The basis of citizen's perceptions of the criminal jury

Two studies examined citizens' perceptions of the criminal jury and their evaluations of 6- or 12-person juries operating under unanimous or majority decision rules. Study 1 was a telephone survey of 130 adult citizens in which respondents evaluated alternative jury structures in the abstract. In Study 2, students were asked to evaluate jury structures for a hypothetical trial in which they were either the defendant or the victim in a crime with a mild or serious outcome. In both studies, jury size and decision rule were related to ratings of procedural cost, and the severity of the crime moderated procedural evaluations. In Study 1, juries were preferred to judges and the 12-person unanimous jury was preferred over other jury structures when the crime involved was serious. In Study 2, there were no direct effects due to variations in jury structure, but subjects appeared to trade off procedural cost and thoroughness of deliberation as a function of the seriousness of the crime. Procedural fairness emerged as the strongest independent predictor of desirability for jury procedures, and fairness was related to representativeness and accuracy. The role manipulation did not influence subjects' responses. In both studies, respondents were very supportive of the jury as an institution, despite a perception that erroneous jury verdicts do occur.     

Working with street children

In September 1990 we became involved with the Centre for the Defence of the Child (CDM) in Brazil, hoping to participate in a survey of the lives of street children that was being conducted by the group. The CDM, a branch of its parent organisation The Young Street Vendors' Association, takes on individual cases of street children, providing crisis management with social, psychological, and legal support. It was decided to start a project of regularly taking a team of staff on to the streets and into the areas where the street children were, with the aim of providing a programme of support and self-esteem building, principally for the street girls. This project proved a success with the street children and remains so following our departure from Brazil.     

Balancing police budgets and decision making: an experiment in disentanglement

Abstract: In examining the relationship between municipal and provincial government authority over policing in Ontario, this article explores a specific project which has generated a substantial amount of interest, and controversy, around the issue of control of municipal police budgets. It will further scrutinize the process undertaken by the Expert Panel on Municipal Police Services Budgets in developing and advancing its recommendations as an interesting and instructive innovation in government decision making. The article will summarize and elaborate on the work of the Expert Panel, formed in March 1992, as the first enterprise in the disentanglement process embarked on by the Ontario provincial government, in partnership with the Association of Municipalities of Ontario, to review and rationalize a wide spectrum of provincial/local relationships with an aim to achieve greater efficiency, effectiveness, and client service. The issue of financial control over municipal police services is one of considerable importance in Ontario to both the municipal sector and the policing community. By considering the work of the Expert Panel as an exercise in disentanglement, within the context of the “vigilant problem-solving approach” formulated by Irving Jnnis, this article attempts to provide specific insight and guidance to other practitioners in the realm of public policy making, as well as to capture the processes and proceedings of this particular undertaking. Sommaire: Cet article examine le rapport entre les autorités provinciales et municipales qui exercent le contrôle de la police en Ontario; il s'intéresse à un projet particulier qui a suscité discussion et controverse en ce qui concerne le contrôle des budgets municipaux de police. Il examine par ailleurs le processus entrepris par le groupe d'experts en matière de budgets municipaux de services policiers pour formuler ses recommandations, processus qui constitue une innovation intéressante et instructive pour la prise de décisions gouvernementales. L'article résume et analyse le travail du groupe d'experts mis sur pied en mars 1992, première étape du processus de démêlement des rôles entrepris par le gouvernement de l'Ontario, en partenariat avec l'Association des municipalités de l'Ontario, afin d'examiner et de rationaliser une vaste gamme de relations provinciales-locales pour augmenter l'efficacité et améliorer le service à la clientèle. La question du contrôle financier des services policiers municipaux revêt beaucoup d'importance en Ontario, tant pour le secteur municipal que pour la collectivité policière. En considérant le travail du groupe d'experts comme étant un exercice de démêlement des rôles, dans le contexte de “ l'approche vigilante de résolution de problèmes ” formulée par Irving Janis, cet article essaie d'offrir aux autres praticiens de la prise de décisions publiques à la fois des explications et des façons de faire, tout en cernant les processus et méthodes de cet effort particulier.