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Showing posts with label draft. Show all posts
Showing posts with label draft. Show all posts

Thursday, April 14, 2016

Race and Crime



The discussion about race and crime is hard to pin because there are so many variables to consider.  Racism, self-control, socialization processes, poverty, suburbanization, biological factors, and the “War on Drugs” are just some of the factors that play a part in the high crime rate amongst criminals that are black.

I really dislike the term “black crime”.  It is pejorative to all the upper-class, middle-class, and poor people working 2 or 3 jobs a day that share nothing more with some criminals than skin color.

Racism as a factor is hard to quantify.  I doubt even Klansmen respond to surveys admitting they are racist.  How would you measure somebody who had racist feelings but who held integrity as a higher value and didn't commit racist acts?  I'll digress and refer to the literary howling over the “change” in the character of Atticus Finch from To Kill A Mockingbird to Go Set A Watchman.  As a generalization, though, my opinion is that white people underestimate the factor of racism while black people overestimate it. Then again, how prevalent does white racism have to be to have an effect on black success?  If only 20% of whites are indeed racist, that is still one racist per black person.  And yet, how often are things accounted as racism that may have other causes?  Wilson (1992) contends that it is fear, not racism that results in de facto segregation. 

And it is not solely whites that segregate from poor black neighborhoods.  Hipp and Yates (2011) describe the effects of the flight of the black middle-class, including increased poverty and lack of social organization.  Steffensmeier et al (2011) recognize the flight of the black middle-class but do not account for it in their conclusion.  Without the influence of middle-class values and its resultant social organization, poorer blacks are subjected to socialization processes that inhibit the behavior patterns that lead to success in life.  Shihadeh and Flynn (1996) point out the social costs of “acting white” by succeeding in education and contrast this with the adult status given to young girls who become mothers, whether wed or not, in poor segregated communities.  I was once a proponent of self-control as a primary crimogenic factor, but it has been made clear to me that socialization plays a part in the amount of self-control a person has, and where that self-control is targeted in personal goals.

You will notice that neither paragraph has a definitive conclusion.  Assigning any one of these factors as a primary cause seems to me to prevent effective problem resolution because other factors are discounted in “proving” that one viewpoint takes precedence.  For example, Steffensmeier et al (2011) identify racial inequity as the independent variable, and a primary cause, although they admit that the dependent variable of violent crime committed by criminals that are black remained stable over the terms of their study.


References

Hipp, J. R., & Yates, D. K. (2011). Ghettos, thresholds, and crime: does concentrated poverty really have an accelerating increasing effect on crime? Criminology, 49(4), 955–990. http://doi.org/10.1111/j.1745-9125.2011.00249.x

Shihadeh, E. S., & Flynn, N. (1996). Segregation and crime: the effect of black social isolation on the rates of black urban violence. Social Forces, 74(4), 1325–1352.

Steffensmeier, D., Feldmeyer, B., Harris, C. T., & Ulmer, J. T. (2011). Reassessing trends in black violent crime, 1980-2008: sorting out the “Hispanic Effect” in Uniform Crime Reports arrests, National Crime Victimization Survey offender estimates, and U.S. prisoner counts. Criminology, 49(1), 197–251. http://doi.org/10.1111/j.1745-9125.2010.00222.x

Wilson, J. Q. (1992). Crime, race, and values. Society, 30(1), 90–93.

Tuesday, November 24, 2015

Agency by Role in the Strategic Plan; A Summary

Agency by Role in the Strategic Plan; A Summary

  • Collaboration as the primary strategy for effectiveness in ensuring public safety in response to natural disasters and mass emergency.

A common thread in emergency management critiques is that collaboration between agencies responding to critical incidents is the necessity of collaboration as a planned strategy. “Collaboration is a necessary foundation for dealing with both natural and technological hazards and disasters and the consequences of terrorism “ (Waugh & Streib, 2006, p. 131). This is due to the nature of catastrophic incident. “The changing nature of disasters forces organizations from different sectors and jurisdictions to work together to confront overwhelming problems that a single organization cannot solve on its own. Traditional hierarchical structures and methods have increasingly become problematic and less effective solutions to disaster management” (Kapucu, Garayev & Wang, 2013, p. 104). Another method of describing this type of situation is 'heterarchical,' i.e. position and location of
control within the structure changes depending on altering environments and operations. Decision-making process is more horizontal because dependence on vertical links would consume much energy” (Kapucu, Arslan, & Demiroz, 2010, p. 456)

  • Advantages and contrasts of collaborative strategy in the context our CEM

Collaborative strategy is in contrast to a hierarchical, or bureaucratic, chain of command. “One major area of criticism of the command and control model as a descriptive tool is concerned with its inability to account for the emergence of new or unexpected groups and tasks within the emergency response system” (Uhr, Johansson, & Fredholm, 2008, p.81). Waugh and Strieb suggest that “A lack of understanding of emergency management is likely one reason why officials have suggested that the nation's response to catastrophic disasters needs a stronger command and control system” (2006, p. 131).

  • Roles and responsibilities of a DHS and FEMA, in ensuring that relief operation runs smoothly.

The purpose of FEMA is to provide standardization in training, methods of collaboration, and a basis for interoperability. “FEMA, as well as the DHS, lack the authority and the resources to protect life and property without collaboration” (Waugh & Streib, 2006, p. 138). This is the common understanding of local agencies. “According to National Governor's Association's 2006 State Homeland Security Directors Survey...90 percent thinks that federal agencies should coordinate with states in preparing and implementing homeland security policies” (Kapucu, Arslan, & Demiroz, 2010, p. 458).

  • Local Agencies as lead organizations in incident response.

Although there is a common misperception that FEMA is meant to provide command and control functions during an incident, “The Department of Homeland Security (DHS) and Federal Emergency Management Agency (FEMA) envision partnerships at all levels of government in disaster preparedness and management” (Kapucu, Arslan, & Demiroz, 2010, p. 454). In reality, “EM networks are built from the bottom up, not imposed by authorities from top down” (Kapucu, Arslan, & Demiroz, 2010, p. 454). The experience of emergency responses has shown this to be more effective.
“The success of Coast Guard operations during Hurricane Katrina led some scholars to assert decentralization policies should be formalized and implemented” (Kapucu, Arslan, & Demiroz, 2010, p. 455)

  • Strategies to employ to ensure that all agencies, including FEMA, work in proper coordination.
Planning based upon systems analysis shows the necessity of flexibility in crisis response. “Other emergent phenomena that are of interest are improvization (Wachtendorf, 2004), self-organization (Comfort, 1999) and boundary spanners (Mulford, 1984;Kapucu, 2006). Such phenomena are important to identify and analyze in efforts to understand how an emergency response system adapts to the circumstances produced by a crisis” (Uhr, Johansson, & Fredholm, 2008, p.82). Coordination and collaboration relies on communications beyond formally adapted structure. “Personal relations, which are not normally incorporated into plans or bureaucratic structures, can be of importance for a functional response system” (Uhr, Johansson, & Fredholm, 2008, p.88). Finally, collaboration must involve the convergence of volunteer and non-governmental entities. “The large number of nongovernmental organizations involved in disaster operations has encouraged the creation of umbrella organizations” (Waugh & Streib, 2006, p. 134)





































References

Kapucu, N., Arslan, T., & Demiroz, F. (2010). Collaborative emergency management and national emergency management network. Disaster Prevention and Management, 19(4), 452-468. doi:http://dx.doi.org/10.1108/09653561011070376
Kapucu, N., Garayev, V., & Wang, X. (2013). Sustaining networks in emergency management. Public Performance & Management Review, 37(1), 104-133. doi:10.2753/PMR1530-9576370105
Uhr, C., Johansson, H., & Fredholm, L. (2008). Analysing emergency response systems. Journal Of Contingencies & Crisis Management, 16(2), 80-90. doi:10.1111/j.1468-5973.2008.00536.x

Waugh,William L.,,Jr, & Streib, G. (2006). Collaboration and leadership for effective emergency management. Public Administration Review, 66, 131. Retrieved March 1, 2015 from http://search.proquest.com/docview/197171710?accountid=87314

Thursday, November 5, 2015

Fictionland Draft

Fictionland Police Department: Citizen Trust Initiative

  1. The Smith/Jones case has demonstrated several issues within the department, leading to a loss of public trust; racism, lack of profesionalism, and a lack of integrity. The Fictionland PD has instituted a program of reorganization and review designed to remove unprofessional officers and ensure a higher level of community trust. We have chosen to implement a program because we have found no issues with our current policy, and we feel that a combination approach involving the re-organization of IAD, the outfitting of officers with body cameras, and a review of citizen complaints will put this department back on the right footing to build trust with the community.


  1. The Citizen Trust Initiative composes of 3 action items designed to review past problems, remove troublesome officers, and provide accountability in the department as a whole.“ This period of innovation has demonstrated that police can prevent crime and can improve their relationships with the communities they serve” (Braga & Weisburd, 2006, pp.3,4) “Recent calls for improved “accountability” of state bureaucracies are a manifestation of society’s increased concern towards appropriate execution and satisfactory performance of public services “ quote Moore (Cabral & Lazzarini, 2010, p.2) “research on legitimacy and procedural justice supports the proposition that police can reduce the conflict simply by explaining their actions to the public.” (Fischer, 2014, p.4)
    1. Re-organization of the Internal Affairs Department“deviant officials may use various channels of influence to obstruct evidence collection and affect the final judgment; similarly, investigating commissions may refrain from punishing top colleagues and turn a blind eye to certain deviations that are considered as “normal” among police officers “ (Cabral & Lazzarini, 2010, p.3) “One of the issues in police management is the code of silence”(Gottschalk, 2011, p.169)
      1. All officers in IAD are subject to transfer to other departments
      2. IAD officers that watched the Smith/Jones tape will be transferred
      3. Evidence logs and witness testimony will be examined to determine who saw the tape
    1. Equip all officers with body cameras(Silver, 2014) Ars Technica discusses four cases in which body cameras exonerated policemen in complaints, including complaints based upon edited footage of indicents.
      1. The entire community of officers, including most undercover operators, will wear such cameras
      2. We expect to reduce both complaints and assaults on officersWe can measure these results by simple comparison with previous data
      3. gggb
    1. All reported complaints by citizens will be reviewed by the Chief's Office
      1. Citizens complaints from the last year will be reviwed
      2. Officers who are found to have committed breaches of proffesionalism or criminal acts will be reprimanded, terminated, or charged as necessary
      3. Either physical or recorded evidence that counters officer testimony will be considered


  1. Target Polulation
  2. How are targets selected and recruited for the intervention?
  3. Define program components such as the precise nature, amount, and sequence of activities—Who does what to whom, in what order, and how much?
  4. Define the job descriptions of the staff and list the skills and training required. “Creating a specialized assignment to address a problem appears to increase the likelihood that action plans will be implemented.”(Brown & Scott, 2007, p. 13)







“policemisuseofforceproblemsthathavealwaysexistedare
finallybeingbroughttothepublic’sattentionthroughmediasourcesand
politicalagendas” (Archbold & Maguire, 2002, p. 225)


“thedefinitionofexcessiveforceisopentointerpretationby
researchersandpolicepersonnelwhokeeptrackofexcessiveforcecases” (Archbold & Maguire, 2002, p. 230)



“Pate&Fridell,1993).Theinappropriateuseofforce
haspotentiallydevastatingconsequencesforthe
policeorganization,thepublic,andtherelationship
betweenthepoliceandthecommunity.Thegoodwill” (Brandl, Stroshine, & Frank, 2001, p. 521)

“officersaremorelikelytouseforce
againstsuspectsoftheirownrace” quote Alpert&Dunham (Brandl, Stroshine, & Frank, 2001, p. 523)







“Success in policing is enhanced when the police can gain and maintain support from the
public. In individual encounters with residents, police benefit when people are willing to accept
and defer to the appropriate use of police authority, rather than starting the encounter with
feelings of hostility and resistance. Further, if people have a high degree of respect for their local
police and the law, they are more likely to obey the law, including relatively minor traffic laws “(Fischer, 2014, p.8)



“Integrity in public office demands open and transparent decision making and clarity about the primacy of a public official's duty to serve the public interest “(Gottschalk, 2011, p.171)












Archbold, C. A., & Maguire, E. R. (2002). Studying civil suits against the police: A serendipitous finding of sample selection bias. Police Quarterly, 5(2), 222–249. Retrieved August 10, 2014 from http://pqx.sagepub.com/content/5/2/222.short

Braga, A. A., & Weisburd, D. L. (2006). Police Innovation and Crime Prevention: Lessons Learned from Police Research over the Past 20 Years. Retrieved August 23, 2014 from http://www.ncjrs.gov/pdffiles1/nij/grants/218585.pdf?q=ideas-in-american-policing

Brandl, S. G., Stroshine, M. S., & Frank, J. (2001). Who are the complaint-prone officers?: An examination of the relationship between police officers’ attributes, arrest activity, assignment, and citizens’ complaints about excessive force. Journal of Criminal Justice, 29(6), 521–529. Retrieved August 10, 2014 from http://www.sciencedirect.com/science/article/pii/S0047235201001143

Brown, R., & Scott, M. S. (2007). Implementing responses to problems. Washington, DC: Office of Community Oriented Policing Services, U.S. Department of Justice. Retrieved November 8, 2014 from http://www.popcenter.org/tools/pdfs/implementing_responses.pdf


Cabral, S., & Lazzarini, S. G. (2010). Guarding the Guardians: An Analysis of Investigations against Police Officers in an Internal Affairs Division. Retrieved August 10, 2014 from http://extranet.isnie.org/uploads/isnie2010/cabral_lazzarini.pdf

Fischer, C. (2014). Legitimacy and Procedural Justice:  A New Element of Police Leadership. Police Executive Research Forum. Retrieved August 10, 2014 from http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/legitimacy%20and%20procedural%20justice%20-%20a%20new%20element%20of%20police%20leadership.pdf

Gottschalk, P. (2011). Management challenges in law enforcement: the case of police misconduct and crime. International Journal of Law and Management, 53(3). Retrieved August 22, 2014 from http://search.proquest.com.southuniversity.libproxy.edmc.edu/docview/868256452?pq-origsite=summon

Silver, J. (2014, June 21). Candid camera, part 2: Four times that video evidence exonerated cops | Ars Technica. Ars Technica. Retrieved August 25, 2014 from http://arstechnica.com/tech-policy/2014/06/candid-camera-part-2-four-times-that-video-evidence-exonerated-cops/