Non-Financial Risk Management for Police Force - Dissertation Example

? Research Proposal Developing a Non-Financial Risk Management Framework for Police Force Introduction The work and the role of police agencies differ considerably from the most of other professions. Police organisations gain the big part of the monopoly of both lethal and non-lethal force from their countries’ governments, but at the same time policemen have a higher level of responsibility and duty of care for the nations and society (Archbold 2005). One of the most distinctive characteristics of police officers’ profession is a high level of the exposure to a wide range of potential organisational and operational risks and liabilities on a daily basis. Gottschalk (2007: p.16) emphasises that such risks and liabilities can be not only mortally dangerous but also can cause litigation, liability claims or citizen complaints. Thus, risk management as a process “that can be used to identify potential risks and liabilities that could result in some kind of loss for both public and private sector organizations” (Cukier et al. 2009: p.1) should be understood as an integral part of police accountability. Risk management helps to provide more effective governance and internal control, to reduce insurance and other costs, to ensure a safer working environment. Although the risk management issues are increasingly emerging in agendas of police agencies, Cukier et al. (2009), consider that today risk management in the police services remains a relatively new discipline; different police agencies implement processes and tools in significantly different ways, they even use different terminology and vocabularies for the same things. This document presents a proposal for a piece of research which is aimed to analyse existing methods, procedures and processes of non-financial risk management in the police force agencies; to identify best practices; and to develop and implement such risk management framework for a police force to become the best police force in the world. We hope that our study will play a significant role in improvement of the management and functioning of police force agencies and will make a contribution in positive changes in the system of the world security at a whole. 2. Background Risk is generally understood as “the chance of something happening that will have an impact on objectives” (OMBC 2007: p. 5) or “a condition, trend or event that may adversely impact the achievement of Service or Unit objectives” (Cukier et al. 2009: p.7). The impact may be both positive (when it brings an opportunity or a good chance) and negative (when it brings a hazard or a threat). So risk is always characterised by three major elements: an event, which can happen in relation to an object; a consequence of this event; and the impact, which this consequence has on the object. When a risk is being assessed, it is also important to take into consideration the likelihood of the event. In business, risk management (i.e. recognising, identifying and assessing of risks) is considered as an essential positive aspect of a corporate culture. It helps managers to realise supposed risks and to consider them in performing day-to-day tasks, ensuring that either opportunities will be captured and used (in a case of a positive impact) or threats will be mitigated and eliminated (in a case of a negative impact). Archbold (2005) adds that risk management implies the protection of physical, human and financial assets. From the perspective of employees, risk management ensures safer working environment and improved conditions of work. Risk management can be generally defined as “a systematic, cyclical process to set the best course of action, under uncertainty, by identifying, assessing, mitigating, monitoring and communicating risk” (Cukier et al. 2009: p.7). Many police force professionals and experts agree that today risk management is crucial for police agencies. As the work and role of police officers differ from other professions, mission of risk management in police organisations is considered to be more multi-purpose too. Meyer (2000 cited in Colaprete 2007: p.277) emphases that, “The essence of risk management in a law enforcement organisation is to review the work histories of police employees for officer-involved shootings, other uses of force, vehicle pursuits, traffic accidents, and on-duty and off-duty misconduct, all with an eye toward identifying patterns and trends that ideally result in early intervention and training to reduce the number of incidents that subject the organisation to liability”. Thus, in addition to objectives similar to risk management objectives in business, risk management in police force should also include the number of objectives related to social or legislative perspective of state services. For example, Colaprete (2007) points out that risk management in police force organisations should be identified as a method of preventing corrupt and sinister actions undertaken by officers, such as: “(1) failure to review reports; (2) failure to provide effective oversight; (3) failure to develop proactive auditing procedures, and (4) failure to examine events closely to identify patterns” (p.278). There are a number of researches and other evidences that police force agencies do implement risk management strategies and practices, embedding them into their culture and strategic business planning processes (e.g. Collier 2009; West Yorkshire Police and others). But at the same time other studies reveal a significant lack of uniformity in risk management approaches among police force agencies, on the one hand, and a lack of willingness or abilities to implement risk management as one of essential tools for police-related liability control, on the other hand. Archbold (2005), aiming to identify risk management practices among law enforcement agencies, conducted 354 telephone interviews, in which only 14 (about 0.04 percent!) agencies declared that they use risk management within their organizations. Taking into account hazards for police officers’ life and health, as well as costs related to payouts for police-involved litigation and liability claims, this trend is extremely dangerous and inadmissible. We consider that the research aimed to identify best practices in risk management approaches used currently in police force organisations in order to develop a more superior risk management framework would be extremely helpful for improvement of the management and functioning of police force agencies. 3. Aim and objectives Aim This study is aimed to conduct a benchmark analysis of existing methods, procedures and processes of non-financial risk management in the police force agencies; to identify best practices in this area; and to develop and implement such risk management framework for a police force to become the best police force in the world. Objectives To critically review and analyse state-of-the-art literature and previous researches with regard to the current understanding of risk management approaches in police force organisations. To analyse several cases of successful implementation of risk management strategies and practices and to identify the most critical characteristics, processes and factors. To conduct survey for evaluation of characteristics, processes and factors of risk management that can be included in a superior risk management framework, which is intended to be used as a model for improvement of current approaches. To develop and implement a new superior risk management framework for a police force to become the best police force in the world, on the basis of literature review, case study analysis and survey results. To conclude findings and identify theoretical and practical implications of the study. 4. Research design Methods We will use a descriptive form of research, the objective of which is “to portray an accurate profile of persons, events or situations” (Saunders, Lewis & Thornhill, 2007, p.134). A descriptive form of research helps researchers to investigate and realise the true nature and characteristics of practices, processes and relationships between objects, as they exist at the moment of the investigation (Creswell, 1994). In our research we will combine qualitative and quantitative research approaches. Such mixed research method will allow us to gather data from multiple sources, thus we will gain more evidence for studying our problems and can achieve the research objectives more effectively (Creswell & Plano Clark 2011). Qualitative research Literature review The review of state-of-the-art research reports and other related literature will be done with two purposes: (1) to gather considerable material for revealing the best practices in risk management in police forces, and (2) to identify 3-4 benchmark cases for further detailed analysis. We intend to use generally accessible data sources such as academic and professional journal articles, magazines articles, books, as well as internet resources, particularly corporate policies, reports and documents of policy agencies, associations and other related organisations. Case study analysis As the second technique of qualitative research we will use analysis of benchmark case studies, which we’ll choose during the literature review (3-4 cases). Maire et al. (2005) describe the benchmarking method as the “research of the most powerful methods for a given activity, allowing securing superiority” (p.5). Such method allows conducting the research of performance of organisations based not only upon a comparison and an evaluation of the services, but also upon the activities attached to these services (Maire et al. 2005). That is what we need to achieve our research objectives. In addition, when the research is aimed to explore operational topics and to expand and generalise theories (to make analytical generalisation), it is suggested to use case study research (Yin 2003: p.10). Quantitative research The quantitative approach will be used to draw measurable primary data to determine and evaluate characteristics, processes and factors of risk management, which can be included in a superior risk management framework. As the main technique for gathering data we will use structured questionnaire survey. Survey will allow us to gain opinions from a large sample. We intend to conduct the survey, sending questionnaires to police officers via email. The survey will be self-administered, with brief and understandable questions, and so it will be easy to complete the survey quickly. Questionnaires will not be marked and officers will not be asked to identify them in any way, this will help us to gain more honest and reliable answers. Questionnaires will be composed on the basis of results of literature review and case study analysis. Participants of the survey will be selected from police force agencies and associations using both convenience (based on our access to key personnel) and random (from open data bases and web-sites) sampling. We intend to send 300 survey questionnaires. 5. Procedure The procedure of our research consists of the following stages: 1. A review of the state-of-the-art literature and related researches. 2. Analysis of benchmark case studies. 3. Design of a survey questionnaire. 4. Primary data collection (conducting a survey). 5. Data analysis and interpretation. 6. Development and implementation of a new risk management framework. 7. Summarizing and final reporting. 6. Research significance Our study will contribute in improvement of the management of police force agencies and in positive changes in the system of the world security at a whole. References Archbold, C.A. (2005) Managing the Bottom Line: Risk Management in Policing. Policing: An International Journal of Police Strategies and Management, 28 (5), 30-48. Colaprete, F.A. (2007) Mentoring in the Criminal Justice Professions: Conveyance of the Craft. Springfield, Charles C. Thomas. Collier, P.M. (2009) Fundamentals of Risk Management for Accountants and Managers: Tools & Techniques. Oxford, Elsevier. Creswell, J. W. (1994). Research design: Qualitative and quantitative approaches. London, Sage Publications. Creswell, J.W. & Plano Clark, V.L. (2011) Designing and Conducting Mixed Methods Research. 2nd edition. London, Sage Publications. Cukier, W., Cheslock, T.M. & Rodrigues, S. (2009) Quality Assurance, Risk Management and Audit in Canadian Police Services: Current Status and Emerging Trends. The Canadian Association of Police Boards. [Online] Available from: http://www.capb.ca/uploads/files/documents/QAReportENGLISH_FINAL01-12-2009-1.pdf [Accessed 25th February 2011]. Gottschalk, P. (2007) Knowledge Management Systems in Law Enforcement: Technologies and Techniques. London, Idea Group Publishing. Maire, J.-L., Bronet, V. & Pillet, M. (2005) A typology of “best practices” for a benchmarking process. Benchmarking: An International Journal, 12 (1), 45 – 60. Oldham Metropolitan Borough Council (OMBC). (2007) Risk Management Toolkit: A general guide to the management of day-to-day risks. [Online] Available from: http://www.oldham.gov.uk/risk_management_toolkit.pdf [Accessed 25th February 2011]. Saunders, M., Lewis, P., & Thornhill, A. (2007). Research methods for business students. Harlow, Pearson Education. West Yorkshire Police (WYP). (no date) Risk Management. [Online] Available from: http://www.westyorkshire.police.uk/?Page=252|Risk+Management [Accessed 25th February 2011]. Yin, R.K. (2003) Applications of case study research. 2nd edition. London, Sage Publications. Read More