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148
age 50 formula when computing retirement benefits through the California Public
Employees Retirement System (Priamos 2008; RPD). In addition, new officers also
receive a $5,000 signing bonus, bilingual officers get a 3% bump in salary, and
officers can receive up to a 12.5% increase in salary for advanced educational
credentials. The department is thus now able to compete for the best personnel.
Moreover, there has been a remarkable turnover in staff (see Table 4), in that
virtually the entire management staff (lieutenants and above) has been promoted
under Leach.74 Out of 29 managers, 27, or 93%, have been selected by Leach. Of
the 55 sergeants in the department who serve as the frontline supervisors, 44, or
80%, have been selected by Leach. Leach also promoted 53 out of 71, or 75%, of
the detectives, and 156 out of 242, or 65%, of police officers were hired under
Leach. An extraordinary 71% of sworn RPD officers have been either hired or
promoted during the RPD reform period of 2001 to 2008. The changes brought
about by the consent decree provided the new Chief and his leadership team with the
tools to infuse the RPD with new blood, build an organizational ethos based on
integrity and accountability, and rid the department of those officers unwilling to
change.
In addition, the department made modest gains in the recruitment of
minorities into the department. The number of Latino officers increased from 14%
of the department in 2000 to 19% of the department in 2006. The number of African
Americans increased from 6% of the department in 2000 to 7% of the department in
74 Leach was hired as Police Chief during the negotiations on the settlement and served the entire
duration of the consent decree.
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 160 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 148 age 50 formula when computing retirement benefits through the California Public Employees Retirement System (Priamos 2008; RPD). In addition, new officers also receive a $5,000 signing bonus, bilingual officers get a 3% bump in salary, and officers can receive up to a 12.5% increase in salary for advanced educational credentials. The department is thus now able to compete for the best personnel. Moreover, there has been a remarkable turnover in staff (see Table 4), in that virtually the entire management staff (lieutenants and above) has been promoted under Leach.74 Out of 29 managers, 27, or 93%, have been selected by Leach. Of the 55 sergeants in the department who serve as the frontline supervisors, 44, or 80%, have been selected by Leach. Leach also promoted 53 out of 71, or 75%, of the detectives, and 156 out of 242, or 65%, of police officers were hired under Leach. An extraordinary 71% of sworn RPD officers have been either hired or promoted during the RPD reform period of 2001 to 2008. The changes brought about by the consent decree provided the new Chief and his leadership team with the tools to infuse the RPD with new blood, build an organizational ethos based on integrity and accountability, and rid the department of those officers unwilling to change. In addition, the department made modest gains in the recruitment of minorities into the department. The number of Latino officers increased from 14% of the department in 2000 to 19% of the department in 2006. The number of African Americans increased from 6% of the department in 2000 to 7% of the department in 74 Leach was hired as Police Chief during the negotiations on the settlement and served the entire duration of the consent decree. |
