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134
Department Peer Counseling Program, or the RPD’s contract psychologist. Other
personnel actions may be warranted if at-risk conduct continues (RPD Policy 4.55).
The RPD’s EI system has proven to be an important accountability tool for
the department. However, the implementation of the system had to first overcome
considerable managerial inertia. Several managers within the RPD neglected their
responsibilities, ignoring departmental policies relating to the EIS. Managers failed
to take timely action when officers were identified by the EIS as needing attention.
When intervention did occur, managers neglected to follow up to ensure that
remedial actions were carried out. For example, there were several instances of
officers who were directed to attend training, but failed to do so. Supervisors did not
verify that training occurred or that the intended results were realized.
The Attorney General’s monitor worked with senior leadership in the
department to hold these managers accountable. He provided training and guidance
on “management and supervisory accountability” to managers. He bluntly described
their failure to follow through with the necessary officer interventions flagged by the
EIS. The Chief withheld rewards such as promotions, choice assignments and
transfers from supervisors who ignored their responsibilities. In time the appropriate
personnel were in place, managers committed to the RPD’s reform values and
objectives. Indeed, Chief Leach promoted 27 of the 29 RPD managers (lieutenants
and above), 93% of the management staff. The altered management structure
ensured that supervisors properly employed the information from the EIS. The EIS
provided systemic capacity to identify and address officers with performance
Object Description
| Title | Policing accountability: an empirical investigation of state-sponsored police reform in Riverside, California |
| Author | Gomez, Jose Adolfo |
| Author email | jagclash@yahoo.com; jgomez@treasurer.ca.gov |
| Degree | Doctor of Philosophy |
| Document type | Dissertation |
| Degree program | Political Science |
| School | College of Letters, Arts and Sciences |
| Date defended/completed | 2008-08-01 |
| Date submitted | 2008 |
| Restricted until | Restricted until 13 Oct. 2010. |
| Date published | 2010-10-13 |
| Advisor (committee chair) | Renteln, Alison Dundes |
| Advisor (committee member) |
Newland, Chester A. Wong, Janelle S. |
| Abstract | The police have the ability to detain, arrest, and use force when necessary. Police accountability is thus of paramount concern to the public. Numerous examples of police misconduct, including cases of excessive force, brutality, and corruption, appear regularly via the news media. These incidents often evidence systemic organizational problems in law enforcement agencies. Scholars have observed that attempts at police reform have placed too much emphasis on individuals behaving badly, rather than on the systemic problems of the police department.; Beginning in the second half of the 1990s, federal and state Attorneys General began employing institutional reform litigation, in the form of consent decrees, to reform law enforcement agencies and enhance police accountability. The consent decrees were crafted to address systemic organizational dysfunction in local police departments. The United States Department of Justice (USDOJ) conducted most of these reform interventions. However, a notable exception was the settlement agreement between the Attorney General of the State of California and the City of Riverside, California.; There has been little research on the efficacy of these efforts to rehabilitate law enforcement agencies. This analysis is a case study of the effectiveness of the institutional reform intervention by the California Attorney General into the Riverside Police Department (RPD). The detailed examination revealed that the intervention produced constructive changes in the way the RPD conducts its business. The RPD became more professional, effective, transparent and accountable as it implemented the provisions of the consent decree, demonstrating that institutional reform litigation can result in meaningful police reform. The shadow of the law was ever present, encouraging an ethos of cooperation and exerting pressure for meaningful organizational change. The Riverside experience suggests that a facilitative oversight style produces constructive collaboration between the parties, improving the likelihood of durable police reform. Moreover, consent decrees to correct systemic police misconduct should not be the exclusive purview of the USDOJ. State Attorneys General can effectively initiate police reform and in some cases state intervention is a more appropriate alternative. |
| Keyword | institutional reform; police reform; police accountability; state attorney's general; police misconduct; organizational change; consent decrees |
| Geographic subject (city or populated place) | Riverside |
| Geographic subject (state) | California |
| Coverage date | 1993/2008 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m1664 |
| Contributing entity | University of Southern California |
| Rights | Gomez, Jose Adolfo |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Gomez-2358 |
| Archival file | uscthesesreloadpub_Volume29/etd-Gomez-2358.pdf |
Description
| Title | Page 146 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 134 Department Peer Counseling Program, or the RPD’s contract psychologist. Other personnel actions may be warranted if at-risk conduct continues (RPD Policy 4.55). The RPD’s EI system has proven to be an important accountability tool for the department. However, the implementation of the system had to first overcome considerable managerial inertia. Several managers within the RPD neglected their responsibilities, ignoring departmental policies relating to the EIS. Managers failed to take timely action when officers were identified by the EIS as needing attention. When intervention did occur, managers neglected to follow up to ensure that remedial actions were carried out. For example, there were several instances of officers who were directed to attend training, but failed to do so. Supervisors did not verify that training occurred or that the intended results were realized. The Attorney General’s monitor worked with senior leadership in the department to hold these managers accountable. He provided training and guidance on “management and supervisory accountability” to managers. He bluntly described their failure to follow through with the necessary officer interventions flagged by the EIS. The Chief withheld rewards such as promotions, choice assignments and transfers from supervisors who ignored their responsibilities. In time the appropriate personnel were in place, managers committed to the RPD’s reform values and objectives. Indeed, Chief Leach promoted 27 of the 29 RPD managers (lieutenants and above), 93% of the management staff. The altered management structure ensured that supervisors properly employed the information from the EIS. The EIS provided systemic capacity to identify and address officers with performance |
