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題名:警政治理成效評估-臺南經驗「咱ㄟ派出所」
作者:施源欽
校院名稱:中央警察大學
系所名稱:警察政策研究所
指導教授:章光明
學位類別:博士
出版日期:2012
主題關鍵詞:警政治理策略咱ㄟ派出所警政治理平臺成效評估Police Governance StrategiesOur Police StationPolice Governance PlatformEffectiveness Evaluation
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本研究以「警政治理策略」概念,融入新公共服務與新公共治理所強調的組織間關係、網絡關係、多元價值及信任與協力等概念,以SWOT分析掃瞄警政內外部環境優勢、劣勢、機會與威脅,運用社區問題導向警政等具有「系統化推動警民夥伴關係」與「問題導向組織策略」思維,積極並即時地回應社區需求,進而策定五項對應策略-「咱ㄟ派出所」。
成效評估採準實驗設計,以原臺南縣警察局為實驗單位,以一個分局(永康分局)做為實驗組;於原臺南市警察局評選出一個治安環境與實驗組近似的分局(第一分局)做為對照組。
評估結果發現:
一、客觀指標-治安績效是否變好方面:實驗組與對照組在實驗後(2009年﹑2010年)均呈現治安變好趨勢,惟實驗組變好幅度明顯較對照組為佳。
二、主觀指標-民眾是否提升滿意度方面:實驗組在實施後,民眾對治安滿及警察整體服務滿意度持續上升,表現明顯比對照組為佳;惟都在策略實施1年後才開始反應出來,說明政策確有「墮後效應」。民眾對犯罪的恐懼部分,則與社會整體治安情勢似較有關,對策略之投入則無法看出其直接關聯。
三、主觀指標-員警對治理策略之滿意度及認同感方面:五項警政策略獲得實驗組員警的普遍認同。其中以「動警騎」的認同差異最高,表示應該重新檢視、精進及修正該策略的內涵。
四、深度訪談發現:受訪者對於「咱ㄟ派出所」策略實施前後的差異感受,都能說明主、客觀指標調查結果;檢驗策略實施也都確能符合理論之論述。
研究結論:
一、政府、警察與社區資源共享,形成協力夥伴,共創三贏;二、「咱ㄟ派出所」成為警民溝通平臺;三、警政治理應融入公共治理概念;四、警政治理成效評估必須運用多元指標;五、政策會有墮後效應;六、員警的溝通與教育訓練關係警政策略執行成敗至鉅;七、特殊治安事件馬上反應在警察服務滿意度上;八、行政獎勵有助提升員警工作滿意度;九、策略推動與員警工作滿意度呈正相關;十、「咱ㄟ派出所」策略符合民眾對警察的期待;十一、「咱ㄟ派出所」五項警政策略獲得員警的普遍認同;十二、GIS治安決策系統及E化警勤區等資通科技警政為員警最認同之策略。
Centered on the concept of Policing Governance Strategy, by merging new public service and, as emphasized in new public governance, the organizational relationship, network relationship, pluralistic value, trust and collaboration, this research is to scan and analyze the internal and external strengths, weakness, opportunities, and threats of police system by means of SWOT technique. In addition, this study responds to local demands in a proactive and immediate way by utilizing theories with ideas like“Systematic Promotion of Partnership between the Police and the Public”and “Problem-Oriented Strategy of Organization”of community policing, to draw up 5 responding strategies in the name of “Our Police Station”. Quasi-Experimental Design is adopted to evaluate the effectiveness of these strategies. For the purpose of evaluation, since the original Tainan County Police Bureau was the research (experiment) site, its Yun-Kang Police Precinct was used as the experimental group, and, for the purpose of comparison, the First Precinct of the original Tainan City Police Bureau, with the similar size of population and police workforce compatible to the Yun-Kang Police Precinct, was selected as the comparison group.
Findings of this study include:
(A)As to the objective indicator- whether the public safety has been improved, both the experimental and controlled groups have made an upturn after the experiment, with a better performance found in experimental group;
(B)As to the subjective indicator-the public satisfaction toward the police and safety: The experimental group achieved better satisfaction in security and the police service among the public poll than that of the comparison group. Yet it is worth noting that the rise of satisfaction appeared roughly around one year after the implementation of the strategies, indicating the lag effect of the policy implementation. As for the public’s fear of crimes, no direct link to the implementation input of these strategies was found.
(C)As to the subjective indicator- whether the police officers recognize and have higher job satisfaction regarding the new strategies: All the 5 strategies received general recognition from the police officers of the experimental group. Among them , the “QR-code Policing” showed the highest recognizing disparity and variation. Further review, refinement, and promotion of the content of this strategy are consequently advised.
(D)Findings of the in-depth interview provided solid complementary explanation of: the disparities of experience about the “Our Police Station”before and after the implementation of strategies, and were able to explain the investigative results of both subjective and objective indicators. The implementation of strategies conformed to the theorized inference.
To sum up, this research brings up with conclusion as followed:
(A)The formation of collaborative partnership among government, police, and community, can not only shares resources, but also creates a win-win situation.
(B)“Our Police Station”is an effective communication platform between the police and the public.
(C)Police governance should combine with the concept of public governance.
(D)the evaluation of police governance should make use of multi-disciplined indicators.
(E)The lag effect is expected after the implementation of new policy.
(F)The communication and educational training of officers are critical to the results of any police strategies implementation.
(G)Any high-profile special crime/police incidents has immediately impact of public satisfaction towards police.
(H)The administrative reward is an incentive in enhancing police’s job satisfaction.
(I)There is a positive correlation between the new police strategies and officers’ job satisfaction.
(J)The strategies of “Our Police Station”are conformed with the public expectation.
(K)The 5 strategies of “Our Police Station”received general recognition among the officers.
(L)The application of telecommunication technology to police work, such as the “GIS decision-making system for police” and the “Electronic police-operation-district”, is the most recognized strategy among the police officers.
At last, five related suggestion, based on the research findings, for the development of police strategies and the effective policy evaluation, were proposed.
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