This paper contextualizes the political/economic environment in which Toronto attempted to implement community‐based policing. The analysis examines two specific restructuring projects, the Robbery Reduction Initiative and Central Field Command’s implementation of Crime Management. These projects reveal the service’s use of community policing as both a vehicle for and philosophy by which to underpin structural and operational reform. Moreover, they are clear examples of the manner in which reform initiatives, and particularly the imperative to implement community policing, were woven together in an effort to operationalize an effective policing model.
Clarke, C. (2003), "Hands firmly on the steering wheel: restructuring Metro Toronto Police Service", Policing: An International Journal, Vol. 26 No. 3, pp. 473-489. https://doi.org/10.1108/13639510310489502Download as .RIS
MCB UP Ltd
Copyright © 2003, MCB UP Limited