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dc.contributor.advisorLeyton-Brown, Ken
dc.contributor.authorColeman, Terence George
dc.date.accessioned2013-10-29T21:00:55Z
dc.date.available2013-10-29T21:00:55Z
dc.date.issued2012-06
dc.identifier.urihttp://hdl.handle.net/10294/3775
dc.descriptionA Thesis Submitted to the Faculty of Graduate Studies and Research In Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy in Police Studies, University of Regina, xi, 214 l.en_US
dc.description.abstractIn order to implement and sustain contemporary-policing, police organisations must operate strategically by focusing on the measurement and management of results (outcomes) and the efficiency of services and programs instead of focusing only on inputs, processes and outputs. Notwithstanding this, it is clear that many leaders of policing have not recognized the necessity to identify and align appropriate organisational performance indicators with an organisational strategy. The present study therefore sought to establish a model for the strategic measurement and management of police organisational performance that would a) embrace the Fundamental Principles of Contemporary-Policing such as consultation, collaboration and an outcome focus, and b) support the continuing transformation of policing to the contemporary (community) policing model. This was achieved by means of an online survey of policing stakeholders that included police personnel, elected municipal officials, members of police governance authorities and senior municipal and provincial public servants. The survey sought their opinions about what was critical to consider when assessing the performance of their local police. The result was the identification of seven Critical Strategic Success Factors (CSSFs): Legitimacy of the Local Police Agency; Leadership and Management of the Local Police Agency; Enforcement by the Local Police Agency; Community‟s Feeling of Safety; Crime and Social Disorder in the Community; Misconduct of Local Police Personnel; and Mutually Beneficial Police/Community Relationships. Together, these form a new model for the strategic measurement of police organisational performance (POPI). POPI has the potential to be the genesis of a new approach to the strategic leadership and management of police agencies and, thus, a foundation for a new approach to police accountability. In the Canadian context, POPI can be viewed as breaking new ground in the quest for a responsive strategic performance measurement and management model that meets accountability expectations of the public.en_US
dc.description.uriA Thesis Submitted to the Faculty of Graduate Studies and Research In Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy *, University of Regina. *, * p.en
dc.language.isoenen_US
dc.publisherFaculty of Graduate Studies and Research, University of Reginaen_US
dc.subject.lcshPolice--Canada--Evaluation
dc.subject.lcshPolice--Canada--Rating of
dc.subject.lcshPerformance standards--Canada
dc.subject.lcshOrganizational effectiveness--Canada
dc.titleA Model for Improving the Strategic Measurement and management of Policing: The Police Organisational Performance Index (POPI)en_US
dc.typeThesisen
dc.description.authorstatusStudenten
dc.description.peerreviewyesen
thesis.degree.nameDoctor of Philosophy (PhD)en_US
thesis.degree.levelDoctoralen
thesis.degree.disciplinePolice Studiesen_US
thesis.degree.grantorUniversity of Reginaen
thesis.degree.departmentDepartment of Justice Studiesen_US
dc.contributor.committeememberRasmussen, Ken
dc.contributor.committeememberPatenaude, Allen
dc.contributor.committeememberJones, Nicholas
dc.contributor.committeememberCharrier, Philip
dc.contributor.committeememberClarke, Curtis
dc.contributor.externalexaminerMurphy, Christopher
dc.identifier.tcnumberTC-SRU-3775
dc.identifier.thesisurlhttp://ourspace.uregina.ca/bitstream/handle/10294/3775/Coleman_Terence_197703880_PhD_PLST_Fall2012.pdf


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