Ethical Considerations when Problem Solving with Criminal Justice Policies and Programs

Ethical Considerations

Ethical Considerations when Problem-Solving with Criminal Justice Policies and Programs

In solving problems, police officers and other members of the criminal justice system are confronted with various ethical challenges. When on active duty, five of the most common issues that actors in the criminal justice system face are: i) deciding the appropriate level of force to use during arrests, ii) protection of the rights of civilians while upholding the law, iii) living an ethical lifestyle outside of work, iv) operating impartially when engaging with the public, and v) avoiding profiling individuals (Pollock, 2021). These ethical considerations have become even more relevant in modern-day policing.

Problem-solving models and their use in evaluating criminal justice issues or programs

Criminal prevention planning and problem-solving activities are structured using several crime problem-solving methodologies. The SARA model is the most well-known of various schematic guides produced to aid practitioners in using the problem-solving technique (Scan, Analyze, Respond, Assess). Hough and Tilley (1998) go into greater detail, while Ekblom (2008) created the 5 Is model, a problem-solving procedure. In solving crime problems, these models aid in understanding problems and interpreting outcomes, such as how crime reductions were accomplished or not.

A case of community policing program

Community policing is a philosophy (a way of thinking) and an organizational strategy (a manner of putting that philosophy into action) that allows the police and the community to work together to tackle crime and insecurity issues. The three significant elements of community policing are community partnerships, organizational reform, and problem-solving (Kappeler & Gaines, 2012). Community partnerships that support law enforcement efforts to reduce crime and the fear of crime are the most important aspect of community policing.

Applicable program evaluation model

The evaluation of this program will be done using the SARA Model. This model is a typical problem-solving technique associated with problem-oriented policing (developed by Professor Herman Goldstein). Thus, it is considered the best suited to evaluate this program. Scanning, Analysis, Response, and Assessment are the four aspects of this process (Clarke & Eck, 2005).

Using SARA Model to evaluate community policing program

To evaluate the community policing program using the SARA model, the first step would be to define the problem. This involves identifying and comprehending the events and circumstances that led to and followed the program.

The next phase would be identifying the data that has to be collected and finding out everything needed to understand involving the program. Examine the program as it is currently being treated and its strengths and weaknesses. Define the program’s scope as precisely as feasible and identify various resources that could help better understand the program (Reisig, 2010). The last step for this phase would be to create a working hypothesis for the program’s status.

The next phase is the response stage, and it involves conceptualizing the intervention and investigating what the program is set to achieve. Next is to outline the reaction strategy and determine who is responsible. In particular, this would involve the evaluation of defining the response plan’s particular objectives and executing the program’s operations that have been planned.

Last is the assessment phase, which determines whether the strategy was carried out (a process evaluation). Next is the collection of pre-and post-response qualitative and quantitative data and the determination of whether or not broad goals and specific objectives were met (Reisig, 2010). Next is to identify any additional tactics required to supplement the original plan and conduct ongoing evaluations to verify that the program’s effectiveness is maintained.

Role of ethics guidelines and legislation

Community policing has presented the criminal justice sector with completely new ethical concerns. As a result, the role of ethical guidelines and legislation is mainly to set out for the police officer standards to observe when interacting with public members. Because of corruption, stagnation, and ethics is the closeness between the police officer and public members in a community policing program (Ziembo-Vogl & Meško, 2000). Therefore, the role of ethical guidelines and laws is to develop trust by community members for the police, help the police change their culture and perspective, and increase the probability of success of the innovative community policing program.

Ethical responsibility of the stakeholders in a community policing program

Police departments should employ community-based policing because it is the epitome of ethical behavior. Principle-based leaders engage in open discussion with the communities they serve to identify policing issues and community-tailored solutions as part of community policing. It entails prioritizing community needs and giving all employees the authority to make decisions on the front lines. Change is never easy to accept (Ziembo-Vogl & Meško, 2000). The numerous difficulties of the next years and the expectations of a department’s many clients and stakeholders can only be met by valuing people and building a truly ethical workplace.

How I might implement ethics guidelines and responsibilities in a future role in the criminal justice field

The first step might be to form a code of ethics or a code of police conduct. All applicable laws and policing values are reflected in comprehensive codes. This covers the whole range of ethical difficulties that officers may confront, and it is updated regularly as new challenges arise. It’s critical to be clear and detailed about what officers are expected to do, how much latitude they have in making decisions, and which ethical concerns are non-negotiable. The most significant impediment to ethical behavior is imprecise rules and ambiguous officer expectations.

The second thing I would do is integrate ethical considerations into the mission and vision statements of the department. Many organizations’ mission and vision statements include ethical ideals and aims. This demonstrates to top management and staff that values and ethical standards are an inherent part of all corporate operations and planning, rather than an “add-on” to be considered after major choices have been made.