Governance and accountability in community policing

Terpstra, Jan

doi:10.1007/s10611-011-9272-y

Cited by 20 publications

(9 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…One concern has to do with problem of accountability. Terpstra (2011; see also Brogden & Nijhar, 2005) notes that community policing may lead a PD to become too dependent on community consent. Walsh and Conway (2011) argue that there is a need to strike a middle ground between police isolation and police dependence on their community.…”

Section: Community Policingmentioning

confidence: 99%

Top 10 U.S. Municipal Police Departments and Their Social Media Usage

Brainard

Edlins

2014

The American Review of Public Administration

105

103

View full text Add to dashboard Cite

Social media technologies present a new way for government agencies to connect with, and potentially collaborate with, their residents. Police departments (PDs) are a setting ripe for use of social media as an extension of their community policing efforts. In this article, we explore the use of social media by PDs in the top 10 most populous U.S. cities. We analyze police-initiated posts on Facebook, Twitter, and YouTube over a 3-month period to determine what accounts PDs use, if they use social media for information transmission or interaction, and if they use the accounts for dialogue that might make collaboration possible. We find that while PDs have and use social media, and while citizens are responsive, there is much less interaction in part due to nonresponsiveness of PDs themselves. We thus conclude that though the existence of some PD-resident dialogue is promising, very little was collaborative.

show abstract

Section: Community Policingmentioning

confidence: 99%

Top 10 U.S. Municipal Police Departments and Their Social Media Usage

Brainard

Edlins

2014

The American Review of Public Administration

105

103

View full text Add to dashboard Cite

show abstract

“…Certainly, the mechanisms of police accountability and governance that Walsh and Conway (2011) identify have not been analyzed considering police foundations and connected police departments. Traditional police culture tends to resist external scrutiny (Terpstra, 2011), and the private legal status of police foundations makes decision making and exchanges even more secretive. Scrutinizing the funding, purchasing and procurement practices that private foundations spur, in the absence of public records access and transparency requirements, can be arduous for researchers and oversight bodies.…”

Section: Discussionmentioning

confidence: 99%

Police foundation governance and accountability: Corporate interlocks and private, nonprofit influence on public police

Walby

Lippert

Luscombe

2018

Criminology & Criminal Justice

View full text Add to dashboard Cite

Police foundations are new private organizations used by public police services to raise corporate monies in North America. This article examines problems of governance and accountability arising in relation to police foundations and police services. Drawing from interviews, freedom of information requests and records from city archives, we analyze interlocks between corporations and police foundations via board membership. Because of the influence and control directors exercise by voting on projects and vetting other board members, links between corporations and police foundations raise ethical questions about the power of board members to influence police spending and procurement. We analyze data pertaining to four themes in literature on nonprofit organizations and directorate interlocking: philanthropy; influence and control; cooptation; and reciprocity. In conclusion, we reflect on the implications of our findings for literatures on public police governance and accountability.

show abstract

“…Local-level processes and partnership structures are commonly central elements in community crime prevention frameworks (Skogan 2006, Reisig 2010, Terpstra 2011. Consequently, the absence of these local-level partnership frameworks has adversely affected police ownership of the intervention and has subsequently had a mutually reinforcing effect on the partners' engagement in the intervention.…”

Section: Police Perceptions Of the Partnership: Practitioner Levelmentioning

confidence: 99%

Effective third-party policing partnerships or missed opportunities?

Webster

2013

Policing and Society

View full text Add to dashboard Cite

In the last decade, in particular, policing organisations have increasingly been called upon to adapt to rising demands on their resources. These demands have required policing organisations to think more strategically about the way policing business is performed and the types of crime outcomes being achieved. More complex crime challenges particularly in the area of organised crime have influenced police to adopt more proactive methods. This paper examines an innovative policing partnerships response to a serious illicit drug crime problem in Australia. The key objective of the paper is to analyse police perspectives of the operations and functionality of the partnership with community pharmacists, at the state policy level and at the local level in two jurisdictions. This paper highlights the importance of developing a partnership model that alleviates the 'disconnect' experienced by police who are translating the partnership at the local level.

show abstract

Governance and accountability in community policing

Abstract: Abstract

Cited by 20 publications

References 33 publications

Top 10 U.S. Municipal Police Departments and Their Social Media Usage

Top 10 U.S. Municipal Police Departments and Their Social Media Usage

Police foundation governance and accountability: Corporate interlocks and private, nonprofit influence on public police

Effective third-party policing partnerships or missed opportunities?

Contact Info

Product

Resources

About