Managing Change in the Investigative Process: A Process-Centered Approach to Professional Development and Change Management

• NCJ Number: 197255
• Journal: Police Chief Volume: 69 Issue: 10 Dated: October 2002 Pages: 121-126
• Author(s): Frank A. Colaprete
• Date Published: October 2002
• Length: 6 pages
• Publication Format: Article
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This article discusses a study of the investigative processes within the Rochester Police Department in March 2000.

Abstract

The aim of the study was to research all aspects of the investigative processes in the Maple section as they were influenced by relevant internal and external variables. An ascending model of research was conducted, starting with the patrol officers and working up the chain of command. A written survey was designed that elicited both quantitative and qualitative analyses in the key result areas of criminal investigation affecting patrol personnel. A second survey was disseminated to the supervisors and investigative staff including qualitative questions centered on recommendations for the investigative process. Research results showed that numerous barriers to high quality existed in criminal investigations. It also revealed that most of the officers and investigators possessed the motivation to overcome those barriers. The barriers to the investigative process were insufficient time to conduct preliminary investigations, insufficient investigative support because of the lack of staff, and insufficient training because of the lack of available training programs that targeted specific department requirements. In identifying the rates of voluntary confessions, attempts to gain voluntary confessions and the rate of missed opportunities it was learned that the figures were unimpressive. A more in-depth analysis revealed that of the 178 cases where investigators attempted to gain confession, 70 percent were obtained. In light of this finding, the new emphasis was attempting to get confessions in 100 percent of arrests. Uniformed patrol officers obtained a rate of voluntary confessions half that of the current investigative staff. The findings led to the implementation of a model of investigative management that was centered on process and human resources. Highlights of the model include specialized training, policy statements, and support of command staff. Recommendations for change management include enhanced investigations management system, enhanced patrol officer performance assessment system, and an investigator mentor program. 1 footnote