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MSU CJ 335 - Lecture 16

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111Police ProcessPolice ProcessDaeDae--Hoon KwakHoon KwakMichigan State UniversityMichigan State UniversityCJ 335CJ 335Summer 2006Summer 20066/27/2006CJ 335 Summer 2006Lecture 16Lecture 16Police Accountability22Outline for the lectureOutline for the lecture6/27/2006CJ 335 Summer 2006••Describe basic issues in police accountability Describe basic issues in police accountability ••Explain traditional and new measures to hold police Explain traditional and new measures to hold police accountableaccountable••Identify various internal and external mechanisms for Identify various internal and external mechanisms for ensuring police accountability ensuring police accountability 33Definition of Police AccountabilityDefinition of Police Accountability6/27/2006CJ 335 Summer 2006• Definition- Having to answer for your conduct- In a democratic society the police and other government agencies have to answer to the public- Elected officials are expected to represent the public interest in holding law enforcement agencies under their jurisdiction accountable-In short, citizens control the police as well as other government agencies through the political process44Dimensions of Police AccountabilityDimensions of Police Accountability6/27/2006CJ 335 Summer 2006• Two Dimensions-Fairness and effectivenessin policing- To control crime and disorder, and to be fair and ensure justice- Police must be held accountable on both dimensions of their role a. Performing tasks effectivelyb. Complying the lawc. Treating all citizens with equal respect (i.e., fairness)d. For PD, appropriate accountability mechanisms55Dimensions of Police Accountability (cont.)Dimensions of Police Accountability (cont.)6/27/2006CJ 335 Summer 2006• Dilemmas of Policing in a Democracy- The police must answer to the public and to legal principles (vs. totalitarian societies)- The public demands for effective crime control and lawful policing often conflict (e.g., if P.O.s beat confessions out of people, they would solve more crimes)• A Historical Perspective on Accountability- Meaningful accountability is a relatively recent development- History: police were not accountable at all (e.g., corrupt, inefficient, had no standard for on the street behavior)66Dimensions of Police Accountability (cont.)Dimensions of Police Accountability (cont.)6/27/2006CJ 335 Summer 2006• A Historical Perspective on Accountability (cont.)- Late 1950s: Procedures for account. began to develop (i.e., the Supreme Court began to impose constitutional standards on routine police work) - 1970s: PDs began to develop SOP manuals- 1980s: CP replaced new demands on police to be accountable• Accountability and CP--Accountability is necessary for the success of CPAccountability is necessary for the success of CP277Accountability for What Police DoAccountability for What Police Do6/27/2006CJ 335 Summer 2006• Traditional Approach--The police were held primarily for crime control The police were held primarily for crime control (i.e., crime rate, clearance rate, and response times)(i.e., crime rate, clearance rate, and response times)••New Measures of Police ServiceNew Measures of Police Service--Quality of life Quality of life a. Measured with citizen survey (e.g., fear of crime and a. Measured with citizen survey (e.g., fear of crime and disorder)disorder)b. Regular citizen surveys: perceptions of the PD, evaluate b. Regular citizen surveys: perceptions of the PD, evaluate police performancepolice performance88Accountability for What Police Do (cont.)Accountability for What Police Do (cont.)6/27/2006CJ 335 Summer 2006• COMPSTAT: A New Approach--ProcessProcessa. Meetings with district commandersa. Meetings with district commandersb. Current crime data is projected on a screenb. Current crime data is projected on a screenc. District commanders explain activities in their area, c. District commanders explain activities in their area, report what they are doing about crime trendsreport what they are doing about crime trends--Holds middleHolds middle--level police managers accountable for crime level police managers accountable for crime in their areasin their areas99Account. for How Police Do Their JobAccount. for How Police Do Their Job6/27/2006CJ 335 Summer 2006• Basic Approaches to Accountability--Internal Mechanisms of Account. Internal Mechanisms of Account. a. Accountability procedures within the PD a. Accountability procedures within the PD b. E.g., Supervision, Internal Affairs/Professional b. E.g., Supervision, Internal Affairs/Professional Standards Units, EIS, AccreditationStandards Units, EIS, Accreditation--External Mechanisms of Account. External Mechanisms of Account. a. Accountability procedures that are outside the dept. a. Accountability procedures that are outside the dept. b. E.g., Courts, Pattern or Practice Suits, Citizen Oversight b. E.g., Courts, Pattern or Practice Suits, Citizen Oversight of the Police, A Mixed Approach to Police Accountabilityof the Police, A Mixed Approach to Police Accountability1010Internal Mechanisms of Account. Internal Mechanisms of Account. 6/27/2006CJ 335 Summer 2006• Supervision--Routine supervisionRoutine supervisiona. One of the central tasks of police managementa. One of the central tasks of police managementb. For rankb. For rank--andand--file officers on the street, responsibility is file officers on the street, responsibility is left to sergeantsleft to sergeantsc. Supervision activities: span of control (1:8), monitor c. Supervision activities: span of control (1:8), monitor officers under their command of the situation, reviewing officers under their command of the situation, reviewing and approving the written reports completed by P.O.s, and approving the written reports completed by P.O.s, file reports violation of officer misconductfile reports violation of officer misconduct--Problems of RS: personal ties with the officers, unwilling to Problems of RS: personal ties with the officers, unwilling to criticize those officerscriticize those officers1111Internal Mechanisms of Account. (cont.)Internal Mechanisms of Account. (cont.)6/27/2006CJ 335 Summer 2006• Supervision (cont.)--Close supervision: goes beyond routine performance Close supervision: goes beyond routine performance appraisal, focuses on specific problems and takes extra appraisal, focuses on specific problems and takes extra steps to correct themsteps to correct them--Written policies and reporting


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