By The New Jersey Office of the State Comptroller

The Office of the State Comptroller (OSC) is authorized to conduct audits, investigations, and reviews of Executive branch entities, including state and local police departments, to identify and prevent fraud, waste, and abuse in the expenditure of public funds. OSC initiated this investigation into Street Cop Training (Street Cop or the Company) after receiving information that public funds were spent to send New Jersey police officers to a six-day conference in October 2021 in Atlantic City that trained officers on questionable policing tactics and contained offensive and discriminatory content (the Conference). Street Cop is a New Jersey-based company. Around 990 law enforcement officers nationwide attended the Conference, with about 240 from New Jersey. The 240 New Jersey officers came from agencies across the state, working at all levels of government—interstate, state, county, and municipal. The majority of these officers had their attendance paid for by their public employers. OSC’s investigation confirmed that at least $75,000 in public funds were directly spent by New Jersey entities on attendance at the Conference. This number does not include paid time off and/or paid training days relating to officers’ attendance. To conduct this investigation, OSC’s Police Accountability Project reviewed documents, videos, and other materials received from the Company, training centers, and various law enforcement agencies and departments with officers in attendance at the Conference, among other sources. OSC also consulted directives, regulations, policies, and case law, and conducted interviews of relevant witnesses. OSC also conducted a sworn interview with Street Cop’s founder and Chief Executive Officer, Dennis Benigno. OSC’s investigation uncovered alarming deficiencies in the police training provided at the Conference and a dangerous and potentially costly gap in the oversight of private post-academy police training. Currently, private post-academy police training in New Jersey is not regulated by the Attorney General, Police Training Commission (PTC), or any other designated entity. Among other things, OSC found: • Instructors at the Conference promoted the use of unconstitutional policing tactics for motor vehicle stops; • Some instructors glorified violence and an excessively militaristic or “warrior” approach to policing. Other presenters spoke disparagingly of the internal affairs process; promoted an “us vs. them” approach; and espoused views and tactics that would undermine almost a decade of police reform efforts in New Jersey, including those aimed at de-escalating civilian-police encounters, building trust with vulnerable populations, and increasing officers’ ability to understand, appreciate, and interact with New Jersey’s diverse population; and • The Conference included over 100 discriminatory and harassing remarks by speakers and instructors, with repeated references to speakers’ genitalia, lewd gestures, and demeaning quips about women and minorities. This kind of training comes at too high a price for New Jersey residents. The costs of attendance for training like this is small in comparison to the potential liability for lawsuits involving excessive force, unlawful searches and seizures, and harassment and discrimination. It is well-documented  that state and local entities in New Jersey spend millions of dollars litigating these types of allegations. Between 2012 and 2018, over 100 excessive force lawsuits were brought against officers and departments in New Jersey. 1 And in 2022, just one excessive force lawsuit cost a New Jersey county $10 million. 2 The costs of lawsuits alleging discrimination or harassment can be just as expensive. By one estimate, from 2019 to 2023, New Jersey police departments agreed to pay at least $87.8 million to resolve claims of misconduct by officers, and many of those claims involved harassing and discriminatory behaviors. 3 Of course, these quantifiable high dollar amounts do not include the immeasurable and hidden cost to the victims, their families, and their communities. Quality police training can play a crucial role in ensuring law enforcement is equipped with the knowledge, expertise, and experience to navigate complex and difficult situations safely. But training that encourages officers to employ techniques that violate civil liberties, disparage legitimate public safety initiatives, undermine police reform efforts, and promote a toxic culture in which women and racial and ethnic minorities are made to feel unwelcome — this is not training that should be paid for with New Jersey’s public money. In light of these findings, and because Street Cop and other private police training companies who receive public funds operate without oversight or regulation by the Attorney General, PTC, or any other designated organization, OSC makes nine recommendations. OSC is also making a number of referrals to appropriate agencies, including to the Attorney General, the Division on Civil Rights, and internal affairs departments for further investigation into OSC’s publicly reported findings, and into additional concerning conduct identified in OSC’s review of the Conference presentations. 

Trenton: New Jersey Office of the State Comptroller, 2023. 43p.

By Gabrielle T. Isaza

De-escalation training has been widely promoted as a best practice to reduce harms during police-citizen encounters, particularly as it relates to police use of force. Despite this wide promotion, very little is known about the training’s effectiveness. This dissertation explores the impacts of a well-known de-escalation training, Integrating Communications, Assessment, and Tactics (ICAT), on a sample of police officers in Southwest Ohio. Specifically, this dissertation examines changes in officer attitudes and perceptions as well as self-reported use of the training using T-Test comparisons, ordinary least square regressions, descriptive statistics, and an examination of focus group discussions. Pilot survey instruments were developed and tested for use in future de-escalation training evaluations. This study found significant changes in officer attitudes related to the use of force, understanding of persons in crisis, and officer confidence in handling critical incidents in the hypothesized directions. However, minor levels of training decay were detected, indicating the importance of continual reinforcement of the training curriculum. Additionally, counter-intuitive findings related to one component of the training were found. Nonetheless, these empirical results demonstrated that ICAT training influenced officers in a way that made them more amenable to the principles and practices of de-escalation. This study adds to the very limited evidence base on de-escalation training effects for police. These findings are critical because the effective use of de-escalation techniques to diffuse conflicts can save lives and reduce the injuries of both citizens and police officers.

Cincinnati: University of Cincinnati, 2020. 200p.

By Steven M. Chermak, Joshua D. Freilich and Zachary Shemtob

This article examines issues related to training as it pertains to domestic terrorism in general and responding to far-right extremists in particular. First, it hightlights current training practices and training focused on the far right. Second, it details knowledge about the nature and extent of the threat posed by far-right extremists. Third, a review of the empirical research indicates that training could be enhanced if three key issues are emphasized: Future training should promote a better understanding of the contours of the far right; discuss the unique geographic, crime-incident, and structural characteristics of the far right; and describe the need to examine all ideologically motivated crimes, regardless of whether they are also defined as terrorist. The conclusion discusses how training could be enhanced by strategically integrating the existing knowledge base.

Criminal Justice and Behavior 2009; 36; 1305 DOI: 10.1177/0093854809345630.

By The Police Executive Research Forum (PERF)

When a police officer or sheriff’s deputy is killed in the line of duty, either in an act of violence by a criminal offender or in a motor vehicle crash or other accident, there is a time-honored response. Agencies conduct a thorough investigation to understand every detail of what happened, how it happened, and why. There is typically extensive news media coverage of the tragedy, and police executives and other leaders speak about the incident and the fallen officer. Officers are laid to rest with honors, and their survivors can receive emotional support and financial assistance through a combination of local, state, and federal programs. At the national level, the FBI, the National Law Enforcement Officers Memorial Fund, and other groups collect detailed data about line-of-duty deaths—how, when, and where they occurred—and these organizations issue periodic reports examining trends in officer fatalities. This information is used to develop policies, new training programs, and procurement of equipment that can help keep officers safe and prevent tragedies in the future.  

Washington, DC: Police Executive Research Forum, 2019. 72p.

By James D. Sewell

Since the 1990s, law enforcement professionals have come to understand the impact of job stress on their personal and professional lives. Sadly, much of this awareness has come as a result of the negative manifestations that have become too observable: cardiovascular disease and high blood pressure; substance abuse and post-traumatic stress; abnormally high divorce rates and domestic violence; and, too frequently, suicide of law enforcement personnel. With police personnel suffering physical, psychological, medical, and behavioral issues as a result of such stress, the question becomes: How do we make sure our cops live . . . and live better, healthier, and more productive lives on and off the job? The answer—and the focus of this paper—begins with and requires effective and progressive law enforcement leadership. Contemporary law enforcement leadership cannot ignore the existence of the problems caused by stress, deny that job stress is an issue in any agency, or avoid taking action to ensure the health and well-being of their employees. It is clear that effective leaders cannot distance themselves from their personnel during times of stress or crisis, nor can they afford to send the unintentional message that they just do not care about those under their command. The personnel of an agency are its most valuable asset, and the actions of those at the highest level of an agency must recognize, respect, and reinforce that value.   

Washington, DC: Office of Community Oriented Policing Services, 2021. 44p.

By National Academies of Sciences, Engineering, and Medicine.

Training police in the knowledge and skills necessary to support the rule of law and protect the public is a substantial component of the activities of international organizations that provide foreign assistance. Significant challenges with such training activities arise with the wide range of cultural, institutional, political, and social contexts across countries. In addition, foreign assistance donors often have to leverage programs and capacity in their own countries to provide training in partner countries, and there are many examples of training, including in the United States, that do not rely on the best scientific evidence of policing practices and training design. Studies have shown disconnects between the reported goals of training, notably that of protecting the population, and actual behaviors by police officers. These realities present a diversity of challenges and opportunities for foreign assistance donors and police training. At the request of the U.S. State Department's Bureau of International Narcotics and Law Enforcement Affairs, the Committee on Law and Justice of the National Academies of Sciences, Engineering, and Medicine examined scientific evidence and assessed research needs for effective policing in the context of the challenges above. This report, the second in a series of five, responds to the following questions: What are the core knowledge and skills needed for police to promote the rule of law and protect the population? What is known about mechanisms (e.g., basic and continuing education or other capacity building programs) for developing the core skills needed for police to promote the rule of law and protect the population?

Washington, DC: The National Academies Press. 2022. 102p.

By Jyoti Belur

Extrajudicial executions by law enforcement officers have blighted parts of the world for generations, but criminological coverage has been superficial and selective. It has often been presented as a problem specific to countries associated with military rule, dictatorial regimes and colonial heritage. Permission to Shoot?: Police Use of Deadly Force in Democracies brings a new dimension to the problem of police abuse of deadly force by concentrating on the social and political settings in India and the United States, both large democracies and vibrant superpowers. The research in the book is based on primary sources—interviews with police officers of varying ranks: with those who are involved in the killings; with those who facilitate such operations, and with those who are mute spectators. The book deals with universal, fundamental themes such as: • Why is it that in a democratic country the abuse of police powers can appear to be overtly and tacitly encouraged? • What motivational techniques and justifications are used to override social norms governing moral conduct, centring on the sector of society mandated to use deadly force against civilians? • What makes ordinary, decent human beings do horrible things? Permission to Shoot? seeks to provide broad guidelines and recommendations for reforms in policing policy and practice. The research peels back the opaque communication that often surrounds this issue, but more than that it shows how that kind of communication acts to support the practice itself.

New York: Springer, 2010. 226p.

By Robert C. Davis, Nicole J. Henderson and Christopher W. Ortiz

This report examines the outcomes of the consent decree between the Civil Rights Division of the United States Department of Justice and the Pittsburgh Police Bureau.

In 1994, the United States Congress expanded the powers of the Civil Rights Division of the Justice Department by granting it the authority to file civil lawsuits against States and municipalities that display a "pattern or practice" of police misconduct. The department has filed six lawsuits, all of which have been settled out of court through consent decrees. These decrees specify the reforms the police agencies must implement; the first consent decree was negotiated in Pittsburgh, PA. Researchers at the Vera Institute of Justice questioned whether the use of this new Federal intervention power could make a sustainable difference in the operation of local law enforcement agencies.

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  Researchers studied the Pittsburgh Police Bureau both before and after the consent decree was lifted in 2002. Research methods involved observations of police in field and management settings, interviews with key officials and community leaders, focus groups with police officers, surveys of citizens, and reviews of the Federal monitor's reports and police data. Findings indicated two key factors were most responsible for the quick compliance with the terms of the decree: the leadership displayed by the police chief and guidance received from the Federal monitor. Several changes were made to the way the police agency operated, including the addition of new systems to track the use of force, traffic stops, and searches, as well as new procedures to increase officer accountability and new policies and training. Despite budget cutbacks, these new reforms remain in place and the surveys of community leaders and citizens indicate significant improvements in police services. Problems remain however, as front-line police officers complain about tighter management and citizens continue to voice concerns about police misconduct. The overall findings suggest that this type of Federal intervention can bring lasting improvements in police accountability. Description text goes here

New York, NY: Vera Institute of Justice, 2005. 62p.

By David Spencer

As a new Commissioner of the Metropolitan Police is appointed, Policy Exchange has published our report, “‘Policing Can Win’: The New Commissioner’s First 100 Days” by David Spencer, Policy Exchange’s Head of Crime & Justice.

The central thesis to this report is that ‘Policing Can Win’ over those who would commit crime and disorder in our communities. In addition to summarising the core issues the Met has faced over the last five years, this report sets out the three areas where substantial changes must be made:

Leadership at Every Level: Providing the leadership that the officers and staff of the Met need to effectively fight crime and keep the public safe. Fighting Crime and Reconnecting with the Public: Reigniting the tradition that only by working closely with the public will the police be successful in retaining the public’s confidence, fighting crime and disorder, and keeping the public safe. Police Officer Conduct and Competence:Eliminating from policing those who are incompetent or would break the public’s trust in policing by committing criminality or misconduct.

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  DeDuring and by the end of the Commissioner’s first 100 days in office, things need to feel different.Different to the men and women of the Met, different to those who hold the Commissioner to account, and most importantly different to Londoners. This report seeks to give the Commissioner a head start.scription text goes here

London: Policy Exchange, 2022. 67p.

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By Juan Felipe García, Daniel Mejia, and Daniel Ortega .

The Plan Nacional de Vigilancia Comunitaria por Cuadrantes (PNVCC) is a new police patrolling program introduced in the eight major cities of Colombia in 2010 by the National Police. The strategy divides the largest cities into small geographical areas (cuadrantes), assigns six policemen to each, establishes a new patrolling protocol involving more community contact, and holds officers accountable for crime in their assigned area. The plan warranted a comprehensive training program for over 9,000 police officers aimed at improving interpersonal skills and implementation of the new patrolling protocols. By staggering the training schedule between three randomly chosen cohorts of police stations, we generate experimental variation in the exposure to training and in the effective implementation of the new police protocols induced by the Plan Cuadrantes. Comparing the 4 months immediately after training with the same months from the previous year, we find a significant reduction in several types of crime attributable to the training program, ranging from around .13 of a standard deviation for homicides to .18 of a standard deviation for brawls. These impacts are driven by very large effects in high crime areas and very small -or zero- effects in low crime neighborhoods. Once we take into account the high spatial concentration of crime, the estimated effects account for an overall reduction in the number of homicides of about 22%. We suggest that the training program affected crime by increasing the patrol police’s sense of accountability to the population and also possibly through higher police motivation. Large efficiency gains in public service provision may be attainable with relatively inexpensive interventions that bring public servants closer to their clients.

Bogotá, Colombia: Universidad de los Andes–Facultad de Economía–CEDE, 2013. 27p.

By Committee on Evidence to Advance Reform in the Global Security and Justice Sectors; Committee on Law and Justice; Division of Behavioral and Social Sciences and Education; National Academies of Sciences, Engineering, and Medicine.

FROM THE PREFACE: “The movement for evidence-based policing in the 1990s came on the heels of the concept of evidence-based medicine in the same decade, but with far less clinical research to apply in policing practices. Since then, police research findings have been growing at a rapid rate and have been reviewed by the National Academies of Sciences, Engineering, and Medicine on repeated occasions in the last two decades. However, scant research findings have been reported at the country level, examining differences in police systems and policies across nations. In an era when the U.S. Congress has mandated better evidence to support public expenditure, the application of that mandate to overseas police development requires two responses. One is to do the best translation possible from existing research comparing differences between and within countries. The other is to map out research and action agendas that will promote the growth of new evidence to provide better guidance to policing in the international context.”

Washington, DC: The National Academies Press. 2021. 96p.