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Policing in Croatia: The Main Challenges on the Path to Democratic Policing

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Handbook on Policing in Central and Eastern Europe

Abstract

The Croatian police force is a national police force with 20,697 officers. The process of transition from a Communist to a democratic regime was exacerbated by the experience of war, since the role of the Croatian police, at the very time of its creation, was primarily defensive. Although the history of the Croatian police spans a relatively short time-frame, it shows a number of reforms directed toward the development of democratic principles and strengthening the rule of law. Some reform ideas have remained at the level of political rhetoric, but many have been implemented. There is no doubt that reforms will be an ongoing topic for discussion in the Croatian police force. Some phrases that have been repeatedly emphasized as the key objectives of these reforms—depoliticization, professionalism, transparency, integrity, and accountability, continue to represent constant challenges for the Croatian Police.

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Notes

  1. 1.

     Josip Jović was the first police officer victim of the war against Croatia.

  2. 2.

     Until intensive reform of its higher education system in line with European standards in 2003, Croatia had several different levels of higher education: level VI programmes were usually professionally oriented and lasted four to six semesters (college level) while level VII (university study programmes) lasted eight semesters.

  3. 3.

     Key people in the community are primarily the principals/directors of educational institutions, owners of business facilities (stores, restaurants, bars, etc.) and responsible persons in various institutions and organizations in the area for which the contact police officer is responsible.

  4. 4.

     “Confidential mailboxes” have been installed in visible places so that citizens can leave suggestions, complaints, or information important for police work, while remaining anonymous.

  5. 5.

     According to data of Ministry of Interior’s Department for Inspections (authorized for issuing the licences) there are 281 registered private security companies and 29,411 licenced security guards.

  6. 6.

     ILP—is a business model and managerial philosophy which, by using modern IT for data analysis and crime-intelligence work, enables objective decision-making, which contributes to a reduction in crime and other problems and disorders, along with prevention through the strategic management and effective implementation of strategies that target multiple and serious offenders. ILP is directed toward education on modern policing, through raising awareness about proactive policing and the fuller implementation of the Intelligence-Led Policing Concept.

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Author information

Authors and Affiliations

  1. Faculty of education and rehabilitation sciences, University of Zagreb, Zagreb, Croatia

    Irma Kovčo Vukadin

  2. Ministry of Interior, Republic of Croatia, Zagreb, Croatia

    Krunoslav Borovec

  3. University of Zagreb, Zagreb, Croatia

    Tajana Ljubin Golub

Authors
  1. Irma Kovčo Vukadin
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  2. Krunoslav Borovec
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  3. Tajana Ljubin Golub
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Corresponding author

Correspondence to Irma Kovčo Vukadin .

Editor information

Editors and Affiliations

  1. Faculty of Criminal Justice and Security, University of Maribor, Ulica Bratov Babnik 10, Ljubljana, 1000, Slovenia

    Gorazd Meško

  2. , College of Justice and Safety, Eastern Kentucky University, Lancaster Avenue 521, Richmond, 40475, USA

    Charles B. Fields

  3. , Faculty of Criminal Justice and Security, University of Maribor, Kotnikova 8, Ljubljana, 1000, Slovenia

    Branko Lobnikar

  4. , Faculty of Criminal Justice and Security, University of Maribor, Kotnikova 8, Ljubljana, 1000, Slovenia

    Andrej Sotlar

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Vukadin, I.K., Borovec, K., Golub, T.L. (2013). Policing in Croatia: The Main Challenges on the Path to Democratic Policing. In: Meško, G., Fields, C., Lobnikar, B., Sotlar, A. (eds) Handbook on Policing in Central and Eastern Europe. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-6720-5_4

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