Walker’s New Framework for Police Accountability

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Table of Contents

Introduction
Framework for Police Accountability
Framework for Understanding Police Deviance
Body Worn Cameras
Conclusion
References

Introduction

Law enforcement organizations and individual officers should be responsible for their actions whenever providing security services to community members. They ought to promote concepts or aspects of fairness and equality. Different departments expect police officers to maintain order and prevent crime in accordance with the existing laws. Unfortunately, deviance remains a major predicament many enforcement agencies have to deal with. A proper understanding of this problem can make it easier for different leaders and policymakers to present evidence-based solutions to mitigate it. The purpose of this paper is to give a detailed analysis of Walker’s new framework for police accountability, the model for understanding deviance, and body-worn cameras.

Framework for Police Accountability

Law enforcement organizations and individual officers should be responsible for their actions whenever providing security services to community members. They ought to promote concepts or aspects of fairness and equality. Different departments expect police officers to maintain order and prevent crime in accordance with the existing laws (Shilston, 2015). Unfortunately, deviance remains a major predicament many enforcement agencies have to deal with. This discussion gives a detailed analysis of Walker’s new framework for police accountability.

The concept of accountability describes how police officers have to be responsible for their engagements and undertakings when maintaining law and order in their respective societies. Walker and Archbold (2014) present a powerful model or framework for ensuring that all enforcers remain committed and ready to do what is right always. The theory is known as Policy, Training, Supervision, and Review or PTSR (Walker & Archbold, 2014). The application of this tool has delivered positive results in many departments because it provides guidelines and punitive measures for individuals who act without considering their responsibilities.

There are specific elements that define this framework. The first one is that of policy, and it focuses on laws and rules that dictate the way police officers pursue safety, life, and liberty. According to this theory, law enforcement agencies should strive to develop superior policies that are acceptable, supported by emerging technologies, and capable of reducing risks for both citizens and officers (Walker & Archbold, 2014). Another aspect of this framework presents is that departments should revise their policies continually. Various measures are essential to ensure that there are appropriate rules to inform police behavior. For example, agencies and stakeholders can complete new research studies to develop superior laws for guiding police work.

The second element described in the new framework is that of training. According to Shilston (2016), this idea supports in-service skills that can encourage police officers to avoid the utilization of deadly force. The use of data analytics is proposed as an evidence-based approach for mitigating emerging challenges through continuous training. Most of the existing programs were insufficient and incapable of equipping officers with appropriate competencies (Walker & Archbold, 2014). The example of data-driven aspects can ensure that training procedures are aimed at tackling existing or identifiable challenges.

Supervision forms the next element of this framework for accountability in the field of law enforcement. Those in leadership positions should support, guide, and back officers who complete their duties diligently. They can also offer evidence-based ideas for promoting desirable results. A good example is a departmental leader who should intervene before negative issues emerge and provide timely solutions (Walker & Archbold, 2014). The promotion of discipline among officers becomes a critical element for maximizing police accountability and performance. The concept of a positive culture can minimize malpractices and ensure that positive outcomes are recorded.

The fourth element outlined in this new theory is that of review. Shilston (2015) supports this idea since it empowers leaders to monitor the behavior and performance of every officer continuously. For example, a person whose conduct is problematic will be identified and monitored. The individual will also receive timely guidelines and support in order to become more productive. A disciplinary review team will also dictate whether a specific officer has violated the outlined policies or laws in the department (Walker & Archbold, 2014). This element is necessary since it presents insights that agencies and heads can apply to strengthen the nature of the established PTSR framework. The final section can also become a powerful approach for borrowing best practices from other states or agencies and eventually delivering sustainable changes (Shilston, 2015). For example, a police agency that continues to record minimum cases of malpractices can become a model for influencing or formulating a superior PTSR framework.

From this analysis, it is appropriate for leaders to consider various strategies that can ensure that the PTSR model is implemented successfully to improve accountability. Firstly, agencies should be aware of emerging technologies if they are to benefit from data-based analytics. Secondly, the idea of cooperation will streamline supervisory and training practices in the targeted organization. Thirdly, departments should engage in continuous research since there will always be new evidence-based practices to borrow from theorists, scholars, and states (Walker & Archbold, 2014). The acquired ideas will be implemented to become part of the PTSR framework and eventually empower police officers to act in accordance with the established policies.

Fourthly, the presence of punitive measures is an effective approach for making sure that individuals who are unaccountable do not repeat such malpractices. This achievement will also guide other officers to remain committed and always act in accordance with established or existing policies (Walker & Archbold, 2014). Finally, the concept of continuous improvement is crucial for every PTSR model. According to Walker and Archbold (2014), agencies should transform this model depending on the changing needs of the targeted beneficiaries and officers. Such an approach will minimize potential challenges and eventually support the effectiveness of every police department in the United States.

Framework for Understanding Police Deviance

Police deviance has remained a major obstacle affecting the integrity and performance of many officers. This outcome makes it impossible for them to achieve their potential and meet the changing demands of the people they have to serve. In the book “Forces of Deviance: Understanding the Dark Side of Policing,” the author offers a powerful framework that analysts and scholars can consider to understand the nature of this problem (Kappeler, Sluder, & Alpert, 1998). According to the presented framework, deviance is a problem that is usually triggered by these three factors or forces: nature of the organization of policing, roles and duties of the police, and the diverse expectations of members of the society (Kappeler et al., 1998). Every strategy aimed at minimizing this problem should, therefore, be informed by the described elements. This happens to be the case since each element will determine or dictate the way different police officers act in an attempt to address the needs of the people they serve and achieve their potential.

Using this framework, it can be possible for departmental heads to highlight various aspects or attributes that facilitate deviance. Firstly, organizational elements can make it easier for officers to engage in certain malpractices that can affect the integrity of the entire force. A good example is the presence of improper leadership and guidance systems in a given department. The failure of leaders to promote desirable organizational cultures will create disagreements and make it impossible for officers to do what is right (Pavelka, 2016). Secondly, societal expectations have been observed to influence or encourage these professionals to engage in deviant acts. For example, a community that is opposed to welfare officers will compel them to apply brutal or intense force against them (Alang, McAlpine, McCreedy, & Hardeman, 2017). Similarly, societies that promote inappropriate behaviors will make it easier for these individuals to engage in deviant behaviors, such as corruption.

The complex nature and organization of police work become a new opportunity for engaging in unacceptable behaviors and actions. For example, many officers tend to be empowered and required to act in accordance with the existing ethos, culture, and rules or themes. Since they are free to arrest and detain individuals who commit offenses, the chances of overstepping their mandate are usually high (Kappeler et al., 1998). The problem escalates when there are not adequate measures to supervise and hold different officers accountable for their respective actions.

This problem of deviance has persisted in many societies and regions, thereby making it impossible for many citizens to receive high-quality services from different departments and agencies. The involvement of multiple stakeholders makes it easier for community members to compromise officers. The existing challenge of racism in the United States has catalyzed this challenge of deviance. Consequently, cases of prejudice, wrongful incarceration, and conviction continue to be reported in this country (Pavelka, 2016). A proper understanding of different causal factors of police deviance becomes the first action plan for resolving this problem.

Fortunately, managers of departments and law enforcement agencies can consider the power of police subculture and the rules that govern them in order to address this predicament. The most important thing is reinforcing such attributes and ensuring that all individuals act and pursue their goals in accordance with the law. Members of the police force pursue their duties in accordance with the outlined ethos (Huff, White, & Decker, 2018). This concept is defined as values that are applicable and appropriate for every institution. Such statements focus on a number of issues, such as never quitting, perceiving integrity and honor, placing the demands of community members first, and supporting each other (Pavelka, 2016). These attributes of police ethos are informed by various traits or values, including authority, cohesion, strength, discipline, and sacrifice. Those who uphold these attributes will be acting in accordance with the established subculture.

These are specific rules or themes that guide this kind of behavior. For example, police officers will never search for citizens’ houses or arrest individuals without official warrants. They should always intervene when they encounter criminal or unlawful incidents. They are also required to detain individuals who might be against the established policies or causing disturbances in their neighborhoods. They are to act decently, avoid bribes, and provide their services to all people without prejudice or discrimination (Kappeler et al., 1998). Such ethos and themes have continued to support the effectiveness and performance of many officers when pursuing their duties.

The outstanding observation is that there is disunity between leadership and performance in the field of law enforcement. The proposed model of accountability can become a powerful tool for examining the true causes of deviance and mitigating them using evidence-based measures. For example, reinforcing the true meaning of police subculture and the existing rules is a strategy that can empower more individuals in this sector to perform their duties diligently (Huff et al., 2018). Continuous supervision and improvement are powerful strategies that will minimize the predicaments associated with deviance and ensure that more people receive high-quality services.

Body Worn Cameras

Body-worn cameras or videos (BWCs) are powerful technological systems capable of recording moving images and audio. Since they are manufactured in different designs and shapes, BWCs have become useful and applicable in a number of fields, including policing. Their projected benefits and applications explain why they have become a hot topic in this field today (Fan, 2018). A detailed analysis of the unique advantages and challenges of these devices can inform proper guidelines for using or avoiding them to improve the delivery of security services.

Police and law enforcement agencies have been interested and willing to have a clear knowledge of the importance of using modern technologies. Several benefits have emerged that make BWC appropriate for this sector. The first one is that such devices are capable of increasing confidence among police officers (Adams & Mastracci, 2019). This happens to be the case since they will have their encounters and experiences recorded. Those in charge will determine if their followers have acted in accordance with the established policies. The second benefit is that the number of cases involving misconduct among officers will reduce significantly (Shilston, 2016). This will be possible since many citizens and members of the public will no longer present erroneous reports to the relevant authorities.

The third advantage is that the adoption of these technologies can reduce the costs incurred by individuals pursuing criminal justice services. This is possible since they will identify all offenders and hold them accountable due to the presence of recorded evidence (Hardy et al., 2017). The fourth benefit associated with BWCs is the ability to reduce antisocial or delinquent behaviors among members of the public. This outcome is possible since many people will no longer be willing to engage in crime.

Another outstanding advantage is that the presence of cameras will discourage more citizens from attacking or injuring police officers since they will remain accountable for their actions. This achievement creates a new opportunity for these workers to complete their duties diligently. Finally, the insights gained after examining such videos can deliver evidence-based insights for improving performance (Fan, 2018). For example, the acquired insights will ensure that various training programs are based on emerging knowledge and capable of delivering desirable results.

Unfortunately, these devices present various challenges that different stakeholders should not ignore. Firstly, they put officers at risk because chances of assault increase when criminals realize that they have them (Hardy et al., 2017). This means that such professionals will experience negative psychological and mental outcomes. Secondly, BWCs are capable of invading the privacy and rights of unsuspecting community members, thereby damaging the effectiveness of the existing public-police relationships (Adams & Mastracci, 2019). Those who consider the benefits of such BWCs should take this critical issue into account. Thirdly, the use of such systems means that the government will incur numerous expenses. Adams and Mastracci (2019) go further to argue that there are other alternatives that can deliver positive results without necessarily having to put the lives and liberties of many citizens at risk.

With these insights and observations, I personally believe that BWCs are appropriate for policing work and other areas of the criminal justice system. While there are specific challenges and gaps that make them inappropriate, their perceived benefits appear to offer numerous opportunities to many people in different societies. The best example is that they can tackle the problem of crime by discouraging citizens from harming their neighbors or police officers (Pavelka, 2016). Such technologies improve the speed at which courts and other systems meet the needs of the targeted individuals. The evidence acquired through the use of such technologies makes it easier for many police departments to pursue their roles diligently.

The above sections have focused on the issues of accountability and deviance among police officers. With the application of these devices, the chances are high that cases of malpractices will increase because all individuals will be willing to do what is right. The acquired information from such cameras can ensure that wrongdoers in enforcement agencies are identified and disciplined accordingly (Maskaly, Donner, Jennings, Ariel, & Sutherland, 2017). This achievement will encourage more officers to pursue their duties and roles while at the same time minimizing cases of deviance (Adams & Mastracci, 2019). Finally, there is hope in such technologies since they are capable of providing superior insights for improving police work and performance.

With increasing cases of malpractices and deviance, the use of cameras and modern technologies can inform powerful strategies for enhancing positive behaviors and mitigating the problem of crime. For example, departments and regions that have introduced and implemented superior systems have continued to record positive results (Fan, 2018). The adoption of BWCs is, therefore, an effective move that is capable of meeting the demands of both police officers and members of different communities (Adams & Mastracci, 2019). Such devices will also present superior ideas for improving the activities different law enforcement agencies in this country undertake, thereby transforming the United States’ criminal justice system.

Conclusion

The above discussions have answered the identified questions and presented evidence-based ideas that different stakeholders can consider to transform the quality of security services available to different citizens. With increasing cases of malpractices and deviance, the two frameworks can inform powerful strategies for enhancing positive behaviors and mitigating the problem of crime. The discussion has gone further to support the adoption of BWCs to empower both citizens and police officers. This is possible since more professionals will be in a position to transform the United States’ criminal justice system and deliver justice proportionately. The government should, therefore, consider the above issues and insights in order to present superior models for improving the accountability of police officers. This achievement will empower all stakeholders in this field to provide sustainable services to every citizen and eventually promote economic performance.

References

Adams, I., & Mastracci, S. (2019). Police body-worn cameras: effects on officers’ burnout and perceived organizational support. Police Quarterly, 22(1), 5-30. Web.

Alang, S., McAlpine, D., McCreedy, E., & Hardeman, R. (2017). Police brutality and Black health: Setting the agenda for public health scholars. American Journal of Public Health, 107(5), 662-665. Web.

Fan, M. D. (2018). Body cameras, Big Data, and police accountability. Law & Social Inquiry, 43(4), 1236-1256. doi:10.1111/lsi.12354

Hardy, S., Bennett, L., Rosen, P., Carroll, S., White, P., & Palmer-Hill, S. (2017). The feasibility of using body worn cameras in an inpatient mental health setting. Mental Health in Family Medicine, 13, 393-400.

Huff, J., White, M. D., & Decker, S. H. (2018). Organizational correlates of police deviance: A statewide analysis of misconduct in Arizona, 2000-2011. Policing: An International Journal, 41(4), 465-481. Web.

Kappeler, V. E., Sluder, R. D., & Alpert, G. P. (1998). Forces of deviance: Understanding the dark Side of Policing. Prospect Heights, IL: Waveland Press.

Maskaly, J., Donner, C., Jennings, W. G., Ariel, K., & Sutherland, A. (2017). The effects of body-worn cameras (BWCs) on police and citizen outcomes: A state-of-the-art review. Policing: An International Journal of Police Strategies & Management, 40(4), 672-688. Web.

Pavelka, S. (2016). Restorative justice in the states: An analysis of statutory legislation and policy. Justice Policy Journal, 2(13), 1-23.

Shilston, T. G. (2016). Six dimensions of police accountability: An aid to needs assessment in international police development missions. International Journal of Police Science & Management, 18(1), 37-46. Web.

Walker, S., & Archbold, C. A. (2014). The new world of police accountability. Thousand Oaks, CA: Sage Publications.

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