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Police Reform in Mexico’s Municipalities
Daniel Sabet
Georgetown University
September 17, 2009
The need for local police reform
The military is a limited tool
• Human rights abuses
• Too blunt an instrument
• Cannot be effective if its efforts are undermined by corrupt police
Current reform and police professionalization efforts
• SUBSEMUN (over US$ 300 million, 2009)• Vetting (over 100,000 tests, 2008-9)• Police civil service• Standardization and information sharing• Legal reforms • National agreement • CALEA • Judicial reforms
City
Minimum education
requirement
Percent of officers with a
high school degree or
above
Duration of cadet training
(months)
% of police receiving
annual in-service training
Guadalajara Secondary 34.70% 8 Majority
Monterrey Secondary 33.97% 6 All
Mérida Secondary 28.39% 3 All
Ahome High School 55.15% 12 All
México DF Secondary 40.03% 6 Majority
San Luís Potosí High School 35.27% 8 Majority
Torreón Secondary - 6 Majority
Chihuahua High School 47.07% 10 All
Puebla High School -. . All
Cuernavaca HS for transit 55.80% . All
Zapopan Secondary 34.55% 6 All
Source: Survey of municipal police departments. Non-representative sample
City
Basic monthly
salary (pesos)
Trucks and patrol
cars per police
SUBSEMUN as a percent
of other 2008
budgetary sources
Internal affairs
employees per 100
police
Average annual
firings as a percent of
police?
Guadalajara $7,916 0.17 24.55% 2.94 0.76%
Monterrey $7,243 0.20 22.04% 3.72 1.90%
Mérida $4,672 0.15 59.82% 0.64 1.71%
Ahome $6,269 0.12 . 0.50 3.12%
México DF $8,186 0.12 5.46% 0.84 3.09%
San Luís Potosí $6,506 0.15 33.65% 1.35 3.81%
Torreón $6,625 0.35 100.90% 0.40 16.05%
Chihuahua $8,745 0.49 33.11% 0.44 0.97%
Puebla $7,226 0.25 . 0.43
Cuernavaca $5,952 0.20 5.40% 1.13 1.40%
Zapopan $9,050 0.14 . 1.14 0.36%
Source: Survey of municipal police departments. Non-representative sample
Many accountability mechanisms but little accountability
• Vetting• Human rights commissions• Compstat• Citizen services • Internal affairs departments
– Reactive investigation of individual incidents based on complaints
– Few cases of corruption– No complaints from fellow officers – Does not address collusion with organized crime– Focused on rotten apple rather than the rotten barrel
Continued weaknesses
• Uneven advances between rural and urban areas
• Accountability mechanisms
• Merit based promotions
• Transparency and civil society oversight
Why don’t good policies work?
• Problems of design – Accountability mechanisms
• Problems of implementation– Education– Merit based promotion – Vetting
• Problems of institutionalization– Procedures– Selection criteria– Training– Equipment – In-service training– Citizen outreach
Procedures in Mexicali
Timeline 1998-2001 2001-2004 2004-2007 2007-2010
Party in Power
PAN PRI PAN
MayorHermosillo
CeladaDíaz
OchoaRamos Flores
Valdez Gutiérrez
Policy ISO-9001Japanese
quality control
Internal CALEA
The importance of a long term approach in Chihuahua
Timeline 1998-2001 2001-2002 2002-2004 2004-2007 2007-2009
Party in power
PRI PAN
MayorReyes Baeza
Barousse Moreno
Cano Ricaud
Blanco Zaldívar
Borruel Baquera
Police Chief
Raúl Grajeda Domínguez Lazaro Gaytán Aguirre
Policy CALEA Accreditation
The key questions
• Can civil society oversight overcome the continuity problem?– And if it can, is civil society prepared to play
this role?
• Given the empirical inability to develop effective anti-corruption efforts in the current environment, is it reasonable to presume that accountability is the last step in a sequence of police reforms?
Gracias!
Daniel M. Sabet
Georgetown University [email protected]
http://www9.georgetown.edu/faculty/dms76/home.html