Police governance and accountability Enlighten… Police governance and accountability Scottish International Policing Conference 10 November 2016 Alistair Henry Edinburgh Law School www.law.ed.ac.uk

Opening orientations ‘Governance’ and ‘accountability’ Making organisations responsive, procedurally fair, effective and orientated around the values of society No single or ‘right’ model for getting it right Consistency in the principles of good governance: Jones et al (democracy and the police); Loader and Walker (policing); Woods (international organisations); Graham et al. (international development) Different principles place checks and limits on others – they work together

Principles of democratic policing and ‘good governance’ Jones et al. 1996 Loader and Walker 2007 Woods 1999 Graham et al Equity Resources Participation Legitimacy and voice Delivery of service Recognition Accountability Direction Responsiveness Rights Fairness (procedure/outcomes) Performance Distribution of power Reasons Information Fairness Redress

Participation Recipients of police services should be involved in what they do: Fosters public sense of ownership over how society is policed Opens up engagement with a breadth of public voices Decreases distance between police and the policed Gives recognition to citizens as bearers of rights with legitimate interests in policing; engagement and involvement aid transparency and legitimacy Challenges in practice Lack of inclination towards everyday engagement in politics and public life, events often a catalyst, the ‘usual suspects’ What is ‘participation’? – input into local governance? Custody visitors? Special constabulary? Public meetings? Limits of participation and being responsive to demands it creates?

Information ‘Good information’ – central to the achievement of all other principles (noted in all accounts) Transparency/accountability of policy and practice Evaluation of efficiency and effectiveness of service delivery Documentation of processes and procedures Analysis of equity of service delivery ‘Routine information’ not sufficient (e.g. data on police activities and calls to them is not the whole picture) Drawing on wider/external sources of information important: partner agency information; survey data; national and neighbourhood statistics; academic research; third sector input; auditing and inspection

Responsiveness Reflecting the ‘will of the people’, responding to their needs and problems (through performance)–recognises valued citizens, acts on their voice, makes police adaptable to change Practical challenge: gauging the ‘will of the people’ Participation helps Calls for service insufficient (hard to reach groups) Working with partners, elected officials, third sector etc. Use of surveys (information) and, increasingly, social media Principled limitations to being responsive Risk of majoritarianism/discrimination – so responsiveness checked by recognition, rights, equity, fairness and reasoned deliberation around them

References Graham, J., Amos, B. and Plumptre, T. (2003), Principles of Good Governance in the 21st Century. Ontario: Institute on Governance. Jones, T., Newburn, T. and Smith, D.J. (1996), ‘Policing and the idea of democracy’, British Journal of Criminology, 36(2): 182-198. Loader, I. and Walker, N. (2007), Civilizing Security. Cambridge: Cambridge University Press. Woods, N. (1999), ‘Good governance in international organizations’, Global Governance, 5(1): 39-61.