Blurring Boundaries: The Integration of NGOs into Governance in Kenya

This article examines the impact of the proliferation of nongovernmental organizations (NGOs) on governance in Kenya. Looking specifically at service provision, it analyzes how the growth of NGOs has begun to change the way decisions are made and policy is formulated. In so doing, the article explores shifting NGO–government relations over time. The governance of service provision has become a complex, intertwined affair in which NGOs sit on national policymaking committees, government integrates NGO plans and budgets into national policy, and government actors learn from and copy NGOs' participatory, accountable approach. Through (1) the integration of former NGO leaders in government, (2) increasing the variety of voices heard in government decision making, (3) lobbying by NGOs, and (4) mimicry of NGOs by government, governance of Kenyan service provision has begun to become more democratic. Through such changes, developing countries are witnessing a blurring of the line between public and private.     

Videotaped Confessions: Panacea or Pandora's Box?

Videotape is becoming an increasingly common means of recording and presenting confessions that are obtained during custodial interrogations. Many scientific, legal, and political experts view this procedural advance as a solution to the growing problem of some innocent people being induced to incriminate themselves when confronted by standard police interrogation tactics. We review a program of research that indicates, however, that the indiscriminate application of videotaping to solve the problem of coerced or false confessions slipping through the system could ironically exacerbate the situation.     

STRATEGY,STRUCTURE AND PROCESS IN THE PUBLIC SECTOR: A TEST OF THE MILES AND SNOW MODEL

We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.     

THE NARROWING GENDER GAP IN ARRESTS: ASSESSING COMPETING EXPLANATIONS USING SELF‐REPORT,TRAFFIC FATALITY,AND OFFICIAL DATA ON DRUNK DRIVING, 1980–2004*

We evaluate two alternative explanations for the converging gender gap in arrest—changes in women's behavior versus changes in mechanisms of social control. Using the offense of drunk driving and three methodologically diverse data sets, we explore trends in the DUI gender gap. We probe for change across various age groups and across measures tapping DUI prevalence and chronicity. Augmented Dickey‐Fuller time‐series techniques are used to assess changes in the gender gap and levels of drunk driving from 1980 to 2004. Analyses show women of all ages making arrest gains on men—a converging gender gap. In contrast, self‐report and traffic data indicate little or no systematic change in the DUI gender gap. Findings support the conclusion that mechanisms of social control have shifted to target female offending patterns disproportionately. Little support exists for the contention that increased strain and liberalized gender roles have altered the gender gap or female drunk‐driving patterns.     

THE PHILADELPHIA FOOT PATROL EXPERIMENT: A RANDOMIZED CONTROLLED TRIAL OF POLICE PATROL EFFECTIVENESS IN VIOLENT CRIME HOTSPOTS*

Originating with the Newark, NJ, foot patrol experiment, research has found police foot patrols improve community perception of the police and reduce fear of crime, but they are generally unable to reduce the incidence of crime. Previous tests of foot patrol have, however, suffered from statistical and measurement issues and have not fully explored the potential dynamics of deterrence within microspatial settings. In this article, we report on the efforts of more than 200 foot patrol officers during the summer of 2009 in Philadelphia. Geographic information systems (GIS) analysis was the basis for a randomized controlled trial of police effectiveness across 60 violent crime hotspots. The results identified a significant reduction in the level of treatment area violent crime after 12 weeks. A linear regression model with separate slopes fitted for treatment and control groups clarified the relationship even more. Even after accounting for natural regression to the mean, target areas in the top 40 percent on pretreatment violent crime counts had significantly less violent crime during the operational period. Target areas outperformed the control sites by 23 percent, resulting in a total net effect (once displacement was considered) of 53 violent crimes prevented. The results suggest that targeted foot patrols in violent crime hotspots can significantly reduce violent crime levels as long as a threshold level of violence exists initially. The findings contribute to a growing body of evidence on the contribution of hotspots and place‐based policing to the reduction of crime, and especially violent crime, which is a significant public health threat in the United States. We suggest that intensive foot patrol efforts in violent hotspots may achieve deterrence at a microspatial level, primarily by increasing the certainty of disruption, apprehension, and arrest. The theoretical and practical implications for violence reduction are discussed.