LESSONS AND BEST PRACTICES IN POLICE REDESIGN

1. LESSONS AND BEST PRACTICES IN POLICE REDESIGN MEXICO CITY , MEXICOJULY 14, 2005

2. MAJOR LESSONS FROM PRIOR POLICE REFORM EFFORTS • ACCURATE PROBLEM IDENTIFICATION AND STRATEGIC PLANNING ARE KEYS TO EFFECTIVE PROGRAMS • REFORM STRATEGY MUST PRIORITIZE ACTIVITIES AND PROVIDE FOR “QUICK WINS” AND LONG TERM EFFORTS • “BUY-IN” BY THE POLICE INSTITUTIONS AND PERSONNEL WILL SUPPORT REFORM & REDUCE “SPOILERS” • PUBLIC CONSULTATIONS AND INFORMATION FLOW ARE CRITICAL TO PUBLIC PERCEPTION OF REFORM • IDENTIFING RESOURCE REQUIREMENTS AND DEVELOPING RESOURCE STRATEGY IS CRITICAL • POLITICAL SUPPORT FOR INSTITUTIONAL REFORM AND RECOGNITION OF ITS LONG-TERM NATURE IS VITAL

3. OVERVIEW OF FACTORS IN EFFECTIVE POLICE REFORM • SUPPORTING AMENDED LEGISLATION (if and as needed), DOCUMENTATION OF POLICIES AND PROCEDURES • NEEDS ASSESSMENT AND STRATEGIC PLANNING (problem diagnostic, identification of priorities, and development of a strategic plan) • INSTITUTIONAL AND CULTURAL CHANGE PROCESSES • PUBLIC PARTICIPATION AND SUPPORT (role of the public in effective law enforcement) • OVERSIGHT AND ACCOUNTABILITY • POLITICAL WILL TO SUPPORT REFORM AND ORGANIZATIONAL CHANGE

4. LEGISLATION, POLICIES AND PROCEDURES • ORGANIC LAW DEFINING POLICE MISSION, ROLE, RESPONSIBILITIES AND STRUCTURE (organizational, administrative, and managerial infrastructures that must be in place) • EFFECTIVE CRIMINAL AND PROCEDURAL CODES TO SUPPORT POLICE MISSION • FORMAL POLICE POLICIES THAT SUPPORT RULE OF LAW/RESPECT FOR HUMAN RIGHTS • DOCUMENTED SYSTEM OF STANDARD OPERATING PROCEDURES (SOPs) THAT LINK DIRECTLY TO THE LAWS AND TO TRAINING

5. NEEDS ASSESSMENT AND STRATEGIC PLANNING • ANALYSIS OF POLICE MISSION AND FUNCTIONS (may differ from current mission and functions) • ANALYSIS OF CRIME SITUATION AND RESOURCES/TACTICS NEEDED TO ADDRESS IT • ORGANIZATIONAL AUDIT TO ASSESS CAPICITY TO MEET MISSION AND FUNCTIONS • PERSONNEL AND RESOURCE REQUIREMENTS (based on mission, functions and crime analysis) • TRANSLATE REFORM GOALS AND REQUIREMENTS INTO A STRATEGIC PLAN – (a roadmap for reform that includes both short-term “quick wins” and long-term strategies) • DONOR/REFORM PARTNER COORDINATION MECHANISM

6. INSTITUTIONAL CHANGE PROCESSES • REDEFINITION OF POLICE MISSION, ROLE AND CORE VALUES (Public Service Model, human rights, community policing) • TRANSPARENT, MERIT-BASED SELECTION, RECRUITMENT, AND PROMOTION STANDARDS & PROCESSES • APPROPRIATE VETTING STANDARDS AND PROCESSES FOR EXISTING PERSONNEL • EFFORTS TO PROMOTE “BUY-IN” BY EXISTING POLICE MANAGEMENT AND PERSONNEL (Reduce “spoilers”) • TRAINING PROGRAMS AND CURRICULA THAT FLOW FROM LAWS AND REINFORCE POLICE POLICIES, SOPs AND ANALYSIS OF THE CRIME SITUATION • INTEGRATE POLICE REFORM WITH REFORM IN OTHER JUSTICE SECTOR AREAS (Courts, Prosecutors, Public Defenders)

7. POLITICAL WILL • “BUY-IN” FOR POLICE REFORM PROCESS AND PUBLIC SUPPORT FOR OBJECTIVES • DEVELOP CONSENSUS ON GOALS AND OBJECTIVES OF REFORM • USE POLITICAL CAPITAL TO BUILD PUBLIC SUPPORT FOR REFORM • IDENTIFY AND PLAN FOR PROVISION OF NECESSARY HUMAN AND FISCAL RESOURCES (adequate pay scales, basic equipment, training, etc.) • “STAY THE COURSE” WHEN THERE ARE BUMPS IN THE ROAD AND RECOGNIZE LONG-TERM NATURE OF INSTITUTIONAL CHANGE

8. PUBLIC PARTICIPATION AND SUPPORT • PUBLIC IS CRITICAL TO EFFECTIVE POLICING AND INVESTIGATION (information from public solves crimes, forensics are a tool to corroborate information from the public) • MECHANISM FOR PUBLIC INPUT INTO REDEFINITION OF POLICE MISSION, ROLES AND PROCEDURES • SUPPORT EFFORTS FOR “BUY-IN” BY PUBLIC AND INTEREST GROUPS • CONTINUOUS AND ONGOING INFORMATION EFFORT TO INFORM PUBLIC OF GOALS, OBJECTIVES AND PROGRESS

9. OVERSIGHT AND ACCOUNTABILITY • PROMULGATION OF FORMAL CODES OF CONDUCT AND USE OF FORCE POLICIES (part of police SOP system) • ESTABLISHMENT OF EFFECTIVE INTERNAL OVERSIGHT MECHANISMS (Inspectors General, OPR) • SUPPORT FOR EXTERNAL OVERSIGHT MECHANISMS (Citizen Complaints Directorate, Ombudsman, etc.) • TRANSPARENCY IN ADMINISTRATION AND MANAGEMENT (contracting, procurement, personnel, records management, etc.)

10. QUICK FIXES THAT HAVE NOT WORKED • REORGANIZATION AND RESTRUCTURING – Reorganization of an institution without changes in policies and procedures rarely produces institutional change or changes in the institutional culture. • AD HOC TRAINING – Police training without institutional and procedural reform is unlikely to change undesirable behaviors that are ingrained in an institution • CHANGING PERSONNEL – Changing personnel without fundamental changes in the systems and culture of an organization does not foster institutional change. • BUYING EQUIPMENT – Introducing new equipment into a system that is corrupt and/or lacks respect for human rights will not foster institutional change and can worsen an already bad situation by making abusive polices and procedures more efficient.

11. TYPICAL POLICE FUNCTIONAL ASSESSMENT • HQ FUNCTIONS (organization, management, mission statements, planning, policy development, SOPs, etc.) • PATROL FUNCTIONS (crime response strategy, “911” systems, patrol schemes, equipment requirements, walking/bike patrols, etc.) • CRIMINAL INVESTIGATIONS (crime scene procedures, evidence collection, handling of witnesses, report writing, etc.) • FORENSIC/CRIMINALISTICS (evidence handling procedures, evidence processing, analysis capabilities, external • TRAFFIC CONTROL (traffic management, traffic enforcement, accident investigation, emergency management, etc.) • TRAINING (curricula and lesson plan development capabilities, instructor development, instructional equipment, facilities, etc) • ADMINISTATIVE AND MANAGEMENT FUNCTIONS (records management, procurement, budget/financial management, etc.) • COMMUNICATIONS (equipment, communication protocols, command/crisis center operations, access to automated systems, etc) • CRIME ANALYSIS (crime data collection, incident mapping, identification of “hotspots,” crime trends analysis, etc) • CRIME PREVENTION (preventive patrolling, “neighborhood watch,” community policing strategies, business partnerships, etc) • PROPERTY AND EVIDENCE CONTROL (secure storage, accountability systems, secure transfer, final disposition, etc.) • PUBLIC INFORMATION (press releases, public access to documents and information, police/community meetings, etc.)