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Pages 49-57

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From page 49...
... NOTE: This speaker summary is presented as a factual accounting of what was presented at the workshop for the committee's consideration. The statements reflected here are those of the individual presenter and do not necessarily represent the views of all workshop par ticipants or the committee.
From page 50...
... The other two postcards were designed to test intrinsic and extrinsic motiva tions, respectively focusing on the challenge of being a police officer, emphasizing that the job is for someone who thrives in a difficult environment and on long-term careers, pointing out that policing is more than just a job, but a place to work for life. While the first two postcards saw no change in application rates compared to other police recruitment efforts, the intrinsic and extrinsic motivation messages translated to application rates three times higher than normal.
From page 51...
... NOTE: This speaker summary is presented as a factual accounting of what was presented at the workshop for the committee's consideration. The statements reflected here are those of the individual presenter and do not necessarily represent the views of all workshop participants or the committee.
From page 52...
... It is unlikely that small tweaks to recruitment campaigns, as discussed here, could offset the influence of such conditions without the integration of recruitment strategies into larger reform efforts. APPOINTMENT OF POLICE LEADERSHIP An important aspect of police recruitment and retention is defining police leadership and its appointment.
From page 53...
... USES OF TECHNOLOGY Research suggests that several technologies may have the potential to increase police accountability to the ROL and their public safety mandates. However, achieving these outcomes depends on police services having access to essential technologies that can fulfill such mandates, how that technology is used, the strength and supervision of implementation policies concerning those technologies, and whether citizens and the police share similar expectations about those technologies.
From page 54...
... According to White, key experiences for policing leaders should include: • Engaging with the community and talking with front-line police officers; • Interacting with criminal justice and human rights researchers; • Appreciating a holistic community policing program; • Understanding change management, including how to plan, implement, and deliver strategic change and set principles and practices to guide what is acceptable in the process and what is not (especially important when working in global contexts) ; and • When dealing with violent extremism or insurgency, understanding the root causes and what drives terrorism.
From page 55...
... . Poor information technology development can result in a police service and its community inaccurately gauging the public safety challenges it faces and failing to track what police agents are doing to address those challenges.
From page 56...
... find in their meta-analysis of evaluation research, the ability for BWCs to increase police accountability with regard to their use of force and other behaviors is still unclear, despite the finding that BWCs are associated with reductions in levels of citizen complaints. Lum and colleagues (2020)
From page 57...
... tracking devices on police vehicles that can determine where those cars are located at any time; other technologies include GPS on officers' personal radios or phones, which can identify where the officer is, in or out of a vehicle. This technology was initially adopted for officers' safety reasons and to locate officers quickly if they were not responding.


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