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NCJRS Abstract

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NCJ Number: 148859 Find in a Library
Title: Accountability Trap for Police
Journal: Police Journal  Volume:67  Issue:2  Dated:(April-June 1994)  Pages:111-116
Author(s): T A Hooke
Date Published: 1994
Page Count: 6
Type: Legislation/Policy Analysis
Format: Article
Language: English
Country: United Kingdom
Annotation: Police are increasingly being held accountable for both what they do (outcomes) and how they do it (process); the increasing focus on the "how" is at the expense of "what."
Abstract: The accountability trap is set as an organization's resources are diverted to address escalating requirements for accountability. Such diversion is at the expense of output. Organizations may become more effective in satisfying their more vocal critics. At the same time, however, they may be producing less and less. The problem is compounded by a shift in the focus of accountability. Attention to the outcome of organizational endeavors decreases as more attention is given to the process. This accountability trap confronts the public sector in general and the police in particular. The danger is that as police are drawn into this trap, their costs of doing business will rise. Competing organizations with lesser accountability loads will be left with lower cost structures. The accountability trap is sprung when competing organizations submit politically attractive proposals for the diversion of parcels of police business away from police. The further shrinking of the police sphere of influence follows as a direct consequence. Appended generic model for the consideration of police accountability and a discussion of the distinction between efficiency, effectiveness, and appropriateness. 3 figures
Main Term(s): Police resource allocation
Index Term(s): Accountability; Australia; Foreign police; Police policies and procedures
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