We can bring effective management of law enforcement personnel through the use of electronic personnel systems and provide an available EIS to agencies of every size.
Lax management has been identified as being the root of many problems in law enforcement ranging from individual instances of excessive use of force to inadequate systems to manage agency personnel.
Correcting ineffective management can be addressed in several ways. Hopefully, strong leadership within an agency will take the necessary measures to adopt “best practices” by deploying an EIS to adequately monitor officers’ performance.
Less desirable methods to ensure compliance with standards expected of our law enforcement officers and agencies may be the result of lawsuits, a memorandum of understanding, or consent decrees. This later method is disconcerting since forced compliance indicates reluctance of law enforcement executives to adopt “best practices” or “standard practices” available to progressive law enforcement executives. And, forced compliance is damaging to a police agency’s image. The use of an effective EIS can be immensely helpful in providing a system to avoid supervisor and management neglect.
An effective EIS can identify problem officers so that corrective action may be taken in regard to problematic behavior. The same system can be utilized to identify those officers who excel in the various areas of law enforcement.
As the chief of police in Pittsburgh, Pennsylvania from 1996-2006, I oversaw the development of such a system. The system we initiated was operational in 1998 and continues to be an important tool in ensuring accountability throughout the ranks by the first-line supervisors and police management.
The system we designed was instrumental in reaching compliance with a “Consent Decree” between the City of Pittsburgh and the United States Department of Justice (DOJ). The DOJ investigation followed a series of more than 60 lawsuits filed against the City of Pittsburgh shortly preceding my taking charge of the Pittsburgh Police.
We have extensive experience with the EIS concepts and methodologies. Specifically, we successfully deployed one that far surpassed the requirements of the consent decree by monitoring other areas of police activity that may indicate an officer experiencing trouble in performance and/or behavior. These areas include sick time, vehicle accidents, missed court appearances, as well as other activities.
An ideal tracking system should include the following areas:
- Citizen’s complaints
- Weapons discharges
- Use of force
- Searches and seizures
- Arrests (by race and sex)
- Traffic stops (by race and sex)
- Criminal investigations of officers
- Disciplinary actions
- Discretionary charges (Intoxication, disorderly conduct, etc.)
- Lawsuits
- Police Vehicle Accidents
- Mandatory counseling
- Missed court appearances
- Transfers
- Sick leave
- Unauthorized absences
- Suspensions
- Vehicle Pursuits
- Awards
- Promotions
- Secondary Employment of officers
The use of an Early Intervention System is the cornerstone of establishing accountability within the ranks of officers. Use of the system provided for the following in Pittsburgh:
- Officer injury rates reduced from 28.1 per 100 officers in year 2000 to 19.9 officers per 100 in year 2004.
- Reduction in vehicle accidents from 344 in 1995 to 132 in 2003.
- Reduction in lawsuits and claims from approximately 260 in 1995 to approximately 45 in 2003.
It is usually argued by some that use of an EIS would have a negative effect on crime rates. However, from 1998 and through 2005, the crime rates for the city of Pittsburgh continued an overall trend down.
All of this was accomplished while reducing staffing of sworn officers from 1,170 to slightly more than 800. Even with reduced staffing, arrests for various crimes, such as illegal firearms use/possession increased as the system identified high performing officers for specialty positions. Illegal firearms possession/use rose from 268 in year 2000 and increased every year throughout the 616 arrests made in 2004.
Interestingly, the morale levels of sergeants and lieutenants reached levels higher than that documented in studies of morale levels for United States employees. This appears to further provide evidence that an EIS does not reduce morale levels of officers. However, it is very important that they understand the system and what its purpose is in order to avoid anxiety within the ranks.
The EIS we implemented won a semi-finalist Weber/Seavey Award from the International Association of Chiefs of Police and Motorola. The same system was highlighted in Dr. David A. Harris’ book Good Cops under Chapter Five, “Being Accountable”. The system has been discussed in various forums from Northwestern University’s many “Racial Profiling Symposiums”, to the International Association of Chiefs of Police annual training seminars, to the Police Executive Research Forum’s annual meeting, to presentations made as far-reaching as the Country of Georgia in Asia.
In addition, many well-known police consultants have referred police agencies to learn of the system as evidenced by a letter from P.J. Kane, Superintendent of the Northern Ireland Police. As he explained in his letter, the system was identified as evidence of an organization “… at the forefront of developments in the areas of professional standards and integrity.”
The system still in use today in Pittsburgh is not available for purchase. Until now, other agencies were required to develop a similar system that could be quite expensive. I have recently retired from the Pittsburgh Police and am currently consulting police agencies in regard to “Early Intervention Systems”, the risk analysis it provides, and the use of such systems to ensure accountability within police ranks.
We have founded “The McNeilly Group LLC” with focus on “Accountability in Management” to continue work in this important area.
As the CHAOS Report revealed, 52% of IT projects cost 189% of the original estimates;
For a fraction of the cost, a police agency can implement a system that can provide for needs in:
Ensuring police accountability
Preserving agency image and reputation
Addressing potential liability from lawsuits stemming from negligence and misconduct,
Addressing potential liability for failure to supervise, and
Cnforming to the United States Department of Justice expectations of “best practices” in law enforcement “Early Intervention Systems”
We are available for consultation in regard to determining accountability through use of an Early Intervention System and in assisting in arranging availability of a system.
Accountability in Management is essential in law enforcement today more so than ever.
And, today, Accountability is Affordable.
Please contact me at the above address or phone numbers if we can be of assistance to you.
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