police performance measurement

8/19/2019 Police Performance Measurement

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Introduction:

To every organization whether public or private measuring performancecontinuosly is a vital thing for the organization. To make any department or anorganization effective, accountable and efficient management of humanresources,measuring performance internally externally is of muchimportance.The outcome of the measurement or output are always like punishment, reward, award, transformation etc. are a continuous process(http\\www.irs.gov/pub/irs_ppd/p3560.pdf).Now a days performancemeasurement is at the heart of nearly every innovative management ororganizational development strately,specially in past two decades.It is notsurprising that it is now becoming a topic of policing (hover,1984).It is anessential component of zero-based budgeting and management byobjectives,reinventing government (Ousborne and gabler,19920,re-engineeringthe corporation (Hammer and Champy,1993),total quality management (Cohenand Brand,1993),benchmarking (Ammons,1996),balanced scorecards (Kaplanand Norton, and organizational learning. in spite of its popularity performancemeasurement is an inherent ambiguous term. It is used in various ways to referto the performance of individuals, products or services of a subunit, or projector an organization . Even the methods and data used to measure performance atthese different levels can vary significantly.

This report will discuss some options for measuring the performance of policeorganization. Moreover, it focuses on comparative performance measurement

which can be used over time and space. Comparative performance measurementcan be used to compare a single organizations performance at multiple points intime 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 itwill be tried to give some recommendations to add or edit some new strategies.


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Objectives

1. To know the importance of performance measurement.2. To identify the standards of measurement.3. To compare the standards of measurement.

4.

To understand the about the development of the measurement of police performance.

5. To recommend some strategies to make the police performancemeasurement more effective.

History and development of policing

English root

1. The tithing system and their role and functionBefore the 12th century in England justice was primarily a private matter basedon revenge and retribution (Critchely,1972). By the end of the 12 th century agroup protection begun to build up often reffered to tithing system. The mainobjective of this system was to choose 10 families or a tithing who becameagree to follow the rules and keep peace in their areas as well as bring lawviolators to justice. But in the larger areas the no was 100 families whichconstituted a shire similar to the modern American county. The shire was underthe direction of the shire reeve. The shire reeve received some assistant from theelected constable who organized able-bodied citizens into posses to chase and

apprehend offenders(Ibid).

2. The constable watch system

The following system developed in UK is constable watch system in 1285 andlast to 1700 because of its popularity. It was fully a community based protectionsystem. One man for every parish was to be selected as constable or chief peacekeeper to guard the

3. The bow street runners

It was first detective organization of the world. Policing got much more professionalism in this system. In 1748, Henry Fielding, a London magistratefounded a group of profession law enforcement agents. They spread outeverywhere and collected information such as top pf the tree, under your benchetc. it was said or believed that the bow street runners are everywhere.


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4. The London metropolitan police

Gradually policing was getting more and more formal and professionalism in1829 by Robert Peel with his principles of modern policing and the Brittishhome secretary who had prodded parliament to create the police force (Bohmand Halley, 2002). Modern policing begun to start from the principles of Robert peel.

Development of policing in India

The constitution of India provides that police is a state subject (article 355 ofconstitution of India). It is said or believed that the idea of policing or policeforce was existed physically in this area from very ancient times. There are

references to the existence of police system in epics namely Mahabharata andRamayana.

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 achief and his some assistance of the force called mahadandhikary anddandhikary.

There is also existence of community based guard system of policing in thelocality organized by the headman of the village.

The police in the Moghol rules were known as Fouzdar and Sipahi was was theofficial of the lowest rank of the police. But during the closing days of Mogholempire, the military exploits of the emperors put the police administration intooblivion and the rulers had to pay heavily for the neglect (sarker).

The British government in India retained the system of policing prevailing ineach province with modifications according to the regulation of 1816. theformation 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 developmentof police force in India. But all the laws or acts commonly carry the philosophyof ruler based policing system to compel the citizen to abide by the ascribedharsh rules to collect taxes.


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Traditional methods of police performance measurement

In this section a brief overview of comparative performance measurement in policing is provided. Discussing the role of performance measurement beginsfrom the early part of the twentieth century, with particular focus on the 1930s. Ithen skip ahead to the 1960s, 1970s, and beyond, assessing the level of progressthat has been made in the development and implementation of comparative performance measurement. Discussion will be finished by discussing briefly theinfluence of the community policing movement on police performancemeasurement.

Police organizations have been collecting data about their performance since the birth of modern policing in the mid-nineteenth century (Maguire anduchida,2000). Most of these efforts were primarily local, intended todemonstrate the inputs, activities, and outputs of individual police agencies. Theidea of comparative performance measurement began to take root in the earlytwentieth century, shortly after the birth of the International Association ofChiefs of Police (IACP) in 1894. In 1927, the IACP created a Committee onUniform Crime Records to develop a standardized system for collecting crimedata from police agencies throughout the nation. The Committee created thearchitecture for the Uniform Crime Reports (UCR) and in 1930, Congressauthorized the Attorney General to begin collecting UCR data, a task heassigned to the Federal Bureau of Investigation. During its first year, the UCR program collected data from 400 police agencies in 43 states. By 1998, it wasroutinely collecting data from more than 17,000 police departments in all 50

states (wellford,1986). As demonstrated later, the UCR has become the primaryfoundation for comparative performance measurement of police agencies in theUnited States.The 1930s saw several significant milestones in the history of police performance measurement. In 1930, Donald Stone, Director of Researchfor the International City Managers’ Association, proposed two measures of police effectiveness: “the number of cases cleared and the value of stolen property recovered(paeks,1971). Both proposed measures were later criticized,though in practice they continue to be used by both police and academics. In1935, Arthur Bellman, a protégé of August Vollmer, created an extensiveinstrument designed to measure the quality of police service (bellman,1935).

Containing 685 specific items, the instrument was designed to be completed byexpert police analysts asked to render a professional judgment on each item.

With its vast array of standards, Bellman’s scale looked curiously like anaccreditation checklist. Bellman’s approach to police performance measurementwas criticized on three primary grounds. First, it was based on “conformity tocurrent notions of good administrative practice” and, therefore, was poorlyequipped to accommodate innovations and improvements in policing (needle


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and galvin,1980) Second, echoing a theme to which we will return at the end ofthis article when we discuss “weighting,” Bellman’s rating system treated eachof the indicators equally. According to critics, the additive nature of Bellman’ssystem “resulted in mixing significant and petty issues indiscriminately(parrat,1937) Finally, Bellman’s approach focused exclusively on internal

measures relating to policies, practices, and equipment. It neglected completelythe processes, outputs, and outcomes of police agencies (needle andgalvin,1980)In 1938, responding to problems with Bellman’s system, SpencerParrat proposed an alternative performance measurement system involving theuse of citizen surveys to measure public confidence in the police. Parrat’srecommendation has been adopted in many jurisdictions throughout the nation,though there is little research to demonstrate how much time elapsed before theidea took root. Citizen surveys were a crucial component of the research done by the President’s Commission on Law Enforcement and the Administration ofJustice in the late 1960s in response to the disorder and civil unrest of that

rebellious period (president commission on law enforcement and administrationof justice,1967). The 1970s saw the blossoming of citizen surveys as a standardresearch tool for police researchers. By the late 1990s, nearly a third of policeagencies 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 suchsurveys are usually designed and administered locally. The Bureau of JusticeStatistics and the Community Oriented Policing Services Office recentlycompleted a study of victimization experiences and satisfaction with the policeamong 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, Steadmantoensend,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 MunicipalYearbook series(uchida and wellford,1986). The Municipal Yearbooks includedata 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 ofgovernment, 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 performanceof police organizations in the 1930s. Anecdotal evidence suggests that itcontinues to be used today in spite of two limitations. First, it is one of the onlydatabases on police performance that must be purchased; nearly all others areavailable for free in various archives. Second, a recent review of surveys of police organizations found that response rates in the ICMA surveys were amongthe lowest of all the surveys examined in the review (magure,2002). Lowresponse rates lead social scientists to wonder whether a sample is biased -


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whether those agencies represented in the ICMA databases are representative ofall police agencies, especially those that refused or otherwise failed to completethe ICMA surveys.In summary, the 1930s saw a mix of ambitious activities and proposals for measuring the performance of police agencies. A national system,the Uniform Crime Reports, was developed to collect “official” statistics on

crime and arrests. This was followed almost immediately by proposals abouthow the data ought to be used for comparative performance measures. TheICMA instituted its Municipal Yearbook series containing data that continues to be collected today. Bellman created an exhaustive list of performance standardscontaining mostly internal features and inputs. Parrat criticized Bellman’sapproach, recommending instead subjective indicators of public confidence andsatisfaction derived from surveys of citizens. As I will show throughout thisarticle, although many people now recognize the need for alternative performance measures, many of the issues that warranted discussion and debatein the 1930s are still with us today.Throughout the next three decades,

“traditional” measures of police agency performance became entrenched withinthe policing profession with little debate and little fanfare. Crime rates, arrestsand citations, clearances, and response times all played a key role in measuring police performance at multiple levels, from the individual police officer to theorganization as a whole. According to Geoff Alpert and Mark Moore, these“generally accepted accounting practices became enshrined as the key measuresto evaluate police performance (alpert moore,1993).During the 1960s, severalthemes converged to cast light upon these traditional performance measures.Passionate discontent about the military action in Vietnam, the civil rightsmovement, and other social forces led a generation of youth to rebel against the

conventions of mainstream society (barlow and barlow,2000). Since police arethe gatekeepers of mainstream society, much of the civil unrest of this period brought the police face-to-face with citizens expressing various forms of protest,from peaceful civil disobedience to violent rebellion and rioting (walker,1980).Police use of force and mistreatment of minority citizens became a prominenttheme during the 1960s. Research conducted during that period showed thatmany police officers held racist attitudes toward minorities. Several of the riotsthat engulfed American cities occurred in the aftermath of police actions such asshootings, traffic stops, or raids occurring in minority neighborhoods(walker,1980). The National Advisory Commission on Civil Disorders (1968)

found that “deep hostility between police and ghetto communities” was a primary determinant of the urban riots that it studied. The U.S. Supreme Court,under Chief Justice Earl Warren, began to scrutinize closely the activities of the police. In several “landmark” cases, the Court restricted the powers of the policeto conduct searches, obtain confessions, or prevent detainees from consultingwith an attorney. While civil libertarians praised this “due process revolution,”others complained loudly that these new rules interfered with the ability of the police to fight crime (cassel and fawels,1998). All of these factors combined to


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produce an epidemic crisis of legitimacy for the American police. From 1968 to1971, three national commissions recommended sweeping reforms intended toimprove the relationships between police and communities, reduce the levels ofracism, limit the use of force, and encourage lawful behavior by the police. Allof 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, poorrelationships with communities, problems with corruption or brutality, or anundeveloped capacity to deal with large-scale civil disturbances. Furthermore,numerous observers began to note that a substantial proportion of police work isunrelated to crime:“No longer can we group police noncriminally related publicservices 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 andquantity 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 andarresting offenders. If police are supposed to prevent crime and motor vehicleaccidents, solve community problems, reduce disorder, and build lastingcommunity relationships, then performance measures should reflect theirsuccess in producing these and other valuable outcomes (magure anduchida,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 severeflaws in existing traditional measures.

Types of policing

There are different forms of policing. The idea that police do not and cannotchange is myth. The history of policing indicates that they have changeddramatically over the years. Bayley argues that we should take the crime

prevention role of the police seriously. He believes the police, as traditionallyorganized ,cannot prevent crime effectively. But he does see the possibilities ofmore effective crime prevention if we choose to decentralize police departmentsand give more responsibility to neighborhood police officers. the executive atthe top of the organization would coordinate rather than command, as they do inthe traditional quasi-military style organization.Let’s consider some of the alternative possibilities for the police.


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Community policing

Community policing is a philosophy that promotes organizational strategies thatsupport 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 ininfluencing the philosophy, management and delivery of police services. Thecommunity is not simply viewed as a passive recipient of police services, but asan 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 ofcrime and other community issues.

Law enforcement agencies and law abiding citizens work together to prevent crime, arrest offenders, solve ongoing problems and improve theoverall quality of life.

Objective of community policing

Minimize the gap between the citizen and police. Raise public awareness

Keep the people away from committing crime

Build citizens’ trust on the police

Rehabilitate criminals and

Strengthen the rule of law and establish good governance.

The feature of community policing

Community policing is a modern concept of crime control. It is not a

program. It ensures community participation in policing

It is a type of proactive policing which operates through the community.

Police accountability is ensured to the community.

Citizens can categorize problems and play a role in the decision- making process of the police agenda.

It forms the basis of police public cooperation , recognizing that the

police are the public and the public are the police.


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In this system priorities are set on the basis of community needs.

It is solution oriented policing.

Strategies are adopted based on social norms, community needs, andexpectations.

It reduces fear of crime and improve quality of life.

Problem oriented policing

Problem-oriented policing is a departmentwide strategy aimed at solving persistent community problems. MacDonald notes that it differs from COP“through its focus on specific crime problems and achieving crime reduction

results rather than on the means of policing” (2002, 598). Police identify,analyze, and respond to the underlying circumstances that create incidents. Thetheory behind it is that underlying conditions create problems (Goldstein 1979).

Thus officers use the information gathered in their responses to incidents,together with information obtained from other sources, to get a clearer picture ofthe problem (Eck and Spelman 1987). The traditional conceptual model of problem solving, known as SARA, follows these four steps:

Scan

Identify problems and prioritize them incorporating community input. Analyze

Study information about offenders, victims, and crime locations.

RespondImplement strategies that address the chronic character of priority problems bythinking “outside the box” of traditional police enforcement tactics and usingnew resources that were developed by the city to support problem-solvingefforts. Assess Evaluate the effectiveness of the strategy through self-assessments to determinehow well the plan has been carried out and what good has been accomplished.

Role and function of problem oriented policing

Problem-oriented policing relies on the identification of problems by rank-and-file officers. Goldstein argued that one must tackle the causes of the problem.Eck and Spelman developed a twelve-step model of what problem-oriented policing agency should do:


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Focus on problems of concern to the public.

Zero in on effectiveness as the primary concern.

Be proactive.

Be committed to systematic inquiry as a first step in solving substantive problems.

Encourage the use of rigorous methods in making inquiries, Make full use of the data in police files and the experience of police

personnel.

Group like incidents together so that they can be addressed as a common problem.

Avoid using overly broad labels in grouping incidents so separate problems can be identified.

Encourage a broad and uninhibited search for solutions.

Acknowledge the limits of the criminal justice system as a response to problems.

Identify multiple interests in any one problem and weigh them whenanalyzing the value of different responses.

Be committed to taking some risks in responding to problems.

Zero tolerance policing

“zero-tolerance” or “broken windows” policing, which basically involvescracking down on minor offenses in the hope of reducing major crime as well.

New York City adopted a policy of zero tolerance policing in 1990s. thisapproach relatively concentrates on minor quality of life issues, such asurinating in public and “fare- beating”(jumping over the subway turnstiles toavoid paying the fare).

George kelling and catherinecoles argue that tough enforcemnt on minor crimesdirectly contributes to a significant reduction in serious crime.

For example, some fare beaters were found to be carring weapons in violation

of the law. The weapon were then seized and the person were arrested on moreserious gun charges. The crime rate in New York City began to fall dramaticallyin 1992, and by 1997 it was at the lowest level in 30 years.critics of zero tolerance policy argued that, it encourages police abuse ofcitizens. And infact, complaint against New York City police officers increasedin 1990s. From 1994 through 1996 the police department paid out over $70million for police misconduct. These allegation raise the question of whether it


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is possible to have tough law enforcement while at the same time respecting therights of citizens.

The feature of zero tolerance policing

The setting of clear organisational goals to reduce crime, disorder andfear.

The development of concrete plans for crime reduction.

Organisationaldecentralisation which pushed responsibility andaccountabilityto a local level.

A focus on quality of life issues as well as serious crime.

The targeting of crime hot spots and the use of problem-solving .

The introduction of regular Compstat performance meetings.

Branches of Bangladesh police

Bangladesh Police is headed by the Inspector General of Police (IGP). Underhis command, Bangladesh Police is divided into different branches.

The branches are-

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)

Range & District Police

Outside the Dhaka capital region and other metropolitan cities, police isorganised into Police Ranges, headed by a Deputy Inspector General ofPolice (DIG), who control several Police Districts. Now there are sevenPolice Ranges in seven administrative divisions and two Police Rangesfor railways and highways.

http://en.wikipedia.org/wiki/Inspector_General_of_Policehttp://en.wikipedia.org/wiki/Inspector_General_of_Police


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The Police District is the fulcrum of police activity and each PoliceDistrict is headed by a Superintendent of Police (SP).

The Police District is made up of one or more Circles, and is under thecommand of an Assistant Superintendent of Police (ASP) often referredto 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 variousBangladeshi laws, Sub-Inspector (and above) are the only officers whocan 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 responsiblefor emergencies and crowd control issues. They are generally activated only onorders from the Superintendent of Police, and higher-level authorities. The

armed constabulary do not usually come into contact with the general publicunless 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 quelloutbreaks of student or labor unrest, organized crime, and communal riots; tomaintain 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

Another two Police Ranges are:

Railway Range Highway Range

Metropolitan Police

In addition to the police ranges, major cities have police forces which follow thePolice Commissionerate System. The Chief of Metropolitan Police is the PoliceCommissioner. Raised in 1976, the Dhaka Metropolitan Police is charged with

http://en.wikipedia.org/wiki/Dhaka_Metropolitan_Police


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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:

Dhaka Metropolitan Police (DMP) Chittagong Metropolitan Police (CMP)

Khulna Metro Politan Police (KMP)

Rajshahi Metropolitan Police (RMP)

Sylhet Metropolitan Police (SMP)

Barisal Metropolitan police (BMP)

Function

Maintaining security and order in metropolitan cities.

Detective Branch (DB)

Detective Branch (DB) is the specialized branch of a police unit. It is highlycapable, sophisticated and technology based branch. Every metropolitan policeand district police has its own Detective Branch.

SWAT

SWAT (Special Weapons And Tactics) is an elite tactical unit of the DhakaMetropolitan Police which was established on February 28, 2009. The SWATunit operates under the Detective Branch of Dhaka Metropolitan Police. SWATunit has sophisticated weapons and equipment and they are trained at home andabroad.

Function

They are called in emergency need and in crisis management like terroristattack, hostage rescue etc.

Traffic Police

Traffic Police in the small towns come under the district police, but TrafficPolice in the cities come under the metropolitan police.

http://en.wikipedia.org/wiki/SWAThttp://en.wikipedia.org/wiki/Dhaka_Metropolitan_Policehttp://en.wikipedia.org/wiki/Dhaka_Metropolitan_Policehttp://en.wikipedia.org/wiki/SWAT_%28Bangladesh%29http://en.wikipedia.org/wiki/Dhaka_Metropolitan_Policehttp://en.wikipedia.org/wiki/SWAT_%28Bangladesh%29http://en.wikipedia.org/wiki/SWAT_%28Bangladesh%29http://en.wikipedia.org/wiki/SWAT_%28Bangladesh%29http://en.wikipedia.org/wiki/Dhaka_Metropolitan_Policehttp://en.wikipedia.org/wiki/Dhaka_Metropolitan_Policehttp://en.wikipedia.org/wiki/SWAT


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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.

Special Branch (SB)

The Special Branch or SB is the prime intelligence agency of Bangladesh, beingan important agency in the Bangladeshi intelligence community. The chief ofthe SB has the rank of Additional Inspector General (Addl IGP) (Grade - 1) whocomes from Bangladesh Police, and directly reports to the Prime Minister ofBangladesh. The agency has around 64 district based offices, called DistrictSpecial Branch (DSB) and also has offices in many Upazilla/Thana areas. Allthe members are recruited from the Bangladesh Police. The SB (Special

Branch) has twelve different wings through which it carries out the directives ofthe Government. This is the only intelligence outfit of Bangladesh which worksin all strategic, operational and tactical levels. The organization also has thecapability to work within and outside the country.

Function

The Special Branch was established to assist in maintaining National

security and also performs the functions of intelligence-gathering andcounter intelligence.

Immigration Police

The purpose of the Immigration Service, Bangladesh Police is to provideimmigration related service and security through the well managed entry andout 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 theBangladesh Police. It is the apex body of investigation of Bangladesh Police aswell as Bangladesh government. CID is headed by an Additional InspectorGeneral of Police who is a member of Bangladesh police. Like other branchesof police it has senior officers like Deputy Inspector Generals, AdditionalDeputy Inspector Generals, Superintendents, Additional Superintendents,

https://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Prime_Minister_of_Bangladeshhttps://en.wikipedia.org/wiki/Prime_Minister_of_Bangladeshhttp://en.wikipedia.org/wiki/Special_Branch_%28Bangladesh%29http://en.wikipedia.org/wiki/Counter_intelligencehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttp://en.wikipedia.org/wiki/Counter_intelligencehttp://en.wikipedia.org/wiki/Intelligence_%28information_gathering%29http://en.wikipedia.org/wiki/National_securityhttp://en.wikipedia.org/wiki/National_securityhttp://en.wikipedia.org/wiki/Special_Branch_%28Bangladesh%29https://en.wikipedia.org/wiki/Prime_Minister_of_Bangladeshhttps://en.wikipedia.org/wiki/Prime_Minister_of_Bangladeshhttps://en.wikipedia.org/wiki/Bangladesh_Police


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assistant Superintendents, Inspectors, Sub Inspectors and the constabulary.Officers attached to this wing generally add the prefix 'Special' before theirregular rank.

Function

Investigation of scheduled cases suggested by laws and cases instructedfrom courts is the basic function of CID.

CID also undertakes the investigation of specialized crimes that requiretechnical expertise.

Apart from investigation there are some special functions too, throughwhich 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 isChittagong each headed by a Superintendent of Railway Police (SRP).

Function

The Railway Police is responsible for law enforcement on the BangladeshRailways.

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 DeputyInspector General (Highway Police) Highway Police Range has two HighwayPolice wing, the Eastern Wing headquartered in Comilla and the Western Wingheadquartered 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 manpowershortage and adequate logistic support.

Function

Make the highways safer and

http://en.wikipedia.org/wiki/Comillahttp://en.wikipedia.org/wiki/Bograhttp://en.wikipedia.org/wiki/Highwayshttp://en.wikipedia.org/wiki/Traffichttp://en.wikipedia.org/wiki/Bograhttp://en.wikipedia.org/wiki/Comilla


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Ensure smooth traff ic management system.

Industrial Police

Industrial Police formally started its journey on 31 October, 2010. Totalstrength of this unit is 2990.

Industrial Police works at four zones-

Unit Location

Industrial Police-1

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 PoliceBureau of Investigation (PBI) was raised in 2013. It is spreaded all over thecountry 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 partsof Bangladesh. Of them one is female battalion. The Headquarters of this forceis located in Uttara, Dhaka inside APBn Complex. The head of this unit is anAdditional Inspector General (Addl IG).

http://en.wikipedia.org/wiki/Traffichttp://en.wikipedia.org/wiki/Traffichttp://en.wikipedia.org/wiki/Dhakahttp://en.wikipedia.org/wiki/Uttara_%28Dhaka%29http://en.wikipedia.org/wiki/Traffic


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Airport Armed Police (AAP)

A specialized unit of APBn, Airport Armed Police. The Airport Armed Police(AAP) is the specialized unit of Bangladesh Police responsible for lawenforcement in the Hazrat Shahjalal International Airport of Dhaka, the largest

and busiest airport of Bangladesh. The AAP is one of the battalion of the ArmedPolice Battalions (APBn) in Bangladesh. Currently 8th APBn is performingtheir duty in Shahjalal International Airport, Dhaka.

Airport Armed Police is empowered by “The Armed Police BattalionOrdinance, 1979.”

Function

Armed Police Battalion (APBn) is empowered to ensure internal security,arrest armed terrorist, recover arms & explosives, and any other

responsibility endowed upon by the Government as per Section 6 of theArmed Police Battalion Ordinance, 1979.

In order to perform its duty more effectively and efficiently within its jurisdiction, Airport Armed Police maintains good relation andcooperation with other stakeholders of the Airport including CivilAviation Authority, Customs, different intelligence units, airlineoperators and other similar organizations

Rapid Action Battalion (RAB)

Rapid Action Battalion or RAB is an elite anti-crime and anti-terrorism unit ofthe Bangladesh Police. It consists of members of the Bangladesh Police,Bangladesh Army, Bangladesh Navy, Bangladesh Air Force, Border GuardBangladesh and Bangladesh Ansar . It was formed on 26 March 2004, andcommenced operations on 14 April 2004.

Since its inception, the RAB has seized a total of 3,149 illegal arms and morethan 36,000 rounds of ammunition, and has made more than 500 arrests.

Function

Counter-Terr orism

RAB apprehended numerous terrorism suspects during the course of theirtenure.

Anti Drugs

http://en.wikipedia.org/wiki/Airport_Armed_Policehttp://en.wikipedia.org/wiki/Airport_Armed_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Dhakahttps://en.wikipedia.org/wiki/Dhakahttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Dhakahttps://en.wikipedia.org/wiki/Bangladeshhttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Armyhttps://en.wikipedia.org/wiki/Bangladesh_Navyhttps://en.wikipedia.org/wiki/Bangladesh_Air_Forcehttps://en.wikipedia.org/wiki/Ammunitionhttps://en.wikipedia.org/wiki/Ammunitionhttps://en.wikipedia.org/wiki/Ammunitionhttps://en.wikipedia.org/wiki/Bangladesh_Ansarhttps://en.wikipedia.org/wiki/Border_Guard_Bangladeshhttps://en.wikipedia.org/wiki/Border_Guard_Bangladeshhttps://en.wikipedia.org/wiki/Border_Guard_Bangladeshhttps://en.wikipedia.org/wiki/Bangladesh_Air_Forcehttps://en.wikipedia.org/wiki/Bangladesh_Navyhttps://en.wikipedia.org/wiki/Bangladesh_Armyhttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladesh_Policehttps://en.wikipedia.org/wiki/Bangladeshhttps://en.wikipedia.org/wiki/Dhakahttps://en.wikipedia.org/wiki/Hazrat_Shahjalal_International_Airporthttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Law_enforcement_agencyhttps://en.wikipedia.org/wiki/Bangladesh_Policehttp://en.wikipedia.org/wiki/Airport_Armed_Police


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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 andkidnappings.

National Common or annual needs

Many national needs are filled by RAB by providing extra duty during Eid-ul-Fitr , Puja, world Ijtema and Akheri Munazat, among other events. They alsocontri bute resources during elections, such as the Narayangonj City CorporationElection.

Tourist Police

Resulting from earnest desire of Sheikh Hasina the Honorable Prime Minister ofThe Government Republic of Bangladesh. Tourist police, a distinctly a new unithas been instituted in Bangladesh Police in 2009. It is planned to expand theTourist 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 Cox’s Bazar Sea Beach, a popular area with world’slongest 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 divisionare Chittagong, Hill tracts and Cox’s bazar. Dhaka, Sylhet and Kuakata comesunder Dhaka division. A division each again divided into three Zones. Eachdivision is placed under the serve of an Add. DIG. Where as a zone is under anAdd. 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 asa 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 officersacross the country this specialized wing name Police Internal Oversight (PIO)was set up in 2007. This Internal Oversight is headed by an Assistant InspectorGeneral (AIG) at the Police Headquarters and directly reports to the InspectorGeneral of Police (IGP). All the units of Bangladesh Police fall under the

surveillance of PIO. PIO agents are spread all over the country under directsupervision 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 thePIO unit located in Police Headquarters

Even from the remotest places, intelligence is being collected andreported on 24 hours a day, 7 days a week and 365 days a year basis.

Measure of Police Performance:

Performance measurement is a system or processes that collecting, analyzingand reporting information about individual, group, organization and others forevaluation. Police performance measurement is a process where collecting,evaluating, analyzing and reporting about police department for evaluating theiractivities.

Police performance measurement needs to account for a broader spectrum of thework that police do, not just that part of their work related to issuing citationsand arresting offenders. If police are supposed to prevent crime and motorvehicle accidents, solve community problems; reduce disorder and buildinglasting community relationships.

Police performance measurement should reflect their success in producing theseand other valuable outcome. In the other hand it’s also focused on failure side ofthe police department activities. From these measurements police departmentcan be find out which is better policy and which is bad.

Some Dimensions of Police Performance Measurement:

For the measuring of police performance have some standards from traditionalmeasures of police performance. Research in the 1960s and 1970s revealed notonly that police performance measures needed to be broader and more inclusive;it also point out severe flaws in existing traditional measures. Giving belowsome of criticisms that have been leveled at four traditional measures of police performance:


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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 PoliceDepartment 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 one’s perspective on the relative importance of crime rates asmeasures of police success, there are two primary problems with usingunadjusted crime rates as performance measures for police.

First, police are not only factor that influences crime rates. Crime is the productof a complex array of social, economic, and political forces. Researchdemonstrates clearly that police departments can have a substantial impact onsome 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 policedepartments 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 tosupplement “official” crime data with victimization surveys that indicate theextent 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 policeagencies in the country. The Federal Bureau of Investigation has been collectingarrest data from American police departments since 1930 as part of its UniformCrime 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 andhave historically paid close attention to citation productivity. Citations are oneof the basic outputs of police agencies, used much more numerously thanarrests. Of the estimated 19.3 million drivers who were pulled.

Police Departments traditionally maintain their own records on citations andhistorically paid close attention to citation productivity. Citations are one of the basic outputs of police agencies, used much more numerously arrests. Of theestimated 19.3 million drivers who were pulled over by police at least one timein 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 acourt data and released.

Arrests and Citation are output measures. They demonstrate the extent to whichorganizations in certain activities.

Clearances:

Like the arrest rate, the clearance rate, which is the proportion of reportedcrimes solved by the police, is another measure of police output that is collectedwidely and frequently by police agencies around the nation. Despite numerous

conceptual and technical problems with clearance rates, they are "the mostcommon measure of investigative effectiveness" used by police. Some criticshave argued that clearance rates are beset with measurement problems. Forexample, in his classic 1966 book, Justice without Trial,

Clearance rates can be very useful measures. As with arrest and citationmeasures, 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 hashistorically been to dispatch a sworn police officer, who responds quickly. Yet,research and experience have shown that not everybody who calls the policerequires, or even necessarily expects, a rapid response. Collectively, thesealternative responses have come to be known as "differential police response"(DPR) strategies.


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There are some challenges to response rates raise as comparative performancemeasures.First, community standards vary widely. Some communities demand a different police response than other.Second, communities differ in geography, topography, traffic patterns and

other features that make it difficult to compare response rates.Third, rapid response can sometimes be a less efficient, less effective responsestrategy than alternative approaches.

Different Dimensions of Police Performance Measurement:

In 1980, Michael O'Neill and his colleagues developed the Police ProgramPerformance Measurement system. It was a modular performance measurement

system "into which each locally based organization could plug its own goals andobjectives." As part of this exercise, the authors prepared a "model structure of police objectives" containing 5 dimensions.

O'Neill's 5 Dimensions

Crime prevention Crime control Conflict resolution

General service

Police administration

Within these five dimensions were 46 specific outcomes that wereoperationalized into 65 performance measures. This effort, like all of the others presented here, has not been institutionalized widely. It is now part of thehistorical record of police performance measurement.

Another system, devised by Harry Hattry and his colleagues at the Urban

Institute and ICMA contains five dimensions of police performance. This proposed system, like the one before it, has not yet led to a widespread,systematic suite of performance measures institutionalized across the nation.One important area for reflection among police executives is why suchmeasures get so much lip service but so little action.


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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 Schoolof Government. Their work appears in a book, entitled Recognizing Value inPolicing: The Challenge of Measuring Police Performance, published in 2002 by the Police Executive Research Forum. Moore's framework lays a solidintellectual 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 hasoutlined a spectrum of humanistic concerns that he terms "Policing for People."According to Mastrofski, traditional police performance measures ignore afundamental element of the relationship between police and communities: thenature of police- citizen encounters. He highlights six features of theseencounters that should be measured. Likeother variables we have discussed,these are characteristics of individual encounters and officers, butin theaggregate they can be used to characterize and compare police agencies overtime and place. One option is to think of these as full dimensions, but a morelikely 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 MarkMoore'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 importantcontribution that police make to the well-being of society.

Holding offenders accountable (clearance and conviction rates). Callingoffenders to account is desirable both because punishment can preventand deter offenders from committing future crimes and because metingout 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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crime. It is linked to victimization rates, but it is also influenced by otherfactors, including disorderly conditions.

Increasing safety and order in public spaces (e.g., reduce trafficaccidents, increase public use of parks). In today's anonymous cities, the police help ensure that strangers interact with each other according toexpectations in public spaces.

Using force sparingly and fairly (minimizes shootings, promote racialequality). In order to pursue goals of increasing public safety andcontrolling crime, society gives the police special powers that they in turnneed to use judiciously and equitably.

Using public funds efficiently and fairly (deploys officers fairly, keepcosts down). Society expects the police to operate economically and tocontrol costs in a responsible manner.

Enhancing "customer" satisfaction: The police provide many servicesto the public above and beyond crime fighting. Providing good service tocitizens increases police legitimacy.

Mastrofski's 6 Dimensions: "Policing for People"

Attentiveness Reliability Responsiveness Competence

Research has shown that current data on policing are insufficient for eithermeasuring performance or doing good comparative research on policeorganizations because they fail to capture the full range of work that police do.Whatever dimensions one chooses, they should reflect a full and realistic rangeof police functions and goals. It may be that some of these functions are moreimportant 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 recommendedan entirely new way of viewing police performance measurement. Thecommunity policing reform literature suggests important changes in the way wemeasure 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 clarifytheir 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 functionsshould play some role in the list of the goals of policing.

Standards or techniques used for police performance measurement in

other countries

India:

An idea about existing performance indicators for the police can be obtained bystudying the reports published by various state police regarding the work doneor proposed to be done by them. Some of these reports are in the form of annualreports which are sent to the government, while some others are in the nature offortnightly or monthly reports. The official websites of different state policeorganizations contain their mission statements, annual plans, or annual reviewswhich give some idea of their objectives and performance. The details of annualmedia briefing by the Chief of Police are sometimes available on the websiteswhich also indicate the priorities, programmers and achievements of the Police.

The Police Manuals of certain States mention the duties and responsibilities ofofficers posted at police station, sub-division and district levels, as also the parameters for which police stations or the district police are to be evaluated.Such documents were studied in respect of the following State Police for givingan idea about the existing schemes of performance evaluation of police invarious parts of the country:-

1- Delhi Police

2- Tamil Nadu Police3-

Karnataka Police4- Rajasthan Police5- Andhra Pradesh Police

Most of the reports mentioned partial increase or decrease in total crime orserious crime as also detection, arrest and prosecution rates. Conviction rates are


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also mentioned sometimes but in a general manner as these generally relate toincidents that happened two or more years ago.

The Delhi Police Annual Review 2008 gives prominence to its anti-terroristactivities, especially in the context of serial bomb blasts of 13 September, 2008. Neutralization, arrest and recovery figures are mentioned, as also the number ofmodules busted (84 out of a total of 230 in the country). The Eyes and Earsscheme (use of road side vendors etc. for giving information to the police onsuspicious persons, activities) is said to have helped contain the damage caused.Making of extensive security arrangement against terrorist attacks withcooperation of custodians of public places like cinema hall, malls, etc. is noted.The review gives specific details of working out of sensational cases of murder,robbery, burglary, recoveries.

The Review mentions the following programmes as having brought aboutfundamental changes in the functioning of the police at grass-roots level: a) Anti

Threat-by-Recovery-Agent Cell (against harassment of loan-repaymentdefaulters). b) Anti Obscene-Call Cell. c) Creation of new police stations, subdivisions and police districts based on identifying high crime- incidence areasthrough crime-mapping. d) Computerized accountability of manpower and itsutilization. Police performance in the maintenance of order is mentioned interms of successful arrangements for legislative assembly elections, credit beinggiven to enforcement of defacement (of public property) cases (1177 arrests),removal of hoardings / posters etc (15678), and 3 mobile parties (in place of 1)at each Police Station.

Delhi Police performance in the management of traffic is measured in terms ofchase, intercept and challan of traffic offenders, especially those who impactaccidents - thus increase (compared to 2007) in action against red light jumping(85%), minors driving (42%), improper parking (80%), dangerous driving(81%), drunken driving (102%) are mentioned, resulting in a decrease in totalaccidents (9%), total fatal accidents (4%) and number of persons killed (4%).

Delhi Police ensures accountability of its policemen through its vigilance branch. The Annual Review mentions the number of complaint received(18750), complaints against police (5787), and substantiated complaints against police (56). 12963 complaints are said to be against general public, but their

disposal is not given. Strategies of surprise visits to police stations, maintaininglists of personnel of doubtful integrity, helpline with flying squads for urgenthelp in case of harassment by police are noted. Punishments awarded to police personnel have been given in detail.


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2. The Policy Note for the year 2008-2009 of the Tamil Nadu Police (accessedfrom its official website ―tnpolice.gov.in‖ in February 2010) gives an accountof police performance under the heads law &order, crime trends, trafficaccidents and new initiatives. The introduction summarizes the achievements ofthe state police in following terms:-

(i) State was free from any major disturbance on the law & order front, allmajor 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 theforest foiled.

(iii) Smuggling activities and infiltration curtailed by preventive arrestthorough 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 ofalcohol put down.

Achievements in welfare scheme for police men and their family members havealso been given a detailed description, including holding of Grievances Day,Food Subsidy Scheme, relief from Police Benevolent Fund and from PoliceHealth Fund Scheme, insurance scheme for accidental death or permanentincapacitation or partial disability during the course of duties, ex-gratia

payments for injuries or death etc. A description of special units like SpecialTask Force, the Technical Services, the Intelligence Branch, various trainingschools, units relating to special crimes like economic offences have been givenand their accomplishment during the year have been noted in absolute figures.

In conclusion the Policy Note described the overall performance of the police asimpressive and reiterates its resolve to meet the new challenges and threats tosecurity and peaceful environment especially for benefiting the common man.

3. Police performance is also evaluated through inspections, and the format ofinspection prescribed in police manuals indicate the kind of indicators to beused for such evaluation. Manual I of the Karnataka Police under the head'Inspection' while giving details of the offices which are to be inspected, the periodicity of inspection and the rank of inspecting officers, doesn‘t give detailsof the parameters under which the performance of these offices and units are to be judged, and contains only general directions that the inspection should bedirected towards giving a proper direction and orientation and not just narrative


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criticism. The format for the inspection of Police Stations is related mostly toregistration and investigation of crime and surveillance of criminals. Visit andnight halt at factious villages have also been mentioned in connection withmaintenance of public order.

Similarly, Manual II of the Karnataka Police devoted to police station routinework is almost exclusively devoted to work relating to law enforcement andcrime control e.g. night beat constables are supposed to check on criminals oftheir beat, while day time beat constables are supposed to gather informationrelating to criminals, receivers of stolen property etc. They are also supposedto find out about political or other meeting and speeches etc. Under the headPreservation of Peace‘ the importance of collection of information about everydispute or movement which may lead to a breach of peace is emphasized.Precautionary measures prescribed include frequent patrolling and visits bysuperior officers, use of CrPC provisions u/s 107, 144, 145 as also regulatory provisions under Karnataka Police Act for regulating procession etc. Detailedinstructions are given in respect of procedure to be adopted for dispersal ofmobs 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 PoliceResearch Centre is also mentioned and the subjects covered by the Centre primarily include crime and its control and investigation. The Manuals do notmention the process of dealing with petitions and complaints (other than thoserelating 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 theoutstanding achievements and services rendered by the police have to bementioned. On the issue of public order the Manual prescribes brief reports onsocial and communal movements, agrarian movements, labour troubles,students‘ strikes and political movements. The narration of specific instancesare 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 beanalyzed under categories of IPC crime, nuisance cases, and offences underspecial and local laws. Serious crimes have been further analysed under headsmurder, dacoity, robbery, house breaking, and theft. Interestingly, a separatestatement prescribes details of numbers of persons (divided into men andwomen) arrested and convicted for drunkenness. Other categories of crime areoffences against State, public tranquillity, safety and justice. Figures formurders are to be classified according to motives (faction, family dispute,


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sexual matters, robbery, and other causes). Strangely, number of murderers whocommitted suicides is to be given, and compared with previous year‘s figures.Suicides are also to be classified accordingly to motive as also accordingly tomethods. 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 allthe offences including non cognizable offences and proceedings under theCrPC, although it is not clear what use this vast quantity of data would be putto. The basic use of data relating to crime is made to indicate the percentagedifference 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 thecases which were discharged or acquitted, or compounded are not to be takeninto 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 crimehas to be assessed on the basis of action taken for registration and surveillanceof bad character and action taken against them under Habitual Offenders Actand for security for good behaviour, and the enforcement activities in terms oflocal laws and special laws, execution of warrants, inspection of arms andshops, etc.

The Model Report also prescribes details of strength of the police force, itsattrition 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, becompassionate, use minimum force, reduce fear and be willing to change.However, the website doesn‘t document any performance appraisal except forgiving crime statistics, although it does mention that all its police stations haveobtained ISO 9001: 2000 certifications.

6. The Rajasthan Police has posted the following four priorities for the year2010 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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the priorities, inspections are to be focused on review of performance underthese priorities, and range IGs are to review the performance every two monthsand the DGP every quarter. The action plans for implementation of these priorities include, for first priority (Sensitive and Responsible Policing): freeregistration of cases, legal action against persons lodging false cases,

transparency in dealing with complainants especially those of weaker sections,regular police interaction at all levels (Police Station, Police Circle, DistrictLevel) to obtain cooperation of community liaison group and other non-governmental organisations, security arrangements at tourist places, training of police personnel for good behaviour, use of mass media to instruct the general public on precaution against terrorist acts, training of officers in investigatingtechniques, and rewards to members of public who cooperate with the police.For the second priority regarding organised criminals the action plans includeopposing bail on the ground of previous criminal record etc., and includinggangs taking illegal possession of land or building, indulging in food

adulterations and other such economic offences. Action plan for property relatedoffences include sensitization of public, record of habitual offenders and gangsand making the beat officers responsible for prevention of such crime. ForSmooth and Safe Traffic (the 4th and last priority) action plan includes use ofmass media for instruction of people in traffic rules, use of community liaisongroups and other NGOs, school & college authorities for instruction of schoolkids, identification of accident prone areas and putting up warning signs there,and enforcement against traffic violators.

In the Annual Report of Rajasthan Police for 2008, the maintenance of orderactivities of the police get priority over crime and investigation work. The

narration begins with communal incidents and instances of communal tension,giving figures of injured and arrested persons (separately for Hindu &Muslims), and ends by noting that the incidents were effectively controlled.

The Rajasthan Annual Report deals with crime and investigation in the usualmanner of comparative figures under different heads of crime, narration ofspecific good pieces of detection and arrests, enforcement activities againstillicit arms, explosives, liquor, narcotics, counterfeit notes, gambling and anti-dacoity operations.

Accountability of the Police is noted in terms of Human Rights Cell in theCrime Branch but only the numbers of complaints received and disposed of arenoted.

The periodic reports (fortnightly and monthly) in many States which arereceived from police stations and districts and a gist of which is sent periodically to the government are similarly full of crime and investigation data,its increase or decrease with respect to the previous period of the same year and


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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 duringPress Conference or in their Newsletters and Magazines. Good pieces ofdetection, arrest and recoveries are highlighted. On the other hand political parties, especially those in the opposition, and the media seldom fail to seize onany incident of crime to malign the government of the day with a cry ofworsening crime situation. Even with crime figures, an insignificant increase inthis or that category of crime is sufficient for it to be attributed to policeincompetence 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 ableto 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 theminds of the citizen has become disproportionately important, with the resultthat the efforts of the police departments as also the government are focused onthe incidents which are taken up by the media in a big way, to the neglect of theroutine 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 wellas the politicians, and consequently management of the media‘ has assumedgreat importance with police chiefs at all levels.

It would thus seem that existing records of performance measurement in variousState Police agencies in the country are created by the police departmentsthemselves, and understandably dwell on their achievements, initiatives, and programmes.

UK:

The British tradition of policing remained the dominant influence not only incountries like Australia, Canada, United States but also to some extent in

colonial countries except for an emphasis on maintaining law and order with anarmed constabulary and a militaristic structure, as in Ireland and India.

In the 60‘s the professionalization of police laid stress on such measures asresponse time to calls which led in turn to centralised control rooms withmotorized patrol in order to cover a wider area on a 24 hour basis, to replace thefoot- patrols in fixed beats. Patrol was thus transformed into fire brigadeservice. Crime and clearance rates, number of arrests and convictions, continued


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to be considered a fair evaluation of the crime fighting prowess of a force. Soon,however, two types of corruptions started coming to notice which made theabove criteria of police success suspect in the eye of the public. The first wascovering up of serious crimes, by minimizing the gravity of theoffence or not reporting the offence at all. The other misconduct was the use of

third degree to suspects to induce confessions, not only to the crimes actuallycommitted by them, but to some others also, in order to increase the clearancerates.

The need for the police to have support of the local community was increasinglyrealised not only for keeping peace, but also for controlling crime, and theconcept of community policing started taking root in a number of forces in theUK. The police role of crime-prevention, earlier measured in terms of visible patrol, police presence, and the neighbourhood police officer knowledgeableabout crime and criminals in his area, but which had deteriorated into specialistunits with low- status (compared to detectives) telling school children about protective measures, now started relying on the community and later, on multi-agency cooperation, to bring about community safety through programmesconceived and implemented at the local level. The measure of the success ofsuch programmes, however, continued to rely on a more refined version ofcrime- rates.

Between 1969 and 1974, the Home office tried to organise police expenditureinto a series of functional categories so that a relationship between cost and performance could be established, but in the absence of precise policingobjectives, or useful measures of police performance this effort was soon

abandoned. In the 80‘s however, the increasing expenditure on police raised thequestion of value for money, and the Home office circular 114/83 demanded toestablish precise objectives and priorities. However, without any indication of basic performance measures, forces took recourse to managerial instrumentslike activity analysis, workload analysis, public opinion surveys, andconstruction of a variety of matrices of statistics, none of which could besustained. Alternatively the Inspectorate of Constabulary was given the primary responsibility for developing Performance Indicators (PIs). Theoperational activities were patrol, crime, traffic, public order and communityrelations, on which functional statistics were to be developed into a matrix of

indicators:

While trying to develop indicators of non-crime work as well, most attentionwas given to improving upon simple clear- up rates as indices of investigative performance …………… the government‘s package of reforms aiming at amore ―businesslike‖ police force have restored to pre-eminence the numbersgame in its most simple-minded form with proposals to develop league tableswith crime, clear up rates, and response times as key variables‘ (Reiner in


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Issues in Performance Assessment in How to Recognise Good Policing, Ed. J PBrodeur.)

The Police and Criminal Evidence Act of 1984 obliged police forces to consultthe local people in matters concerning policing of the area, and the tripartitesystem of performance evaluation of a force by its Chief Constable, by the localPolice Authority, and by the Home Department came into existence andcontinues to this day.

In 1993, the Sheehy Enquiry into Police Responsibilities and Rewards hadrecommended that all police officers should be appointed on short-termcontracts and paid according to performance (PRP-performance related pay) butthe complicated nature of assessment of police work made all the policeassociations oppose it. The proposals in fact provoked threats of resignationeven from a number of Chief Constables.

In the event the government had to retreat. Instead, it introduced fixed-termcontracts only for the most senior ranks. However, performance tables for eachforce were published by the Audit Commission for the first time in 1995 whichshowed large variations in police performance between different forces.Moreover, not only was there an increase in crime rates, the detection rates hadfallen despite more personnel and increased resources. National PolicingObjectives were enunciated for the first time in 1994-95 by the Home Secretary,thus beginning a trend towards centralisation of policing. Concerns aboutexpenditure on policing, and the promotion of effective use of police resourcesand a regime of inspection devoted to crime, clearance, and conviction rates had

been in practice for some time in many modern nations as in India.However, in recent years, especially in the 1990‘s in the UK as part of a generaltrend towards managerialism in public sector, the police were required to publish objectives, and measure their performance against these objectives.

The British Crime Survey data were used since 1982 to assess police performance in terms of over-all level of crime (not just those reported to police) as also people‘s fear of it.

The Police Reform Act 2002 formally required an annual National Policy Planand 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, asalso their Basic Command Units, could be ranked according to their performance against the plans, and poor performing units identified andremedial action taken. By using comparative data it was also hoped to identify best practice in strategic as well as tactical policing, and disseminate themamongst all police forces. The statistics were collated and developed under a


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Police Performance Assessment Framework (PPAF), which gave place (in2008) to Assessment of Policing and Community Safety (APACS) to includethe indicators in following areas:-

Confidence and satisfaction

Tackling crime

Serious crime,

Organisational management

The indicators continued to be primarily concerned with quantitativeachievements and have been criticised as being increasingly complex andcentralized, and failing to interpret performance in the context of local, specialconditions including performance of other agencies of the criminal justicesystem and the government (Response of Association of Chief Police Officers

to APACS, 2008). The 2010 Conservative-Liberal Democrat Minister of JusticeKenneth Clarke said that as long as he could remember, the political debate onlaw and order has been reduced to a competition over whether a government hasspent more public money and locked up more people for longer than its predecessor.

With the election of the Conservative-Liberal Democratic CoalitionGovernment the police performance management in the UK has turned a fullcircle through the introduction of elected Police and Crime Commissioners ineach of the 42 police forces across England and Wales, to set priorities for them,and to hire and fire their Chief Constables. Unveiling the new policy, PrimeMinister David Cameron said: It is vital that police officers are forced to tacklethe crime and anti social behavior not tied down by bureaucracy and formfilling,‖ while Home Secretary Theresa May said: for too long people have beenfaced with crime levels that are too high and a police service that has been toofocused on Whitehall targets to really get to grips with what matters locally‖.Removing bureaucratic accountability and increasing democratic accountabilityis the new motto.

Standards used in measuring police performance in Bangladesh

ACR

ACR stands for Annual Confidential Report. This is an annual assessmentreport of subordinate staffs maintained by Human Resources Department of theconcerned institution. This is the basis on which annual rise in pay called


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'increment" is processed. This is an important document based on which promotions or if necessary stagnation orders are passed.

According to police regulation of Bengal , 1943:

Regulation-75. (a) Early in January the Superintendent shall submit to the

Deputy inspector-General a confidential report in B. P. Form No. I on eachAdditional, Assistant or Deputy Superintendent who has served under himduring all or part of the previous year.

(b) The Deputy Inspector-General shall forward to the inspector General, (i)these reports with his remarks; and (ii) a similar report on each officer who hasserved as a Superintendent under him during all or part of the previous year,after embodying in them the remarks made by the District Magistrate and theDivisional Commissioner under regulation 75A.

Regulation-76. (a) The Superintendent shall maintain. bound in a book ofconvenient size, confidential reports for each Inspector, Sergeant, Sub-Inspectorand officiating Sub-Inspector in B. P. Form No. 2.

(b) The head of each office shall similarly maintain confidential character rollsfor each clerk in B. P. Form No. 3.

(f) Confidential reports shall be kept by the Superintendent, and confidentialcharacter rolls by the Superintendent or the head of the office, under lock andkey, They may be called for and inspected

the Inspector-General, Deputy inspector-General, Divisional Commissioner orDistrict Magistrate. A Sub-divisional Police Officer shall he shown the books ofthe officers serving under him.

Regulation -79. (a) On the 1st February each year there shall be submitted tothe Inspector-General-

(e) The Deputy Inspector-General of the Range. shall forward all copiesreceived by him under clauses (a) (i) and (ii) and (d) to the Inspector-Generalwith his own remarks after taking notes of the remarks for record in his office.

Regulation -81. In order that an officer may be in a position to rectify hisshortcomings, unfavourable remarks recorded in his confidential reports orcharacter rolls or on other occasions should be communicated to him. Officersconsidering whether remarks should be communicated should observe thefollowing principles:


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(i) when a report is built up on the individual opinions of the differentdepartmental superiors in gradation, it is only the opinion as accepted by the highest authority which need be considered from the point ofview of communication;

(v) the manner and method of communication (e.g., whether the communicationshould be verbal or written and whether it should be made direct to the officerconcerned or through an intermediate authority or through his immediatesuperior) should be such as to secure the maximum benefit to the officer havingregard to his temperament, and this will be decided by the authority underwhose orders the remarks are communicated.

RECOMMENDATION:

Police performance can be measured with different ranges of BangladeshPolice

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 arrangecounseling

To give dignity for well performance

CONCLUSION:

Performance measurement is at the heart of nearly every innovationmanagement fad or organizational development development strategy. Fordevelopment of any organization needs to personnel performance measurementof those organization. Police department is a organization like others. So policedepartment 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 somestandard like as ACR and PIO.

police performance measurement

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