NCJ Number
148859
Journal
Police Journal Volume: 67 Issue: 2 Dated: (April-June 1994) Pages: 111-116
Date Published
1994
Length
6 pages
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