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Date: November 22, 2024 Fri
Time: 11:37 am
Time: 11:37 am
Results for police integrity
22 results foundAuthor: 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: Victoria. Office of Police Integrity Title: Update on Conditions in Victoria Police Cells Summary: This report is based on an audit conducted in 2009 by the Professional Standards Assurance Unit of the Office of Police Integrity into conditions in the 22 catagory A police cells operated by Victoria Police. The focus of the audit was to examine facilities, systems and processes in place in the cell complexes. Details: Melbourne: Victorian Government Printer, 2010. 32p. Source: Internet Resource Year: 2010 Country: Australia URL: Shelf Number: 119254 Keywords: InmatesPolice CellsPolice IntegrityPolicingPrisoners |
Author: Victoria. Office of Police Integrity Title: Improving Victorian Policing Services Through Effective Complaint Handling Summary: This report examined Victoria Police's alternative dispute resolution system, known as the Management Intervention Model, utilised in up to 30 per cent of police complaints. The report details a number of recommendations to improve the complaints handling process. Details: Melbourne: Victorian Government Printer, 2008. 53p. Source: Internet Resource Year: 2008 Country: Australia URL: Shelf Number: 115365 Keywords: Complaints Against PoliceDispute SettlementPolice IntegrityPolice Misconduct |
Author: Neild, Rachel Title: USAID Program Brief: Anticorruption and Police Integrity Summary: For those who work in the promotion of democracy and governance, the issue of fighting police corruption is essential. If basic human rights are to be protected and people are to live in safe and secure communities, the policing function must serve—and be seen as serving—the needs of the people. When those sworn to uphold the law engage in corruption themselves, it saps citizen confidence in democratic institutions—and could foster cynicism toward the notion of democracy itself. That said, police corruption is nearly always a function of larger systemic problems caused by the lack of overall transparency, the absence of checks and balances, weak rule of law and fragile institutions. This program brief is designed to “unpack” police corruption contextually, and to identify specific concerns that—in light of the societal role and special powers of the police—should be considered when developing programmatic responses. Seldom is the case where a stand-alone police corruption program is advisable. The most successful programs will be comprehensive and employ multiple strategies. Details: Washington, DC: U.S. Agency for International Development, 2007. 34p. Source: Internet Resource: Accessed August 28, 2010 at: http://www.usaid.gov/our_work/democracy_and_governance/publications/pdfs/AC_and_Police_Integrity.pdf Year: 2007 Country: International URL: http://www.usaid.gov/our_work/democracy_and_governance/publications/pdfs/AC_and_Police_Integrity.pdf Shelf Number: 119694 Keywords: Police CorruptionPolice IntegrityPolice Misconduct |
Author: Prenzler, Tim Title: Rethinking Police Gifts and Benefits Policies Summary: This paper reviews policing policies and practices on the receipt of gratuities, and considers when and how such gifts may be considered to impair police integrity and reputation. The acceptance of gifts and benefits – or ‘gratuities’ – has been described as ‘a police image problem that doesn’t seem to go away’ . This assertion was borne out recently in the ‘phone hacking scandal’ in the United Kingdom, when the Commissioner and Assistant Commissioner of the London Metropolitan Police resigned following allegations that officers were compromised in their investigations by improper associations with newspaper executives and reporters; including acceptance of lunches, other hospitality and gifts. The scandal prompted a review of standards related to police relationships by Her Majesty’s Inspectorate of Constabulary, which concluded, amongst other things, that policies on gifts and benefits were under-developed and under-enforced, and that a nationally consistent approach was needed. On a smaller scale, a recent corruption inquiry in Queensland – ‘Operation Tesco’ – revealed improper associations between police and criminals, facilitated in part through officers frequenting licensed premises while off duty, enjoying free entry and free drinks. These cases highlight how wider scandals or controversies over police conduct often bring lower level integrity issues to light, such as acceptance of gifts and benefits. For many people, the most prominent examples are likely to be half-price meals offered by fast food outlets. However, the practice can include free entry to nightclubs and sporting venues, free or subsidised travel for police on public transport, and gifts to procurement officers by companies tendering for police business. With these issues in mind, this CEPS Briefing Paper reviews the available research on the topic. The conclusions are that police acceptance of gifts and hospitality (however worthy or innocent the intention of the donors) can adversely affect the fair and impartial delivery of police services. The practice also has a strongly negative effect on public perceptions of police integrity and public confidence in police. A strict policy regime is required that prohibits anything other than the most minor gratuities offered on an incidental basis in circumstances where no obligation or expectation can be implied or perceived. Standards need to be clarified and communicated, and backed up by strict and consistent enforcement. A ‘disciplinary matrix’ is recommended as the most likely means of ensuring compliance through a graduated response to incidents of non-compliance. Details: Nathan, QLD: ARC Centre of Excellence in Policing and Security, Griffith University, 2012. 6p. Source: Internet Resource: Briefing Paper, Issue 14: Accessed August 16, 2012 at: http://www.ceps.edu.au/CMS/Uploads/file/issue%2014%20Rethinking%20Police%20Gifts%20and%20benefits%20policiesWEB.pdf Year: 2012 Country: International URL: http://www.ceps.edu.au/CMS/Uploads/file/issue%2014%20Rethinking%20Police%20Gifts%20and%20benefits%20policiesWEB.pdf Shelf Number: 126043 Keywords: Police CorruptionPolice GratuitiesPolice IntegrityPolice 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: 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: Faull, Andrew Title: City Blues: Corruption and Corruption Management in South Africa's Metropolitan Police Departments Summary: Police in South Africa are increasingly perceived as being corrupt. Research indicates that corruption is especially prevalent in the area of traffic regulation enforcement which, in the major urban centres, is primarily the responsibility of Metropolitan Police Departments (MPDs). As organs of local municipal councils, MPDs are also responsible for general crime prevention and crowd management, as well as other joint duties with the South African Police Service (SAPS). Metro Police Departments are set up and structured in partnership with local councils under relevant national legislation. From one local council to the next there is scope for considerable variation in approach to matters, including the control of corruption. This paper sheds light on how corruption (or 'integrity management' as it is sometimes called) is approached within each of the six major metro police departments. Section 1 gives background on corruption among metropolitan police generally and reviews relevant survey data. Section 2 gives a detailed profile of each of the departments and their approaches to corruption management. The last section sums up and compares the various approaches to controlling corruption and offers suggestions on how this could be improved. Details: Pretoria, South Africa: Institute for Security Studies, 2008. 28p. Source: Internet Resource: ISS Paper 170: Accessed June 3, 2015 at: http://dspace.africaportal.org/jspui/bitstream/123456789/31193/1/PAPER170.pdf?1 Year: 2008 Country: South Africa URL: http://dspace.africaportal.org/jspui/bitstream/123456789/31193/1/PAPER170.pdf?1 Shelf Number: 135877 Keywords: Police AccountabilityPolice CorruptionPolice IntegrityPolice Misconduct |
Author: Roth, Lenny Title: External oversight of police conduct Summary: The importance of having a system of external oversight of police conduct was highlighted by the Wood Royal Commission into the NSW Police Service in the mid-1990s. The external oversight model that has been in place in NSW since that time has involved two key agencies: the NSW Ombudsman, which primarily oversees the way in which NSW Police deals with complaints, and the Police Integrity Commission, which investigates serious police misconduct as well as overseeing the way in which other agencies investigate such misconduct. In recent times, the effectiveness of this system has been called into question. In February 2015, a Legislative Council Select Committee report referred to "dysfunction" within the system and recommended that a further committee inquiry be held on reforming the system, "with a view to establishing a single, well-resourced police oversight body". The NSW Government has since appointed former Shadow Attorney-General, Andrew Tink, to review the police oversight system, including examining options for a single civilian oversight model. The terms of reference for the review were released on 21 May and Mr Tink has been asked to report by 31 August 2015. This paper revisits the Wood Royal Commission report, examines the current system in NSW, and discusses the many reviews of the system that have taken place over the past decade. It also outlines the police oversight models in other Australian jurisdictions and in the United Kingdom. In summary: - The Commonwealth has a very similar model to NSW. South Australia also has a multi-agency model but it comprises a Police Ombudsman and the Independent Commissioner Against Corruption (this system is also currently under review). - Victoria, Queensland and Western Australia have a single agency model, in the form of a general anti-corruption commission. - In England and Wales, there is a single agency, the Independent Police Complaints Commission, which was set up in 2004 and investigates serious complaints and critical incidents. Reports have expressed concern at the IPCC's lack of resources and the effectiveness of the complaints. Details: Sydney: NSW Parliamentary Research Service, 2015. 52p. Source: Internet Resource: Briefing Paper No. 6/2015: Accessed July 13, 2015 at: http://www.parliament.nsw.gov.au/prod/parlment/publications.nsf/0/74D5A9F61C454021CA257E5B001EF114/$File/External%20oversight%20of%20police%20conduct.pdf Year: 2015 Country: Australia URL: http://www.parliament.nsw.gov.au/prod/parlment/publications.nsf/0/74D5A9F61C454021CA257E5B001EF114/$File/External%20oversight%20of%20police%20conduct.pdf Shelf Number: 136016 Keywords: Complaints Against the PolicePolice CorruptionPolice IntegrityPolice MisconductPolice Oversight |
Author: Australian Federal Police Title: Project APEX: A strategic assessment of corruption risk factors in ACT Policing Summary: This report presents the outcomes of Project Apex - a joint integrity initiative of the Chief Police Officer of ACT Policing and the Integrity Commissioner, involving also the Professional Standards team of the Australian Federal Police (AFP). Any investigation of corrupt conduct should involve questioning whether particular observed conduct is a 'one-off' or indicative of a wider problem. For instance, external drivers (such as the economy, organised crime, price of illicit drugs, changes in societal behaviours) or internal factors (such as workplace culture or shortcomings in the integrity framework) are issues to consider. Accordingly, Project Apex sought to establish what is in the ACT Policing 'basket of risks', and which (if any) of these issues might be a cause for concern. It also sought to identify how resilient (or 'pressure-sensitive') the AFP's integrity framework is in withstanding the identified risks. This Project Apex report is a point-in-time picture of ACT Policing's exposure to corruption risk factors, having regard to past, current and emerging issues. A key issue was to find ways to 'read the prevailing culture on the ground'. Accordingly, the report also sets out various risk analysis methods and tools, developed during the project. The Project Apex Team comprised experienced corruption prevention, intelligence and operational staff from the AFP and the Australian Commission for Law Enforcement Integrity. It found that ACT Policing is professional and ethical, and aims to have a high level of corruption awareness and a strong commitment to professional standards. In addition, the AFP's integrity framework and anti-corruption measures provide a robust platform to assist ACT Policing in managing the integrity risks that arise from its law enforcement functions. However, corruption risk - like organised crime - is dynamic and changes in response to the environment. Drivers for corrupt conduct will continue to emerge, and must be anticipated and dealt with. As with comparable police forces, ACT Policing needs to maintain its vigilance against corruption, and continue to be adaptable in identifying and responding to corruption risks. The Project Apex Team found that, presently, the main integrity risk in ACT Policing concerns opportunistic corruption (individual susceptibility) and situational corruption (misplaced loyalties). This finding implies that the best defences will be: - supervisors (the 'front-line' of corruption control) who are alert to the signs that corrupt conduct may be occurring and well-placed to exercise control over the working environment; - heightening staff awareness of risk-taking behaviour which may be an 'early warning' sign of susceptibility to corruption or other misconduct; and - fair processes and robust checking mechanisms. Details: Canberra: ACLEI, 2014. 56p. Source: Internet Resource: Accessed April 12, 2016 at: https://www.aclei.gov.au/sites/g/files/net846/f/documents/Reports%20submissions%20and%20speeches/Project%20Apex%20A%20strategic%20assessment%20of%20corruption%20risk%20factors%20in%20ACT%20Policing%20a%20joint%20project%20by%20ACLEI%20and%20the%20AFP.pdf Year: 2014 Country: Australia URL: https://www.aclei.gov.au/sites/g/files/net846/f/documents/Reports%20submissions%20and%20speeches/Project%20Apex%20A%20strategic%20assessment%20of%20corruption%20risk%20factors%20in%20ACT%20Policing%20a%20joint%20project%20by% Shelf Number: 138636 Keywords: Police AccountabilityPolice CorruptionPolice IntegrityPolice Misconduct |
Author: Police Accountability Task Force (Chicago) Title: Police Accountability Task Force. Recommendations for Reform: Restoring Trust between the Chicago Police and the Communities they Serve: Report Summary: The Police Accountability Task Force arose amidst a significant and historic public outcry. The outcry brought people into the streets, on social media and on other venues to say in a very clear voice that they had reached a breaking point with the entire local law enforcement infrastructure. People were and are demanding accountability and real and lasting change. The outcry was not localized in any particular neighborhood or demographic, although communities of color and those ravaged by crime added some of the most poignant commentary. The Task Force immediately understood that one of our most important responsibilities was to actively seek out, listen and respond to voices from all over Chicago who had much to say about their personal and often painful experiences with the Chicago Police Department ("CPD"), the Independent Police Review Authority ("IPRA") and other parts of the local policing infrastructure, as well as their frustrations and lack of confidence in political actors. What we have heard has been humbling. As we dug deeper into the complaints of so many about the callous and disrespectful way in which they had been treated by some officers, we also understood that we had an important duty to lay bare the systemic and sanctioned practices that led to the deaths of fellow citizens and the deprivation of the rights of so many others. We have borne witness to many hard truths which have profound and lasting impacts on the lives and hopes of individuals and communities. Our recommendations are intended to be responsive to the people, empower the people and to specifically identify a range of changes that are essential to building trust, accountability and lasting change. As part of our work, the Task Force heard from many current and former CPD officers who are dedicated public servants, committed to performing their duties lawfully and making Chicago a safer place for all of its residents. Serving as a police officer is a challenging and often dangerous job. The police face an increasingly daunting challenge in crime fighting. Illegal guns flood the streets of the same neighborhoods that are devastated by crime, poverty and unemployment. We as a society cannot expect the police to cure every ill in Chicago's neighborhoods. Yet we put significant pressure on them to solve and prevent crime, as well as to address the manifestations of a number of other daunting social and economic challenges beyond their charge and capacity to manage, let alone solve. Still, a keen appreciation of and sensitivity to these broader issues is critical to effective law enforcement and positive community-police relations. The findings and recommendations in this report are not meant to disregard or undervalue the efforts of the many dedicated CPD officers who show up to work every day to serve and protect the community. The challenge is creating a partnership between the police and the community that is premised upon respect and recognizes that our collective fates are very much intertwined. Simply put, a more professional, engaged and respectful police force benefits us all. We cannot and have not shied away from identifying systemic problems or challenges that undermine the efforts of those officers who are sincerely committed to doing their jobs the right way. To be sure, individual officers must own responsibility for not merely their actions each day, but also the reverberating and sometimes corrosive and lingering effect of those actions on citizens. And ultimately, the responsibility for setting the correct course lies with CPD leadership itself. The City and in particular CPD would do well to embrace the necessary changes to address the systemic problems in CPD and not simply hope that this storm will pass. It will not and ignoring this opportunity will exacerbate Details: Chicago: The Task Force, 2016. 190p. Source: Internet Resource: Accessed April 28, 2016 at: https://chicagopatf.org/wp-content/uploads/2016/04/PATF_Final_Report_4_13_16-1.pdf Year: 2016 Country: United States URL: https://chicagopatf.org/wp-content/uploads/2016/04/PATF_Final_Report_4_13_16-1.pdf Shelf Number: 138830 Keywords: Police AccountabilityPolice IntegrityPolice LegitimacyPolice MisconductPolice PerformancePolice Reform |
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: Owens, Emily G. Title: Promoting Officer Integrity Through Early Engagement and Procedural Justice in the Seattle Police Department Summary: Project Description/Goals The procedural justice intervention experiment was designed to assess the impact of a procedural justice intervention on police citizen encounters. The intervention was based on supervisory modeling of LEED principles (listen and explain with equity and dignity) during a review of a routine encounter to determine whether this lost cost intervention would translate to more procedurally just encounters. Study Design & Methods Using a randomized design, this study relied on three innovations: 1) a new kind of Early Intervention System - the High Risk Circumstance (HRC) - model that identifies officers working in behavioral "hot spots:" 2) training sergeants on the concept of listening and explaining with equity and dignity (LEED), an approach to procedural justice, and asking them to meet with officers to discuss recent encounters in which they modeled this technique; and 3) providing experimental evidence on the impact of a feasible procedural justice training program that is based on two practical and quantifiable performance metrics: officer activity and incident outcomes. Officers were selected using the new HRC model, and then were randomly assigned to receive the procedural justice intervention or to the control in order to test for the impact of this low-cost intervention approach to institutionalizing procedural justice. Results The officers who participated in supervisory meetings appeared to engage in encounters with citizens with equal frequency as their colleagues. However, those who participated in the meetings were roughly 26% less likely to resolve an incident with an arrest one week after having a meeting when compared to their colleagues who did not participate. This effect is reasonably persistent, and the results suggest that officers who participated in the LEED debriefs were 12% less likely overall to resolve incidents via an arrest over the six-week period after the supervisory meetings. The results also suggest that in the longer run, officers who participated in the meetings were over 30% less likely to be involved in a use of force incident. Overall, we did not find evidence that officers who had additional non-disciplinary supervisory meetings were any more or less likely to respond to, initiate, or document CAD incidents relative to their peers who worked in similar situations. We also found no substantive change in the amount of time officers were officially on-scene in a given incident. Furthermore, we did not find evidence that officers who participated in the meetings were less likely to garner complaints from the public. We conclude that non-disciplinary LEED based supervisory meetings are a promising strategy for improving police legitimacy. Officers who had at least one meeting over a six month period in which they reviewed how they approached relatively standard citizen encounters appeared to be less likely to engage in behaviors that, while central to policing, have the potential to reduce legitimacy when abused (e.g. making arrests and use of force). Implications for Policy & Practice The findings from this study suggest that procedural justice can be implemented in law enforcement agencies rather simply and inexpensively while also potentially contributing to increased legitimacy. It is expected that agencies that want to institutionalize procedurally just approaches can do so by implementing supervisory training at a minimal level, and maximize returns on that investment be encouraging supervisors to model procedurally just behaviors. Details: Washington, DC: The Police Foundation, 2015. 149p. Source: Internet Resource: Accessed June 28, 2016 at: https://www.ncjrs.gov/pdffiles1/nij/grants/249881.pdf Year: 2016 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/249881.pdf Shelf Number: 139507 Keywords: Police IntegrityPolice LegitimacyPolice TrainingPolice-Citizen InteractionsProcedural Justice |
Author: Stinson, Philip M. Title: Police Integrity Lost: A Study of Law Enforcement Officers Arrested Summary: 1 ABSTRACT There are no comprehensive statistics availa ble on problems with police integrity, and no government entity collects data on all criminal arrests of law enforcement officers in the United States. Police crimes are those crimes committed by sworn law enforcement officers with the general powers of arrest. These crimes can occur while the officer is either on- or off-duty and include offenses committed by officers employed by state and local law enforcement agencies. This study provides a wealth of data on a phenomen a that relates directly to police integrity- data that previously did not exist in any useable format. The first goal of the study is to determine th e nature and extent of police crime in the United States. The objective for this goal is to determine the inciden ce and prevalence of officers arrested. A second goal is to determine what factors influence how an agency responds to arrests of its officers. Objectives for this goal are to determine whether certain factors influence agency response and employment outcome s: (a) severity of crimes for which officers are arrested; (b) level of urbanization for each employing agency; (c) geographic location for each employing agency; (d) length of service and ag e of arrested officers; and, (e) criminal case outcomes. A final goal is to foster police integr ity by exploring whether o fficer arrests correlate with other forms of police misconduct. Objectives for this goal are to determine whether arrested officers were also named as a civil defendant in any 42 U.S.C. 1983 federal court actions during their careers, and to inform practiti oners and policymakers of strategies that will better identify problem officers and those at risk for engaging in pol ice crime and its correlates. The advent of nationwide, objec tive, and verifiable data on th e law-breaking behavior of sworn officers and provides potential benefits to law enforcement agencies that connect the technical expertise of researcher s to criminal justice policymaker s and practitioners. These data provide direct guidance in thr ee areas. First, the study provi des agencies information on the types of crime that are most frequently perp etrated by police officers. Second, the research provides information on the relationship between police crimes and other types of misbehavior that collectively comprise the problem officer. Third, nationwide data on police crimes and the manner in which arrested officers are organiza tionally sanctioned provide s points of comparison for law enforcement agencies that confront thes e problems, as well as information on the degree to which law enforcement agencies tend to sanction or ignore certain crimes committed by officers. This is a quantitative cont ent analysis study of archiv ed records reporting several thousand arrests of police officers during the years 2005-2011. The primary information source is the Google News search engine and its Google Alerts email update service. Chi-Square was used to measure the statistical significance of th e association between two variables measured at the nominal level. Cramer's V was utilized to measure th e strength of the Chi-Square association. Stepwise binary lo gistic regression was used to de termine which of the predictor variables are statistically significant in multivar iate models. Classification tree analysis was utilized to uncover the causal pa thways between independent predic tors and outcome variables. The Google News searches resulted in the id entification of 6,724 cas es in which sworn law enforcement officers were arrested during the years 2005 through 201 1. The cases involved the arrests of 5,545 individual sworn officers employed by 2,529 nonfederal state and local law enforcement agencies located in 1,205 counties a nd independent cities in all 50 states and the District of Columbia. The findings indicate th at nonfederal law enforcement officers were arrested nationwide during 2005-2011 at a rate of 0.72 officers arrested per 1,000 officers, and at a rate of 1.7 officers arrested per 100,000 population nationwide. Details: Bowling Green, OH: Criminal Justice Program Bowling Green State University, 2016. 671p. Source: Internet Resource: Accessed July 15, 2016 at: https://www.ncjrs.gov/pdffiles1/nij/grants/249850.pdf Year: 2016 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/grants/249850.pdf Shelf Number: 139639 Keywords: Police AccountabilityPolice CorruptionPolice IntegrityPolice Misconduct |
Author: Chicago. Police Accountability Task Force Title: Recommendations for Reform: Restoring Trust between the Chicago Police and the Communities they Serve: Report Summary: The primary mission of the Police Accountability Task Force was to lay the foundation for the rejuvenation of trust between the police and the communities that they serve by facing hard truths and creating a roadmap for real and lasting transparency, respectful engagement, accountability and change. The Police Accountability Task Force developed comprehensive findings with specific recommendations for change in the short, interim and long term in five important areas: - Video Release Policies - De-escalation - Community & Police Relations - Early Intervention & Personnel - Legal Oversight & Accountability The Police Accountability Task Force arose amidst a significant and historic public outcry. The outcry brought people into the streets, on social media and on other venues to say in a very clear voice that they had reached a breaking point with the entire local law enforcement infrastructure. People were and are demanding accountability and real and lasting change. The outcry was not localized in any particular neighborhood or demographic, although communities of color and those ravaged by crime added some of the most poignant commentary. The Task Force immediately understood that one of our most important responsibilities was to actively seek out, listen and respond to voices from all over Chicago who had much to say about their personal and often painful experiences with the Chicago Police Department ("CPD"), the Independent Police Review Authority ("IPRA") and other parts of the local policing infrastructure, as well as their frustrations and lack of confidence in political actors. What we have heard has been humbling. As we dug deeper into the complaints of so many about the callous and disrespectful way in which they had been treated by some officers, we also understood that we had an important duty to lay bare the systemic and sanctioned practices that led to the deaths of fellow citizens and the deprivation of the rights of so many others. We have borne witness to many hard truths which have profound and lasting impacts on the lives and hopes of individuals and communities. Our recommendations are intended to be responsive to the people, empower the people and to specifically identify a range of changes that are essential to building trust, accountability and lasting change. As part of our work, the Task Force heard from many current and former CPD officers who are dedicated public servants, committed to performing their duties lawfully and making Chicago a safer place for all of its residents. Serving as a police officer is a challenging and often dangerous job. The police face an increasingly daunting challenge in crime fighting. Illegal guns flood the streets of the same neighborhoods that are devastated by crime, poverty and unemployment. We as a society cannot expect the police to cure every ill in Chicago's neighborhoods. Yet we put significant pressure on them to solve and prevent crime, as well as to address the manifestations of a number of other daunting social and economic challenges beyond their charge and capacity to manage, let alone solve. Still, a keen appreciation of and sensitivity to these broader issues is critical to effective law enforcement and positive community-police relations. The findings and recommendations in this report are not meant to disregard or undervalue the efforts of the many dedicated CPD officers who show up to work every day to serve and protect the community. The challenge is creating a partnership between the police and the community that is premised upon respect and recognizes that our collective fates are very much intertwined. Simply put, a more professional, engaged and respectful police force benefits us all. We cannot and have not shied away from identifying systemic problems or challenges that undermine the efforts of those officers who are sincerely committed to doing their jobs the right way. To be sure, individual officers must own responsibility for not merely their actions each day, but also the reverberating and sometimes corrosive and lingering effect of those actions on citizens. And ultimately, the responsibility for setting the correct course lies with CPD leadership itself. The City and in particular CPD would do well to embrace the necessary changes to address the systemic problems in CPD and not simply hope that this storm will pass. It will not and ignoring this opportunity will exacerbate an already volatile set of circumstances. CPD in particular must face the problems in order to fix them. Details: Chicago: The Task Force, 2016. 184p. Source: Internet Resource: Accessed July 21, 2016 at: https://chicagopatf.org/ Year: 2016 Country: United States URL: https://chicagopatf.org/ Shelf Number: 139755 Keywords: Police AccountabilityPolice IntegrityPolice-Citizen InteractionsPolice-Community Relations |
Author: Goff, Phillip Atiba Title: Science of Justice: City Report Summary: How do you measure justice? It is a question that has confounded scholars, activists, and public servants since before it was even asked. Yet, despite the inherent philosophical, methodological, and logistical difficulties, law enforcement executives are increasingly asked to turn over data with the aim of evaluating how fairly they are doing their jobs. Rather than shrink from this task, courageous executives are seeking out partnerships with prominent researchers to solve this riddle and lead policing in the nation with respect to civil rights and public accountability. The aim of the city reports is to provide law enforcement with a powerful tool towards that end. They are intended as a kind of roadmap of options towards the goal of ensuring equity in public safety. Too often law enforcement data are captured with an eye towards accounting or litigation, and without leveraging the data to optimize performance. The city reports are designed to help fill that gap, providing straightforward statistical answers to some of the most pressing questions that cut across law enforcement agencies. Consequently, we have organized the reports to address the most frequently asked questions we receive from both law enforcement executives and communities over our decades working with both. The questions that motivate the city report are: What data should a department collect? Are the racial disparities we observe evidence of racial bias? If there are biases, does department leadership need to train/select officers differently or should they focus on department policies? If a department does need to train or select its officers differently, what are the factors leadership should consider? And, if a department does need to focus on its policies, how should it do that? Finally, the most common questions we receive from law enforcement executives are: How am I doing? And how do I compare to everybody else? Given how pervasive these questions are, we wanted to provide law enforcement with the analytic tools necessary to understand the world in which they are operating. We have avoided unnecessarily complicated quantitative techniques where possible in order to allow for ease of comprehension and to position departments as best we can to track their progress themselves. Section 1 outlines the data a department gave us, and identifies additional data that would help to further contextualize what we were given. Section 2 prepares a department for what others will see. The analyses do not provide a strong basis for determining whether or not disparities result from bias - particularly the population benchmark analyses. But they do offer a snapshot of what an interested community might see with widely available data. In addition, Section 2 provides information on disparities in treatment after a stop that may warrant a department's attention. Section 3 uses four techniques to help a department decide whether or not any disparities that may have been observed in Section 2 warrant concerns related to biased behavior and/or policies. This section also features comparative analyses of these four indicators, revealing where the department's results stand relative to both national trends and regional ones (where data are available). Section 4 provides measurements of the extent to which observed disparities are due to officer variation as opposed to district or department-wide behaviors. Section 5 reveals how the attitudes of officers influence their orientation towards the department, its policies, and the community. Section 6 provides a unique set of analyses to assess how departmental policies advance the goals of fairness in policing. And, finally, Section 7 provides a summary of the report findings and how the department results compare to regional and national trends for departments who provided the same data. Taken together, we hope that the city report will serve as a step forward in using law enforcement data analytics to shape policing equity. Details: Los Angeles: Center for Policing Equity, 2016. 101. Source: Internet Resource: Accessed September 20, 2016 at: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Year: 2016 Country: United States URL: http://policingequity.org/wp-content/uploads/2016/07/EverytownPD.City_.Report-FINAL.pdf Shelf Number: 145607 Keywords: Police AccountabilityPolice AdministrationPolice DepartmentsPolice Integrity |
Author: Mandic, Sofija Title: The Citizens' Opinion of the Police Force: The Comparative Analysis of Public Opinion Surveys Conducted in Albania, Bosnia and Herzegovina, Montenegro, Kosovo, Macedonia and Serbia Summary: The second round of the public opinion survey "The Citizens' Opinion of the Police Force" was conducted in Albania, Bosnia and Herzegovina, Montenegro, Kosovo, Macedonia and Serbia. The questionnaire based on which the public opinion survey was conducted was devised by the regional network POINTPULSE to provide answers concerning the citizens' opinion of the police. The questionnaire included six groups of questions: 1. The level of citizens' trust and confidence in institutions; 2. The perception of the police as an institution, but also of policemen and policewomen as individuals; 3. The perception of corruption in the society and the police force; 4. Opinions of citizens regarding the fight against corruption; 5. Opinions of citizens on the work of civil society organisations; 6. Demographics. The field research was conducted in April 2016 by IPSOS Strategic Marketing, on a representative sample of 6,000 adult persons, male and female citizens of Albania, Bosnia and Herzegovina, Montenegro, Kosovo, Macedonia and Serbia. A questionnaire was used as a research instrument. In Albania, Bosnia and Herzegovina, Montenegro, Kosovo and Serbia interviews were conducted using the "face to face" technique, which involves direct contact with respondents, while computer-assisted telephone survey was used in Macedonia. The report was published as part of the project titled "Western Balkans Pulse for Police Integrity and Trust", which aims to contribute to increasing the trust and confidence in the police by promoting its accountability and strengthening its integrity. For this reason, the following seven civil society organisations from the region came together to form the POINTPULSE network: Analytica from Skopje, Belgrade Centre for Security Policy (BCSP), Balkan Investigative Reporting Network (BIRN) from Belgrade, Centre for Security Studies (CSS) from Sarajevo, Alternativa Institute (IA) from Podgorica, Institute for Democracy and Mediation (IDM) from Tirana, and the Kosovo Centre for Security Studies (KCSS) from Pristina. Citizens of the Western Balkans have a high level of trust and confidence in the education system, the health system and the police. However, even in the case of institutions they trust most - such as the police, trusted on average by 58% of the population - many believe that they cannot be relied on. Representative bodies (the Parliament), the judiciary, the prosecutors' offices and the media are trusted the least. In comparison with the survey conducted in 2015, trust in most key institutions has increased. The respondents see the average policewoman first as polite and good looking, and only then as a professional ready to perform her job. Male members of the police force are associated primarily with their professional engagement - protection of citizens, someone who is strong and trustworthy - and to some extent with behaviour and method of communication, whereas assessments concerning their physical appearance are completely absent. Citizens of the Western Balkans believe that the dominant mode of employment in the police is through friends and relatives, political affiliation, or by giving bribes. Many of them also believe that police officers operate mainly to protect the interests of the government, political parties and police officials, and only then those of the citizens. Similarly, they believe that politicians have a strong influence on the operational decision-making in the police. Although more than half the citizens have confidence in the police, this institution is simultaneously also considered deeply corrupt. This suggests that corruption is percieved as something that is acceptable and normal. Awareness of corruption in the police thus persists together with a sense of trust, without these two perceptions excluding each other. Border and traffic police are believed to be the most corrupt, together with the close (political) associates of ministers of interior affairs. Special police units are viewed as least vulnerable to corruption. Citizens are divided in their opinions as to whether they would or would not report corruption, and those who would do it would first contact the local police station or its chief. Citizens believe that repressive measures would be most effective for preventing corruption. They also believe that the Government, the Minister of Interior Affairs and the internal police control should be the first to address this problem. Respondents recognise civil society as actors in the fight against corruption, but mostly as direct actors and associates of the state in this task. Only then do they recognise their contribution through research, documentation and protection of victims of corruption. Details: Belgrade: Belgrade Centre for Security Policy, 2016. 33p. Source: Internet Resource: Accessed September 26, 2016 at: http://www.bezbednost.org/upload/document/the_citizens_opinion_of_the_police_force_-_wb.pdf Year: 2016 Country: Europe URL: http://www.bezbednost.org/upload/document/the_citizens_opinion_of_the_police_force_-_wb.pdf Shelf Number: 140455 Keywords: Police EffectivenessPolice IntegrityPublic Opinion |
Author: Great Britain. Home Office Title: The Stephen Lawrence Independent Review: Possible Corruption and the Role of Undercover Policing in the Stephen Lawrence Case Summary: The questions posed by our terms of reference must be considered in the context of the following key findings of the Stephen Lawrence Inquiry: a) The initial investigation of the murder of Stephen Lawrence was seriously flawed and deserving of severe criticism. The underlying causes of the failure were more troublesome and potentially more sinister. The impact of incompetence, racism and corruption on the investigation had been the subject of much evidence and debate. b) The Inquiry was faced with a complex task in order to determine whether corruption and collusion, racism or institutional lethargy had (alone or in combination) been causative of the seriously flawed initial investigation of the murder. Each contended force could have resulted in or contributed to the same failings. To assess the extent of the impact of any one of the forces on the investigation, it was necessary to consider that force in isolation. c) Applying the civil standard of proof to its findings, namely on the balance of probability, the Inquiry concluded that institutional racism affected the murder investigation, the Metropolitan Police Service (MPS) and police services elsewhere, as well as other institutions and organisations. d) As regards the serious allegation of corruption or collusion, the Inquiry decided that it would be wholly unfair to reach any adverse conclusion without being sure of it, applying the criminal standard of proof. Applying that standard, the Inquiry found that the evidence fell short of making it sure that corruption or collusion had infected the initial murder investigation. e) The flawed MPS Barker Review of the murder investigation in late 1993 had failed to expose the faults in the murder investigation as it should have. Equally, in the face of the Lawrence family's justified criticism, for years afterwards the MPS had wrongly insisted that the investigation had been professionally and competently carried out. This had piled more grief upon that caused by the murder itself and had misled both the family and the public. Details: London: Home Office, 2014. 2 vol., summary Source: Internet Resource: Accessed October 12, 2016 at: https://www.gov.uk/government/publications/stephen-lawrence-independent-review Year: 2014 Country: United Kingdom URL: https://www.gov.uk/government/publications/stephen-lawrence-independent-review Shelf Number: 140536 Keywords: Criminal InvestigationPolice AccountabilityPolice CorruptionPolice IntegrityPolice MisconductStephen Lawrence |
Author: Goff, Phillip Atiba Title: The Science of Policing Equity: Measuring Fairness in the Austin Police Department Summary: This report represents a partnership between Urban and the Center for Policing Equity's National Justice Database, in collaboration with the White House's Police Data Initiative. The report analyzes publicly available data in 2015 vehicle stops and 2014 use of force incidents on the part of the Austin Police Department. Findings indicate that even when controlling for neighborhood levels of crime, education, home-ownership, income, youth, and unemployment, racial disparities still exist in both use and severity of force. We also document that APD has a high level of transparency, and the analysis demonstrates the value of that democratization of police department data in examining whether community-level explanations are sufficient to explain observed racial disparities. Details: Washington, DC: Urban Institute, 2016. 18p. Source: Internet Resource: Accessed November 8, 2016 at: http://www.urban.org/sites/default/files/publication/85096/the-science-of-policing-equity_2.pdf Year: 2016 Country: United States URL: http://www.urban.org/sites/default/files/publication/85096/the-science-of-policing-equity_2.pdf Shelf Number: 141035 Keywords: Police BehaviorPolice EffectivenessPolice IntegrityPolice LegitimacyRacial DisparitiesRacial Profiling in Law EnforcementStop and Search |
Author: Thornton, Sara Title: Project Champion Review: An Independent Review of the commissioning, direction, control and oversight of Project Champion; including the information given to, and the involvement of, the community in this project from the initiation of the scheme up to 4 Summary: There is nothing more important to policing than its legitimacy in the eyes of the public. The concerns of the community need to be a central preoccupation of policing and transparency needs to be a constant consideration. In the course of this review I have met members of the community and have read the press reports and it is clear that many people feel that their civil liberties have been disregarded. As a consequence, the trust and confidence that they have in the police has been significantly undermined. There is a real opportunity to learn from Project Champion about the damage that can be done to police legitimacy when the police are seen to be acting in a way which prizes expediency over legitimacy. Importantly these lessons need to be learned from a counter terrorism project where the need to maintain public support is even more acute. The review has been completed in a relatively short period of time because of the need to take immediate action to restore confidence. However, this has necessarily limited the extent of my enquiries but hopefully not my conclusions. In reviewing events I have tested several hypotheses which might explain what happened. Was the threat so severe and was the activity in the West Midlands so intense that the normal considerations of policing were ignored? Or was the consultation with the community and the marketing of crime reduction benefits just a cynical ploy to cover up counter terrorist activity? Or was there a more mundane explanation – that the project was poorly conceived and managed and while there was an intention to use the technology to reduce crime nobody ever ensured that this happened? I have weighed up the information collected and drawn the conclusions in Section 4 on the balance of probabilities. Details: Kidlington, UK:Thames Valley Police, 2010. 51p. Source: Internet Resource: Accessed November 22, 2016 at: http://www.statewatch.org/news/2010/oct/uk-project-champion-police-report.pdf Year: 2010 Country: United Kingdom URL: http://www.statewatch.org/news/2010/oct/uk-project-champion-police-report.pdf Shelf Number: 147313 Keywords: Closed-Circuit Television Electronic Surveillance Police IntegrityPolice-Community RelationsPublic SpacesVideo Surveillance |
Author: De Angelis, Joseph Title: Civilian Oversight of Law Enforcement: Assessing the Evidence Summary: Over the last several decades, issues of trust and accountability have moved to the forefront of community-police relations and a great deal of scholarship has been devoted to enhancing police performance through the strengthening of law enforcement oversight functions. During this same period, highly publicized officer-involved encounters have led to the proliferation of organizational mechanisms for reviewing and improving officer conduct (Walker 2001; Alpert et al. 2016). One such mechanism is the development of civilian oversight of law enforcement. Sometimes referred to as citizen oversight, civilian review, external review and citizen review boards (Walker 2001; Alpert et al. 2016), this form of police accountability is often focused on allowing non-police actors to provide input into the police department’s operations, often with a focus on the citizen complaint process. In some jurisdictions, this is sometimes accomplished by allowing oversight practitioners (both paid and volunteer) to review, audit or monitor complaint investigations that were conducted by police internal affairs investigators. In other jurisdictions, it is done by allowing civilians to conduct independent investigations of allegations of misconduct lodged against sworn law enforcement officers. It can also be accomplished through the creation of mechanisms that are authorized to review and comment on police policies, practices, training and systemic conduct. Some oversight mechanisms involve a combination of systemic analysis and complaint handling or review . The goal of this publication is to offer a broad examination of the key issues facing civilian oversight of law enforcement in the U.S. Drawing from a review of the available research, as well as organizational data collected from 97 police oversight executives, this report is designed to help local policy-makers, police executives and members of the local community explore the key issues that can accompany the implementation and sustainability of civilian oversight of police mechanisms at the municipal and county levels. More specifically, this report addresses a number of key areas in relation to police oversight, including: 1 . A comprehensive review of the key resources and research relating to civilian oversight of police; 2. A brief review of the historical evolution of oversight in the U.S.; 3 . A detailed examination of three different models of oversight: investigation-focused, review-focused and auditor/monitor-focused; 4. An assessment of the key factors that promote organizational effectiveness in civilian oversight; and, 5 . An exploration of trending issues in relation to oversight, particularly the debate over how to measure performance of police oversight agencies, the potential value of problem-solving methodologies and the increasing emphasis on the value of alternative dispute resolution techniques for resolving complaints against police officers. This report concludes by identifying issues that jurisdictions may want to consider if they are evaluating whether to implement oversight or revise their current oversight framework. This report also identifies critical areas in need of further research. Details: Washington, DC: Booz Allen Hamilton, 2016. 76p. Source: Internet Resource: Accessed January 25, 2017 at: https://www.ojpdiagnosticcenter.org/sites/default/files/NACOLE_AccessingtheEvidence_Final.pdf Year: 2016 Country: United States URL: https://www.ojpdiagnosticcenter.org/sites/default/files/NACOLE_AccessingtheEvidence_Final.pdf Shelf Number: 147798 Keywords: Civilian Review BoardsComplaints Against PolicePolice AccountabilityPolice IntegrityPolice LegitimacyPolice-Community InteractionsPolice-Community Relations |
Author: Safer, Ron Title: Preventing and Disciplining Police Misconduct: An Independent Review and Recommendations Concerning Chicago's Police Disciplinary System Summary: A police department's disciplinary system must encourage good conduct by police officers. The process for investigating and resolving complaints alleging police misconduct should align with this objective. In recent years, there have been both external and internal concerns about how complaints of misconduct by members of Chicago Police Department (CPD) are investigated and disciplined. Allegations of a "code of silence" among Chicago police officers reveal the public's concern with the current disciplinary system. And there are concerns within CPD about the uncertainty that surrounds police discipline, including the length of time it takes to resolve misconduct complaints and a perceived lack of uniformity across punishments for similar violations. In particular, alleged incidences of misconduct by members of the CPD are investigated, and discipline is administered, pursuant to a complicated, time-consuming process. CPD's disciplinary system includes three separate City agencies - each created at a different time and for a different purpose - that are tasked with investigating and resolving alleged incidences of police misconduct: the CPD, including its Bureau of Internal Affairs (BIA); the Independent Police Review Authority (IPRA); and the Police Board. As a result, responsibility for identifying misconduct and administering discipline can be fragmented. In addition, historically multiple opportunities to appeal and/or grieve disciplinary decisions from one body to another at multiple stages in the process lengthened the time between the complaint and resolution, creating uncertainty surrounding the administration of discipline. The City's collective bargaining agreements (CBAs) with the unions of Department members limit the ways in which misconduct - studied the statutes, ordinances, collective bargaining agreements, and other legal requirements that define the current disciplinary system; -- analyzed data - including the number and types of misconduct complaints, and the amount of time it takes to resolve these complaints - provided by the three entities charged with investigating and resolving allegations of police misconduct: the CPD, including BIA, IPRA, and the Police Board; -- interviewed a wide cross section of people who participate in and/or are affected by the police disciplinary system, such as: current and former CPD members, including senior leadership, bureau chiefs, commanders, lieutenants, sergeants, and rank-and-file police officers; IPRA leadership, including its chief and deputy chief administrators; Police Board leadership; other public officials; and community representatives, ministers and other members of the faith community and representatives from organizations focused on police misconduct and accountability; -- analyzed best practices in other municipalities and jurisdictions; -- consulted subject matter experts, including Darrel Stephens of the Major Cities Chiefs Association and Merrick Bobb of the Police Assessment Resource Center; and -- undertook a thorough review of the relevant literature. Our recommendations fall into two categories. First, we propose changes to prevent misconduct from occurring in the first place, primarily by focusing on guidelines, education and training. We also suggest ways to make the consequences of misconduct more consistent, as well as to more effectively involve direct supervisors in the prevention and detection of misconduct. Second, we suggest improvements to the system for addressing the misconduct that does occur. We offer ways to make IPRA more accessible and transparent for complainants, as well as to accelerate the time from complaint to resolution; recommend adjusting the jurisdictions of BIA, IPRA, and the Police Board; and make suggestions for streamlining processes where possible. Details: Chicago: Police Accountability Task Force, 2014. 75p. Source: Internet Resource: Accessed February 17, 2017 at: https://chicagopatf.org/wp-content/uploads/2016/01/Preventing_Disciplining_Police_Misconduct_Dec_2014.pdf Year: 2014 Country: United States URL: https://chicagopatf.org/wp-content/uploads/2016/01/Preventing_Disciplining_Police_Misconduct_Dec_2014.pdf Shelf Number: 146292 Keywords: Complaints Against PolicePolice DisciplinePolice IntegrityPolice Misconduct |