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144
The four zones allow the RPD to be more responsive to local neighborhood needs.
This reorganization has included a reallocation of personnel and a realignment of the
department’s organizational structure. In addition, the City of Riverside expended
considerable resources on the establishment of neighborhood police stations to draw
the public closer to policing services. In 2006, Riverside opened the $18.2 million
Magnolia Policing Center to serve the West NPC. The facility includes a 1,600-
square-foot community meeting room. The Strategic Plan includes another three
NPC facilities within the three remaining neighborhood-policing areas (RPD 2004,
6-7; RPD 2007, 11).
All NPCs have Lieutenants serving as Area Commanders. They are
responsible for identifying local policing needs and deploying the necessary
resources to address public safety issues. The Area Commanders essentially serve as
local police chiefs overseeing the NPCs. They are held accountable for their NPC by
the executive command staff at monthly Management Accountability Program
(MAP)73 meetings where they must discuss local crime changes and trends, and then
outline a proactive plan of action to address local policing concerns. NPC personnel
are expected to practice anticipatory problem solving and crime prevention, attend to
quality of life issues, and include the community in the production of public safety
(RPD 2007, 31).
Field Operations officers are assigned to work from one of the NPCs. These
officers are expected to engage the public so that they can develop better local
73 The MAP program is modeled after the NYPD’s COMPSTAT and the LAPD’s COMPSTAT Plus
(both developed by current LAPD Chief and former NYPD Chief William Bratton).
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 156 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 144 The four zones allow the RPD to be more responsive to local neighborhood needs. This reorganization has included a reallocation of personnel and a realignment of the department’s organizational structure. In addition, the City of Riverside expended considerable resources on the establishment of neighborhood police stations to draw the public closer to policing services. In 2006, Riverside opened the $18.2 million Magnolia Policing Center to serve the West NPC. The facility includes a 1,600- square-foot community meeting room. The Strategic Plan includes another three NPC facilities within the three remaining neighborhood-policing areas (RPD 2004, 6-7; RPD 2007, 11). All NPCs have Lieutenants serving as Area Commanders. They are responsible for identifying local policing needs and deploying the necessary resources to address public safety issues. The Area Commanders essentially serve as local police chiefs overseeing the NPCs. They are held accountable for their NPC by the executive command staff at monthly Management Accountability Program (MAP)73 meetings where they must discuss local crime changes and trends, and then outline a proactive plan of action to address local policing concerns. NPC personnel are expected to practice anticipatory problem solving and crime prevention, attend to quality of life issues, and include the community in the production of public safety (RPD 2007, 31). Field Operations officers are assigned to work from one of the NPCs. These officers are expected to engage the public so that they can develop better local 73 The MAP program is modeled after the NYPD’s COMPSTAT and the LAPD’s COMPSTAT Plus (both developed by current LAPD Chief and former NYPD Chief William Bratton). |
