Police governance and accountability: overview of current issues

Walsh, Dermot P. J.; Conway, Vicky

doi:10.1007/s10611-011-9269-6

Cited by 37 publications

(23 citation statements)

References 114 publications

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Section: Discussionmentioning

confidence: 99%

“…Anything that has been recorded can be subsequently reviewed or scrutinized. Individual officers become more accountable as BWCs accentuate the need for oversight and reflection on their own actions (Lumina, 2006;Reiner, 1993;Walsh & Conway, 2011). BWCs thus sit squarely within what D. A. Harris (2010) referred to as a "holistic" approach to police oversight, which "combines the traditional 'reactive' functions (i.e., tracking cases of individual misconduct) with 'proactive' functions designed to promote organizational changes that might reduce individual misconduct" (p. 240).…”

Section: Contagious Accountabilitymentioning

confidence: 99%

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“Contagious Accountability”

Ariel

Sutherland

Henstock

et al. 2016

Criminal Justice and Behavior

135

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The use of body-worn cameras (BWCs) by the police is rising. One proposed effect of BWCs is reducing complaints against police, which assumes that BWCs reduce officer noncompliance with procedures, improve suspects’ demeanor, or both, leading to fewer complaints. We report results from a global, multisite randomized controlled trial on whether BWC use reduces citizens’ complaints. Seven discrete tests (N = 1,847 officers), with police shifts as the unit of analysis (N = 4,264), were randomly assigned into treatment and control conditions. Using a prospective meta-analytic approach, we found a 93% before–after reduction in complaint incidence (Z = −3.234; p < .001), but no significant differences between trial arms in the studies (d = .053, SE = .11; 95% confidence interval [CI] = [−.163, .269]), and little between-site variation (Q = 4.905; p = .428). We discuss these results in terms of an “observer effect” that influences both officers’ and citizens’ behavior and assess what we interpret as treatment diffusion between experimental and control conditions within the framework of “contagious accountability.”

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Section: Discussionmentioning

confidence: 99%

Section: Contagious Accountabilitymentioning

confidence: 99%

“Contagious Accountability”

Ariel

Sutherland

Henstock

et al. 2016

Criminal Justice and Behavior

135

View full text Add to dashboard Cite

show abstract

“…For researchers and policy-makers alike, these findings raise vital questions about police foundation accountability and governance. 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.…”

Section: Discussionmentioning

confidence: 99%

“…The emerging role of foundations, however, has not been a focus in police sponsorship literature. The issue of police foundations also intersects with debates about police governance and accountability (Mann, 2017; Stenning, 2009; Walsh and Conway, 2011), though police foundations have not garnered attention in this literature either. Below we discuss the role of police foundations in enabling police–corporate financing.…”

Section: Introductionmentioning

confidence: 99%

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

Walby

Lippert

Luscombe

2018

Criminology & Criminal Justice

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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.

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“…The most noteworthy change is the shift from more traditional policing approaches Á that are reactive and that are primarily focused on investigation and clearance rates Á towards responses that can involve other agencies performing a role to assist with crime prevention and control (Mazerolle and Ransley 2005). Whilst, more innovative crime prevention and control responses have become more popular in policing organisations worldwide, wholesale adoption of proactive crime response strategies as a standard operating policy is generally absent (Walsh and Conway 2011). The main exception is in the United Kingdom, where crime prevention is a central component of criminal justice policy and subsequently policing approaches must consider how partnership responses can be utilised on a routine basis (Gilling 2005).…”

Section: Introductionmentioning

confidence: 99%

Effective third-party policing partnerships or missed opportunities?

Webster

2013

Policing and Society

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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.

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Police governance and accountability: overview of current issues

Cited by 37 publications

References 114 publications

“Contagious Accountability”

“Contagious Accountability”

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

Effective third-party policing partnerships or missed opportunities?

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