Quiz

2. Quiz • Provide an example of a person or organization that is part of the police authorizing environment

3. What people expect/demand from police departments

4. The Authorizing Environment • Political actors who have formal power to review PD operations, or informal power to influence those who do. Who are they? • Mayor/city councilors/city managers • Communities of place or concern • Police interest groups (e.g., unions) • Media • Courts and other higher levels of gov’t • Watchdog groups

5. The Authorizing Environment Problem: • They all want/expect different things, which may be mutually exclusive and change over time. • If we can’t agree on what we want the police to do, then how can we develop performance measures? • If we can’t develop performance measures, how do we hold the police accountable?

6. Lessons from Private Sector Private companies think about: • Product markets inhabited by customers • Capital markets inhabited by investors

7. Customers • Private companies face customers with different and fickle tastes What do they do? • Build organizations that can quickly adapt and change to consumer demands • Develop new product designs that deliver more of all things customers want.

8. Investors • Private companies also face investors who want different things which change over time What do they do? • They present a complicated story about the company that appeals to many different investor interests

9. Public Police Departments • PDs should think of the authorizing environment not just as overseers, but as a market of investors who are important to satisfy. • Performance should be based on what they want. Key question: Is there consistency in what the authorizing environment wants across cities? Answer: What values citizens want produced is consistent, but what changes is the relative priority of those values.

10. Actors in the Authorizing Environment (1) Kinds of authority • Formal • Informal (2) Scope of authority • Broad (e.g., Mayor) • Narrow (e.g., Budget Bureau) (3) Engagements • Intensity (strong/weak) • Sustainability (continuous/intermittent)

11. The Big Five • Mayor/City Manager • CJ partners (Courts, DA, overhead agencies) • City Council/Community groups • Police Unions • Media

12. Study of Several Cities • By examining what values cities are focusing upon and who is doing it, Moore tries to assess which values are most important. 2 important conclusions emerge: • All 7 values from CH4 are paid at least some attention • Cities differ from which overseers are engaged in oversight, and which performance measures they monitor Example: NYPD focused on crime fighting and use of authority, while Milwaukee focused on spending and quality of service

13. Conclusions • Authorizing environments are complex and dynamic, but there is consistency across cities. • This means performance measures could be consistent across cities (2) Since many different actors oversee PDs, police leadership is essential, as is a coherent mission statement and performance system. Executives must envision a police style which will engage and sustain a coalition of overseers.