LESSONS AND BEST PRACTICES IN POLICE REDESIGN MEXICO CITY, MEXICO JULY 14, 2005

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

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

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

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

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)

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

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

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.)

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.

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.)