers or staff in the MPS. This included allegations of overt racism and racially aggravated assault in some high profile cases referred by the MPS to the IPCC, which the IPCC later passed on to the Crown Prosecution Service to consider criminal prosecution. These cases are particularly sensitive and have the capacity to seriously affect public confidence in policing among London’s diverse communities. Because of this, the IPCC launched a review of the MPS’s handling of complaints involving allegations of racism. Details: London: IPCC, 2013. 42p. Source: Internet Resource: Accessed August 5, 2013 at: http://www.statewatch.org/news/2013/jul/uk-ippc-report-met-racism.pdf Year: 2013 Country: United Kingdom URL: http://www.statewatch.org/news/2013/jul/uk-ippc-report-met-racism.pdf Shelf Number: 129536 Keywords: Complaints Against PoliceDiscriminationPolice Misconduct (U.K.)Racism |
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: 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: 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 |