By Samantha Weston, Clare Griffiths and Anne-Marie Day 

Louise Casey’s review revealed a series of concerns about London Metropolitan Police concluding that institutional racism, misogyny and homophobia pervades across the whole organisation. Acknowledging that police legitimacy is under threat, some have called for the police to be defunded. Drawing on data collected via a survey and focus groups with children and young people from traditionally unheard minoritised groups attending a community-based programme, this article reveals low levels of satisfaction with and trust of the police among this group. In contrast, activities based and created within young people’s own communities provided opportunities to be safe, protected and among people they trusted. Drawing on Gramsci’s theory of hegemony, we suggest that the call to ‘defund the police’ may not be the radical alternative that many would have us believe and instead call to ‘refund civil society’ by advocating for a ‘community first’ approach to resolve complex social problems.

By Robin S. Engel, Nicholas Corsaro, Gabrielle T. Isaza, Hannah D. McManus, University of Cincinnati

In recent months, law enforcement officers have been faced with an unprecedented set of circumstances, navigating major social unrest in communities amid a pandemic and economic crisis. Acknowledging the dangers to both the community and officers, efforts have intensified to identify “solutions” to reduce the frequency and severity of violent encounters between police and the public. Calls for the adoption of “de-escalation” policies and training – widely endorsed by policy makers, policing experts, and the public – have been especially strong, and recent statistics on law enforcement practices suggest the field has responded (Engel et al., 2020b). For example, in a 2019 national survey of 155 large police departments in the United States, nearly all responding agencies indicated they offered some form of de-escalation training to officers in their agency (CBS, 2019). Although the implementation of de-escalation training is often encouraged, the effects of this training on police officers and their interactions with the public has not been systematically evaluated (Engel et al., 2020a). For this reason, the impact of de-escalation training on the frequency and severity of officers’ use of force and the subsequent injuries to citizens and officers is not well understood. It was within this context that the Louisville (KY) Metro Police Department (LMPD) stepped forward to both deliver and participate in the evaluation of a deescalation training. Specifically, the LMPD introduced the Police Executive Research Forum’s (PERF) Integrating Communications, Assessment, and Tactics (ICAT) training program to instruct officers in de-escalation tactics and critical thinking skills for the management of potentially volatile police-citizen encounters. Seeking to understand the effectiveness of this training, the LMPD partnered with the International Association of Chiefs of Police/University of Cincinnati Center for Police Research and Policy (IACP/UC Center) to conduct an independent, external evaluation of the effects of the ICAT training on their agency. This report documents the methodology and findings of the evaluation of ICAT training implemented within the LMPD. This study represents one of the first large-scale, methodologically rigorous evaluations of a well-known de-escalation training for police. Specifically, this study uses a multi-method approach, relying upon two distinct survey designs (i.e., repeated measure survey design, cross-sectional survey design) to assess the impact of training on the perceptions and self-reported experiences of officers and first-line supervisors, and a stepped-wedge randomized control trial design to examine training effects on officers’ behaviors and changes in the outcomes of police-citizen encounters. This seminal study is the first randomized control trial to demonstrate a significant reduction in officer use of force following de-escalation training implementation.

By David Bruce and Gareth Newham

Key findings There is strong evidence of ongoing widespread corruption in the South African Police Service (SAPS), including among its senior leaders. Corruption levels in the metro and traffic police are also high, although they receive less scrutiny than the SAPS. Perceptions of high levels of police corruption contribute to low levels of public trust in the police. TrA range of agencies and mechanisms are tasked with investigating police corruption, but no agency has overall responsibility. Coordination between agencies is limited. SAPS has introduced multiple anti-corruption strategies, but has not implemented intelligencedriven measures to ensure that corruption is tackled effectively. The SAPS Anti-Corruption Investigation Unit (ACIU) is substantially under-resourced. Despite evidence of misconduct, a majority (77%) of SAPS disciplinary hearings result in no meaningful accountability.ust is vital for the police to effectively address crime. SAPS members are often unwilling to report crime or corruption by colleagues because they fear negative consequences for themselves. The willingness of many members of the public to pay bribes is an important contributor to high levels of police corruption.