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This report will discuss some options for measuring the performance of police
organization. Moreover, it focuses on comparative performance measurement
which can be used over time and space. Comparative performance measurement
can be used to compare a single organizations performance at multiple points in
time or of two or more organizations. In this report a brief review will be
provided on comparative performance measurement of policing and at the end it
will be tried to give some recommendations to add or edit some new strategies.
Objectives
1.
2.
3.
4.
The constitution of India provides that police is a state subject (article 355 of
constitution of India). It is said or believed that the idea of policing or police
force was existed physically in this area from very ancient times. There are
references to the existence of police system in epics namely Mahabharata and
Ramayana.
The ancient history of India further reveals that that there was a well organized
police force during the reigns of ancient Hindu rules (Rabitandhu). There was a
chief and his some assistance of the force called mahadandhikary and
dandhikary.
There is also existence of community based guard system of policing in the
locality organized by the headman of the village.
The police in the Moghol rules were known as Fouzdar and Sipahi was was the
official of the lowest rank of the police. But during the closing days of Moghol
empire, the military exploits of the emperors put the police administration into
oblivion and the rulers had to pay heavily for the neglect (sarker).
The British government in India retained the system of policing prevailing in
each province with modifications according to the regulation of 1816. the
formation of police force in this area is beset with enormous laws, acts,
ordinance and commissions.
The Indian police act,1861; police commission 1902, police regulation 1816,
law commission, 1935 etc. are some of the background behind the development
of police force in India. But all the laws or acts commonly carry the philosophy
of ruler based policing system to compel the citizen to abide by the ascribed
harsh rules to collect taxes.
and galvin,1980) Second, echoing a theme to which we will return at the end of
this article when we discuss weighting, Bellmans rating system treated each
of the indicators equally. According to critics, the additive nature of Bellmans
system resulted in mixing significant and petty issues indiscriminately
(parrat,1937) Finally, Bellmans approach focused exclusively on internal
measures relating to policies, practices, and equipment. It neglected completely
the processes, outputs, and outcomes of police agencies (needle and
galvin,1980)In 1938, responding to problems with Bellmans system, Spencer
Parrat proposed an alternative performance measurement system involving the
use of citizen surveys to measure public confidence in the police. Parrats
recommendation has been adopted in many jurisdictions throughout the nation,
though there is little research to demonstrate how much time elapsed before the
idea took root. Citizen surveys were a crucial component of the research done
by the Presidents Commission on Law Enforcement and the Administration of
Justice in the late 1960s in response to the disorder and civil unrest of that
rebellious period (president commission on law enforcement and administration
of justice,1967). The 1970s saw the blossoming of citizen surveys as a standard
research tool for police researchers. By the late 1990s, nearly a third of police
agencies reported having conducted citizen surveys within the past year.
Nonetheless, the proliferation of citizen surveys has done little to move the
policing field closer to the use of comparative performance measures since such
surveys are usually designed and administered locally. The Bureau of Justice
Statistics and the Community Oriented Policing Services Office recently
completed a study of victimization experiences and satisfaction with the police
among citizens in 12 cities. The results demonstrated important intercity
variation in citizen experiences and perspectives; results that are valuable for
police managers in these cities to know about (smith, Steadman
toensend,1986). Starting in 1939, the International City Managers Association
(now called the International City/County Management Association or ICMA)
began collecting data from police organizations as part of its Municipal
Yearbook series(uchida and wellford,1986). The Municipal Yearbooks include
data on a variety of city government features, with police data only one small
part of a much larger data collection effort that inquires about form of
government, salaries of local officials, personnel practices, technology,
economic development, and other related topics. It is unknown to what extent
this data collection series was used as a platform for comparing the performance
of police organizations in the 1930s. Anecdotal evidence suggests that it
continues to be used today in spite of two limitations. First, it is one of the only
databases on police performance that must be purchased; nearly all others are
available for free in various archives. Second, a recent review of surveys of
police organizations found that response rates in the ICMA surveys were among
the lowest of all the surveys examined in the review (magure,2002). Low
response rates lead social scientists to wonder whether a sample is biased 5
produce an epidemic crisis of legitimacy for the American police. From 1968 to
1971, three national commissions recommended sweeping reforms intended to
improve the relationships between police and communities, reduce the levels of
racism, limit the use of force, and encourage lawful behavior by the police. All
of these themes pointed rather forcefully to the need for alternative measures of
police performance.With these themes in mind, many critics pointed out that
police departments which excelled at controlling crime, generating arrests,
citations, and clearances, and responding quickly to calls-for-service might still
perform poorly in many other ways. They might have low morale, poor
relationships with communities, problems with corruption or brutality, or an
undeveloped capacity to deal with large-scale civil disturbances. Furthermore,
numerous observers began to note that a substantial proportion of police work is
unrelated to crime:No longer can we group police noncriminally related public
services into a miscellaneous category which composes 70 percent of recorded
police activities, but must refine our measurement of this group of activities and
develop performance measurements and criteria relating to the adequacy and
quantity of these services..(holfman,1971).Therefore, a comprehensive suite of
performance measures needs to account for a broader spectrum of the work that
police do, not just that part of their work related to issuing citations and
arresting offenders. If police are supposed to prevent crime and motor vehicle
accidents, solve community problems, reduce disorder, and build lasting
community relationships, then performance measures should reflect their
success in producing these and other valuable outcomes (magure and
uchida,2000)
Research in the 1960s and 1970s revealed not only that police performance
measures needed to be broader and more inclusive; it also pointed out severe
flaws in existing traditional measures.
Types of policing
There are different forms of policing. The idea that police do not and cannot
change is myth. The history of policing indicates that they have changed
dramatically over the years. Bayley argues that we should take the crime
prevention role of the police seriously. He believes the police, as traditionally
organized ,cannot prevent crime effectively. But he does see the possibilities of
more effective crime prevention if we choose to decentralize police departments
and give more responsibility to neighborhood police officers. the executive at
the top of the organization would coordinate rather than command, as they do in
the traditional quasi-military style organization.
Lets consider some of the alternative possibilities for the police.
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Community policing
Community policing is a philosophy that promotes organizational strategies that
support the systematic use of partnerships and problem-solving techniques to
proactively address the immediate conditions that give rise to public safety
issues such as crime, social disorder, and fear of crime.
Community policing is a multidimensional model that focuses on the values,
attitudes, and behavior of the organization, both internally and externally. It is a
philosophy that recognizes and accepts the active role of the community in
influencing the philosophy, management and delivery of police services. The
community is not simply viewed as a passive recipient of police services, but as
an active element in the decision making process which affects priorities,
allocations, and implementation of police services.
Community policing promotes Community, Government and police partnership
Proactive problem solving
Ensure community engagement to address the causes of crime, fear of
crime and other community issues.
Law enforcement agencies and law abiding citizens work together to
prevent crime, arrest offenders, solve ongoing problems and improve the
overall quality of life.
Objective of community policing
Scan
Identify problems and prioritize them incorporating community input.
Analyze
Study information about offenders, victims, and crime locations.
Respond
Implement strategies that address the chronic character of priority problems by
thinking outside the box of traditional police enforcement tactics and using
new resources that were developed by the city to support problem-solving
efforts.
Assess
Evaluate the effectiveness of the strategy through self-assessments to determine
how well the plan has been carried out and what good has been accomplished.
is possible to have tough law enforcement while at the same time respecting the
rights of citizens.
Range Police
Metropolitan Police
Special Branch (SB)
Criminal Investigation Department (CID)
Railway Police (GRP)
Highway Police
Industrial Police
Police Bureau of Investigation (PBI)
Special Security and Protection Battalion (SPBn)
Armed Police Battalion (APBn)
Rapid Action Battalion(RAB)
Outside the Dhaka capital region and other metropolitan cities, police is
organised into Police Ranges, headed by a Deputy Inspector General of
Police (DIG), who control several Police Districts. Now there are seven
Police Ranges in seven administrative divisions and two Police Ranges
for railways and highways.
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The Police District is the fulcrum of police activity and each Police
District is headed by a Superintendent of Police (SP).
The Police District is made up of one or more Circles, and is under the
command of an Assistant Superintendent of Police (ASP) often referred
to as the Circle ASP.
Under the Police Circles are the police stations, generally under the
control of an Inspector of Police, who is called Officer-in-Charge (OC).
Under him several Sub-Inspector of Police works. As per the various
Bangladeshi laws, Sub-Inspector (and above) are the only officers who
can file a charge sheet in the court.
Each Police Range maintains its own Range Reserve Force (RRF) and district
police also maintains its own Special Armed Force (SAF) which is responsible
for emergencies and crowd control issues. They are generally activated only on
orders from the Superintendent of Police, and higher-level authorities. The
armed constabulary do not usually come into contact with the general public
unless they are assigned to VIP duty or to maintain order during fairs, festivals,
athletic events, elections, and natural disasters. They may also be sent to quell
outbreaks of student or labor unrest, organized crime, and communal riots; to
maintain key guard posts; and to participate in anti-terrorist operations.
Name of the police ranges
Names of the Police Ranges in seven administrative divisions are:
Dhaka Range
Chittagong Range
Rjashahi Range
Sylhet Range
Barishal Range
Rangpur Range
maintaining security and order in the national capital and neighbouring areas.
Later five other metropolitan police were formed in other large cities.
Names of the Metropolitan Police are:
Function
Maintaining security and order in metropolitan cities.
Function
They are called in emergency need and in crisis management like terrorist
attack, hostage rescue etc.
Traffic Police
Traffic Police in the small towns come under the district police, but Traffic
Police in the cities come under the metropolitan police.
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Function
The Traffic Police are responsible for maintaining the smooth flow of
traffic and stopping offenders in the city or town.
Function
The Special Branch was established to assist in maintaining National
security and also performs the functions of intelligence-gathering and
counter intelligence.
Immigration Police
The purpose of the Immigration Service, Bangladesh Police is to provide
immigration related service and security through the well managed entry and
out of people to and from Bangladesh. The immigration service is also provided
by Special Branch of Bangladesh Police.
Criminal Investigation Department (CID)
The Criminal Investigation Department (CID) is a specialized wing of the
Bangladesh Police. It is the apex body of investigation of Bangladesh Police as
well as Bangladesh government. CID is headed by an Additional Inspector
General of Police who is a member of Bangladesh police. Like other branches
of police it has senior officers like Deputy Inspector Generals, Additional
Deputy Inspector Generals, Superintendents, Additional Superintendents,
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Function
Investigation of scheduled cases suggested by laws and cases instructed
from courts is the basic function of CID.
CID also undertakes the investigation of specialized crimes that require
technical expertise.
Apart from investigation there are some special functions too, through
which CID assists other organs of the Bangladesh government through
providing expert opinion in various cases.
Railway Police (GRP)
Railway Police Range has two Railway Districts, one is Syedpur and another is
Chittagong each headed by a Superintendent of Railway Police (SRP).
Function
The Railway Police is responsible for law enforcement on the Bangladesh
Railways.
They maintain discipline on platforms as well as travel inside trains to
keep passengers secure.
Railway accidents are also handled by them.
Highway Police
In the year 2005 Highway Police started its journey. Under the Deputy
Inspector General (Highway Police) Highway Police Range has two Highway
Police wing, the Eastern Wing headquartered in Comilla and the Western Wing
headquartered in Bogra each headed by a Superintendent of Police. The
presence of Highway Police is very unsatisfactory, and they failed to make the
highways safe and ensuring smooth traffic movement due to manpower
shortage and adequate logistic support.
Function
Make the highways safer and
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Industrial Police
Industrial Police formally started its journey on 31 October, 2010. Total
strength of this unit is 2990.
Industrial Police works at four zonesUnit
Industrial Police1
Location
Ashulia, Dhaka
Industrial Police 2
Gazipur
Industrial Police 3
Chittagong
Industrial Police 4
Narayangonj
Function
To keep the law and order in industrial areas,
To ensure the implementation of Labour Law, 2006,
Collection of intelligence and taking pro-active policing initiatives to
prevent unrest in the industrial area.
Police Bureau of Investigation (PBI)
To ensure the quality of police investigation and create specialization Police
Bureau of Investigation (PBI) was raised in 2013. It is spreaded all over the
country and will investigate all the important police cases. It is centrally headed
by a DIG and an Additional SP heads it in every district.
Armed Police Battalion (APBn)
There are eleven Armed Police Battalions in this force located at different parts
of Bangladesh. Of them one is female battalion. The Headquarters of this force
is located in Uttara, Dhaka inside APBn Complex. The head of this unit is an
Additional Inspector General (Addl IG).
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RAB has been involved in the control of illegal substances such as Yaba,
Phensidyle and Heroin.
Emergency Help
RAB provides immediate response for situations such as armed robbery and
kidnappings.
National Common or annual needs
Many national needs are filled by RAB by providing extra duty during Eid-ulFitr, Puja, world Ijtema and Akheri Munazat, among other events. They also
contribute resources during elections, such as the Narayangonj City Corporation
Election.
Tourist Police
Resulting from earnest desire of Sheikh Hasina the Honorable Prime Minister of
The Government Republic of Bangladesh. Tourist police, a distinctly a new unit
has been instituted in Bangladesh Police in 2009. It is planned to expand the
Tourist Police to other tourist spots very soon. It works under the District Police
Administration. Tourist Police was formed to protect local and foreign tourists,
starting the service in Coxs Bazar Sea Beach, a popular area with worlds
longest sandy beach.
The unit has two divisions, it headed by a DIG, as its Chief. Two divisions are
one in Chittagong and other in Dhaka. The area fall under Chittagong division
are Chittagong, Hill tracts and Coxs bazar. Dhaka, Sylhet and Kuakata comes
under Dhaka division. A division each again divided into three Zones. Each
division is placed under the serve of an Add. DIG. Where as a zone is under an
Add. SP. Beside this the unit has 4 SPs, 8 Add. SPs, 11 ASPs and 21 Inspectors.
The sanction strength of manpower of the unit 699 in total.
Function
The unit is tasked with the responsibilities of
Providing security to the tourist and
Protecting all the tourist spot of the country.
One of the foremost objectives is to improve the image of Bangladesh as
a country of peace loving people to the outside World, and
Help to develop the tourism industry to the fullness of each potentiality.
Police Internal Oversight (PIO)
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To monitor and to collect intelligence about the activities of the police officers
across the country this specialized wing name Police Internal Oversight (PIO)
was set up in 2007. This Internal Oversight is headed by an Assistant Inspector
General (AIG) at the Police Headquarters and directly reports to the Inspector
General of Police (IGP). All the units of Bangladesh Police fall under the
surveillance of PIO. PIO agents are spread all over the country under direct
supervision of the PIO unit located in Police Headquarters.
Function
All the units of Bangladesh Police fall under the surveillance of PIO.
PIO agents are spread all over the country under direct supervision of the
PIO unit located in Police Headquarters
Even from the remotest places, intelligence is being collected and
reported on 24 hours a day, 7 days a week and 365 days a year basis.
Crime Rates
Arrests and Citations
Clearances
Response Time
Crime Rates:
Majority persons of policing scholar argue that there is no single bottom line
in policing. Like other public agencies, police department have multiple,
perhaps even competing goals.William Bratton, Chief of the Los Angeles Police
Department and former Commissioner of the New York Police Department,
disagrees vehemently with this notion. Under his administration of the NYPD,
crime statistics became the departmental bottom line, the best indicator of how
police are doing, precinct by precinct and citywide.
Regardless of ones perspective on the relative importance of crime rates as
measures of police success, there are two primary problems with using
unadjusted crime rates as performance measures for police.
First, police are not only factor that influences crime rates. Crime is the product
of a complex array of social, economic, and political forces. Research
demonstrates clearly that police departments can have a substantial impact on
some types of crime. Some crimes, like open-air drug markets, are more visible,
more preventable, and more suppressible than others.
Second, reported crime rates often have as much to do with how local police
departments process the information they receive as they do with the "true"
level of crime. Crime rates derived from police data have been referred to as
"organizational outcomes."
Finally, not all crime is reported to the police, therefore it makes sense to
supplement official crime data with victimization surveys that indicate the
extent of unreported crime.
Arrest and Citation:
Arrest represents one of the most visible measures of police output.
Furthermore, it is one of the few output measures collected from most police
agencies in the country. The Federal Bureau of Investigation has been collecting
arrest data from American police departments since 1930 as part of its Uniform
Crime Reports program. Data are available for 29 general offense categories.
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Unlike arrests, there are no national data on citations issued by police agencies.
Police departments traditionally maintain their own records on citations and
have historically paid close attention to citation productivity. Citations are one
of the basic outputs of police agencies, used much more numerously than
arrests. Of the estimated 19.3 million drivers who were pulled.
Police Departments traditionally maintain their own records on citations and
historically paid close attention to citation productivity. Citations are one of the
basic outputs of police agencies, used much more numerously arrests. Of the
estimated 19.3 million drivers who were pulled over by police at least one time
in 1999, about 54% received a traffic citation about 26% received a warning,
and only 3% were arrested.
William Bratton, former Commissioner of the New York Police Department,
derided the use of Desk Appearance Tickets(D.A.T.s) a form of field citation
used in lieu of arrest, in which people accused of minor offenses were given a
court data and released.
Arrests and Citation are output measures. They demonstrate the extent to which
organizations in certain activities.
Clearances:
Like the arrest rate, the clearance rate, which is the proportion of reported
crimes solved by the police, is another measure of police output that is collected
widely and frequently by police agencies around the nation. Despite numerous
conceptual and technical problems with clearance rates, they are "the most
common measure of investigative effectiveness" used by police. Some critics
have argued that clearance rates are beset with measurement problems. For
example, in his classic 1966 book, Justice without Trial,
Clearance rates can be very useful measures. As with arrest and citation
measures, important concerns have been raised about the quality of the data,
particularly when they are used to compare different agencies. In a later section,
I will discuss some methods for ensuring data quality in clearance rate data.
Response Time:
The standard response to calls for service in most police departments has
historically been to dispatch a sworn police officer, who responds quickly. Yet,
research and experience have shown that not everybody who calls the police
requires, or even necessarily expects, a rapid response. Collectively, these
alternative responses have come to be known as "differential police response"
(DPR) strategies.
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O'Neill's 5 Dimensions
Crime prevention
Crime control
Conflict resolution
General service
Police administration
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Hatry's 5 Dimensions
Prevention of crime
Apprehension of offenders
Responsiveness of police
Feeling of security
Fairness, courtesy, helpfulness/cooperativeness, honesty
The most recent framework for measuring police performance was developed
by Professor Mark Moore and several colleagues at Harvard's Kennedy School
of Government. Their work appears in a book, entitled Recognizing Value in
Policing: The Challenge of Measuring Police Performance, published in 2002
by the Police Executive Research Forum. Moore's framework lays a solid
intellectual foundation for measuring seven dimensions of police performance.
One element of policing that often gets overlooked in performance
measurement is the nature of the policing process. Stephen Mastrofski has
outlined a spectrum of humanistic concerns that he terms "Policing for People."
According to Mastrofski, traditional police performance measures ignore a
fundamental element of the relationship between police and communities: the
nature of police- citizen encounters. He highlights six features of these
encounters that should be measured. Likeother variables we have discussed,
these are characteristics of individual encounters and officers, butin the
aggregate they can be used to characterize and compare police agencies over
time and place. One option is to think of these as full dimensions, but a more
likely solution is to think of them as sub dimensions of a single broader
dimension that focuses on the nature of the policing process (such as Mark
Moore's 7Ih dimension).
Moore's 7 Dimensions
Reducing crime and victimization. Although some experts (e.g.,
Bayley, 1994) have argued that crime is beyond the control of the police,
the consensus today is that reducing crime is the single most important
contribution that police make to the well-being of society.
Holding offenders accountable (clearance and conviction rates). Calling
offenders to account is desirable both because punishment can prevent
and deter offenders from committing future crimes and because meting
out justice goes a ways toward restoring equity.
Reducing fear and enhancing security (feel safe in home,
neighborhood). Fear of victimization is one of the principal costs of
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Attentiveness
Reliability
Responsiveness
Competence
Research has shown that current data on policing are insufficient for either
measuring performance or doing good comparative research on police
organizations because they fail to capture the full range of work that police do.
Whatever dimensions one chooses, they should reflect a full and realistic range
of police functions and goals. It may be that some of these functions are more
important than others; I take on that and other technical issues later.
Other Conception of Police Performance:
With the evolution of community policing, police reformers have recommended
an entirely new way of viewing police performance measurement. The
community policing reform literature suggests important changes in the way we
measure police performance.
First, police departments and communities are urged to engage in the
philosophical and conceptual work of identifying the goals that they expect the
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police to produce. This exercise will help the police in any community clarify
their mission and expand beyond the traditional performance measures.
Second, these goals need to provide an accurate reflection of the work that
police actually do. If police spend a large amount of time on traffic safety
functions, for instance, or maintaining community order, then those functions
should play some role in the list of the goals of policing.
12345-
Delhi Police
Tamil Nadu Police
Karnataka Police
Rajasthan Police
Andhra Pradesh Police
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2. The Policy Note for the year 2008-2009 of the Tamil Nadu Police (accessed
from its official website tnpolice.gov.in in February 2010) gives an account
of police performance under the heads law &order, crime trends, traffic
accidents and new initiatives. The introduction summarizes the achievements of
the state police in following terms:(i) State was free from any major disturbance on the law & order front, all
major occasions like festivals, anniversaries etc. were effectively handled
peacefully. Peace prevailed on the labour and agrarian front too.
(ii) Two successive attempts of Maoists in organising training camps in the
forest foiled.
(iii) Smuggling activities and infiltration curtailed by preventive arrest
thorough vigilance in coastal districts.
(iv) Crime rate of violent dacoities and thefts brought down.
(v) Detection rate in property crime above 85%; illicit distillation and sale of
alcohol put down.
Achievements in welfare scheme for police men and their family members have
also been given a detailed description, including holding of Grievances Day,
Food Subsidy Scheme, relief from Police Benevolent Fund and from Police
Health Fund Scheme, insurance scheme for accidental death or permanent
incapacitation or partial disability during the course of duties, ex-gratia
payments for injuries or death etc. A description of special units like Special
Task Force, the Technical Services, the Intelligence Branch, various training
schools, units relating to special crimes like economic offences have been given
and their accomplishment during the year have been noted in absolute figures.
In conclusion the Policy Note described the overall performance of the police as
impressive and reiterates its resolve to meet the new challenges and threats to
security and peaceful environment especially for benefiting the common man.
criticism. The format for the inspection of Police Stations is related mostly to
registration and investigation of crime and surveillance of criminals. Visit and
night halt at factious villages have also been mentioned in connection with
maintenance of public order.
Similarly, Manual II of the Karnataka Police devoted to police station routine
work is almost exclusively devoted to work relating to law enforcement and
crime control e.g. night beat constables are supposed to check on criminals of
their beat, while day time beat constables are supposed to gather information
relating to criminals, receivers of stolen property etc. They are also supposed
to find out about political or other meeting and speeches etc. Under the head
Preservation of Peace the importance of collection of information about every
dispute or movement which may lead to a breach of peace is emphasized.
Precautionary measures prescribed include frequent patrolling and visits by
superior officers, use of CrPC provisions u/s 107, 144, 145 as also regulatory
provisions under Karnataka Police Act for regulating procession etc. Detailed
instructions are given in respect of procedure to be adopted for dispersal of
mobs and use of firing against them for the purpose.
The Police Manual III of the Karnataka Police relates to various units of the
police department like CID, Police wireless, railway police etc. A Police
Research Centre is also mentioned and the subjects covered by the Centre
primarily include crime and its control and investigation. The Manuals do not
mention the process of dealing with petitions and complaints (other than those
relating to cognizable offences). The work relating to response to calls received
by control rooms are also absent from the Manuals.
4. The Andhra Pradesh Police Manual prescribes a Model Annual Report which
begins with the general condition of the year from various points of view,
including the economic, and its effects on the incidents of crime, police work,
and the trend of crime in general. A narration of important events, and the
outstanding achievements and services rendered by the police have to be
mentioned. On the issue of public order the Manual prescribes brief reports on
social and communal movements, agrarian movements, labour troubles,
students strikes and political movements. The narration of specific instances
are to dwell on causes, whether they were against the established social order,
how they were settled including action taken by the police. Crime is to be
analyzed under categories of IPC crime, nuisance cases, and offences under
special and local laws. Serious crimes have been further analysed under heads
murder, dacoity, robbery, house breaking, and theft. Interestingly, a separate
statement prescribes details of numbers of persons (divided into men and
women) arrested and convicted for drunkenness. Other categories of crime are
offences against State, public tranquillity, safety and justice. Figures for
murders are to be classified according to motives (faction, family dispute,
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sexual matters, robbery, and other causes). Strangely, number of murderers who
committed suicides is to be given, and compared with previous years figures.
Suicides are also to be classified accordingly to motive as also accordingly to
methods. Infanticide figures are also required. Reasons for various crimes are to
be elicited from the incidents. The Appendices to be enclosed with the Report
contain all the information about registration, investigation and prevention of all
the offences including non cognizable offences and proceedings under the
CrPC, although it is not clear what use this vast quantity of data would be put
to. The basic use of data relating to crime is made to indicate the percentage
difference from the last year.
Part III of the Model Annual Report deals with detection and prevention. The
percentage of detection is to be calculated on the basis of conviction and the
cases which were discharged or acquitted, or compounded are not to be taken
into account or those cases which are still pending trial. Recovery of stolen
property is also to be used as an indicator of detection. The prevention of crime
has to be assessed on the basis of action taken for registration and surveillance
of bad character and action taken against them under Habitual Offenders Act
and for security for good behaviour, and the enforcement activities in terms of
local laws and special laws, execution of warrants, inspection of arms and
shops, etc.
The Model Report also prescribes details of strength of the police force, its
attrition due to retirement, dismissal etc., absentee rate, departmental
punishments and appeals, and rewards.
5. The Chandigarh Police website enumerates its objectives as follows: to
prevent crime, catch offenders, keep the peace, protect the people, be
compassionate, use minimum force, reduce fear and be willing to change.
However, the website doesnt document any performance appraisal except for
giving crime statistics, although it does mention that all its police stations have
obtained ISO 9001: 2000 certifications.
6. The Rajasthan Police has posted the following four priorities for the year
2010 on its website:
(i) Sensitive and responsible policing,
(ii) Documentation of organised criminals,
(iii) Prevention of crime against property,
(iv) Smooth and Safe traffic.
These priorities are to be prominently displayed at all police places. A cell is to
be set up in each district police office under an Addl. SP for implementation of
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same period of the previous year, and a simple narration of law and order
problems, important crimes and important good police work during the period.
In Uttar Pradesh and Uttarakhand the reports are being submitted fortnightly,
and are called Fortnightly Crime Reports (FCRs).
It is also instructive to study the performance criteria which are being used by
police officers themselves to show case their performance for example during
Press Conference or in their Newsletters and Magazines. Good pieces of
detection, arrest and recoveries are highlighted. On the other hand political
parties, especially those in the opposition, and the media seldom fail to seize on
any incident of crime to malign the government of the day with a cry of
worsening crime situation. Even with crime figures, an insignificant increase in
this or that category of crime is sufficient for it to be attributed to police
incompetence and failure of governance in general. It is taken for granted that
police should be able to prevent all crimes and if they do occur it should be able
to detect the offenders immediately, obtain sufficient evidence against them,
and get them convicted.
The role of the media in creating the idea of a good police performance in the
minds of the citizen has become disproportionately important, with the result
that the efforts of the police departments as also the government are focused on
the incidents which are taken up by the media in a big way, to the neglect of the
routine but no less important tasks. In fact media seems to have become the real
performance indicator for the police in the minds of the general public as well
as the politicians, and consequently management of the media has assumed
great importance with police chiefs at all levels.
It would thus seem that existing records of performance measurement in various
State Police agencies in the country are created by the police departments
themselves, and understandably dwell on their achievements, initiatives, and
programmes.
UK:
The British tradition of policing remained the dominant influence not only in
countries like Australia, Canada, United States but also to some extent in
colonial countries except for an emphasis on maintaining law and order with an
armed constabulary and a militaristic structure, as in Ireland and India.
In the 60s the professionalization of police laid stress on such measures as
response time to calls which led in turn to centralised control rooms with
motorized patrol in order to cover a wider area on a 24 hour basis, to replace the
foot- patrols in fixed beats. Patrol was thus transformed into fire brigade
service. Crime and clearance rates, number of arrests and convictions, continued
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The Police Reform Act 2002 formally required an annual National Policy Plan
and Objectives, to be issued by the Home Secretary, and the performance of
police was to be judged against the plan and the objectives. Police forces, as
also their Basic Command Units, could be ranked according to their
performance against the plans, and poor performing units identified and
remedial action taken. By using comparative data it was also hoped to identify
best practice in strategic as well as tactical policing, and disseminate them
amongst all police forces. The statistics were collated and developed under a
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(i)
(v) the manner and method of communication (e.g., whether the communication
should be verbal or written and whether it should be made direct to the officer
concerned or through an intermediate authority or through his immediate
superior) should be such as to secure the maximum benefit to the officer having
regard to his temperament, and this will be decided by the authority under
whose orders the remarks are communicated.
RECOMMENDATION:
Police performance can be measured with different ranges of Bangladesh
Police
Media can also play a vital role to measure of police performance
Strong inspection of police department
To take monthly report from police department activities
To giving inspiration for well performance of police to arrange
counseling
To give dignity for well performance
CONCLUSION:
Performance measurement is at the heart of nearly every innovation
management fad or organizational development development strategy. For
development of any organization needs to personnel performance measurement
of those organization. Police department is a organization like others. So police
department need to measuring their personnel performance. Measurement of
police department activities has some standards that using measure of police
performance. Police performance can be measured by different dimension.
Different countries have different standard. Bangladesh police have some
standard like as ACR and PIO.
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