Introduction:

To every organization whether public or private measuring performance

continuosly is a vital thing for the organization. To make any department or an
organization effective, accountable and efficient management of human
resources,measuring performance internally externally is of much
importance.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
performance
measurement is at the heart of nearly every innovative management or
organizational development strately,specially in past two decades.It is not
surprising that it is now becoming a topic of policing (hover,1984).It is an
essential component of zero-based budgeting and management by
objectives,reinventing government (Ousborne and gabler,19920,re-engineering
the corporation (Hammer and Champy,1993),total quality management (Cohen
and Brand,1993),benchmarking (Ammons,1996),balanced scorecards (Kaplan
and Norton, and organizational learning. in spite of its popularity performance
measurement is an inherent ambiguous term. It is used in various ways to refer
to the performance of individuals, products or services of a subunit, or project
or an organization . Even the methods and data used to measure performance at
these different levels can vary significantly.

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.

To know the importance of performance measurement.

To identify the standards of measurement.
To compare the standards of measurement.
To understand the about the development of the measurement of police
performance.
5. To recommend some strategies to make the police performance
measurement more effective.
History and development of policing
English root
1. The tithing system and their role and function
Before the 12th century in England justice was primarily a private matter based
on revenge and retribution (Critchely,1972). By the end of the 12th century a
group protection begun to build up often reffered to tithing system. The main
objective of this system was to choose 10 families or a tithing who became
agree to follow the rules and keep peace in their areas as well as bring law
violators to justice. But in the larger areas the no was 100 families which
constituted a shire similar to the modern American county. The shire was under
the direction of the shire reeve. The shire reeve received some assistant from the
elected 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 and
last to 1700 because of its popularity. It was fully a community based protection
system. One man for every parish was to be selected as constable or chief peace
keeper 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 magistrate
founded a group of profession law enforcement agents. They spread out
everywhere and collected information such as top pf the tree, under your bench
etc. it was said or believed that the bow street runners are everywhere.
2

4. The London metropolitan police

Gradually policing was getting more and more formal and professionalism in
1829 by Robert Peel with his principles of modern policing and the Brittish
home secretary who had prodded parliament to create the police force (Bohm
and 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 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.

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 begins
from the early part of the twentieth century, with particular focus on the 1930s. I
then skip ahead to the 1960s, 1970s, and beyond, assessing the level of progress
that has been made in the development and implementation of comparative
performance measurement. Discussion will be finished by discussing briefly the
influence of the community policing movement on police performance
measurement.
Police organizations have been collecting data about their performance since the
birth of modern policing in the mid-nineteenth century (Maguire and
uchida,2000). Most of these efforts were primarily local, intended to
demonstrate the inputs, activities, and outputs of individual police agencies. The
idea of comparative performance measurement began to take root in the early
twentieth century, shortly after the birth of the International Association of
Chiefs of Police (IACP) in 1894. In 1927, the IACP created a Committee on
Uniform Crime Records to develop a standardized system for collecting crime
data from police agencies throughout the nation. The Committee created the
architecture for the Uniform Crime Reports (UCR) and in 1930, Congress
authorized the Attorney General to begin collecting UCR data, a task he
assigned 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 was
routinely collecting data from more than 17,000 police departments in all 50
states (wellford,1986). As demonstrated later, the UCR has become the primary
foundation for comparative performance measurement of police agencies in the
United States.The 1930s saw several significant milestones in the history of
police performance measurement. In 1930, Donald Stone, Director of Research
for 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. In
1935, Arthur Bellman, a protg of August Vollmer, created an extensive
instrument designed to measure the quality of police service (bellman,1935).
Containing 685 specific items, the instrument was designed to be completed by
expert police analysts asked to render a professional judgment on each item.
With its vast array of standards, Bellmans scale looked curiously like an
accreditation checklist. Bellmans approach to police performance measurement
was criticized on three primary grounds. First, it was based on conformity to
current notions of good administrative practice and, therefore, was poorly
equipped to accommodate innovations and improvements in policing (needle
4

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

whether those agencies represented in the ICMA databases are representative of

all police agencies, especially those that refused or otherwise failed to complete
the 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 about
how the data ought to be used for comparative performance measures. The
ICMA instituted its Municipal Yearbook series containing data that continues to
be collected today. Bellman created an exhaustive list of performance standards
containing mostly internal features and inputs. Parrat criticized Bellmans
approach, recommending instead subjective indicators of public confidence and
satisfaction derived from surveys of citizens. As I will show throughout this
article, although many people now recognize the need for alternative
performance measures, many of the issues that warranted discussion and debate
in the 1930s are still with us today.Throughout the next three decades,
traditional measures of police agency performance became entrenched within
the policing profession with little debate and little fanfare. Crime rates, arrests
and citations, clearances, and response times all played a key role in measuring
police performance at multiple levels, from the individual police officer to the
organization as a whole. According to Geoff Alpert and Mark Moore, these
generally accepted accounting practices became enshrined as the key measures
to evaluate police performance (alpert moore,1993).During the 1960s, several
themes converged to cast light upon these traditional performance measures.
Passionate discontent about the military action in Vietnam, the civil rights
movement, and other social forces led a generation of youth to rebel against the
conventions of mainstream society (barlow and barlow,2000). Since police are
the 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 prominent
theme during the 1960s. Research conducted during that period showed that
many police officers held racist attitudes toward minorities. Several of the riots
that engulfed American cities occurred in the aftermath of police actions such as
shootings, 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 police
to conduct searches, obtain confessions, or prevent detainees from consulting
with 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
6

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.
7

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

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.
8

 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, and
expectations.
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. The
theory 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 of
the 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.
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.

Role and function of problem oriented policing

Problem-oriented policing relies on the identification of problems by rank-andfile 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:

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 when
analyzing 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 involves
cracking 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. this
approach relatively concentrates on minor quality of life issues, such as
urinating in public and fare- beating(jumping over the subway turnstiles to
avoid paying the fare).
George kelling and catherinecoles argue that tough enforcemnt on minor crimes
directly 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 more
serious gun charges. The crime rate in New York City began to fall dramatically
in 1992, and by 1997 it was at the lowest level in 30 years.
critics of zero tolerance policy argued that, it encourages police abuse of
citizens. And infact, complaint against New York City police officers increased
in 1990s. From 1994 through 1996 the police department paid out over $70
million for police misconduct. These allegation raise the question of whether it
10

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

The feature of zero tolerance policing

The setting of clear organisational goals to reduce crime, disorder and
fear.
The development of concrete plans for crime reduction.
Organisationaldecentralisation which pushed responsibility and
accountability
to 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). Under
his 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 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.
11

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

Another two Police Ranges are:

Railway Range
Highway Range
Metropolitan Police
In addition to the police ranges, major cities have police forces which follow the
Police Commissionerate System. The Chief of Metropolitan Police is the Police
Commissioner. Raised in 1976, the Dhaka Metropolitan Police is charged with
12

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 highly
capable, sophisticated and technology based branch. Every metropolitan police
and district police has its own Detective Branch.
SWAT
SWAT (Special Weapons And Tactics) is an elite tactical unit of the Dhaka
Metropolitan Police which was established on February 28, 2009. The SWAT
unit operates under the Detective Branch of Dhaka Metropolitan Police. SWAT
unit has sophisticated weapons and equipment and they are trained at home and
abroad.

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.

13

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, being
an important agency in the Bangladeshi intelligence community. The chief of
the SB has the rank of Additional Inspector General (Addl IGP) (Grade - 1) who
comes from Bangladesh Police, and directly reports to the Prime Minister of
Bangladesh. The agency has around 64 district based offices, called District
Special Branch (DSB) and also has offices in many Upazilla/Thana areas. All
the members are recruited from the Bangladesh Police. The SB (Special
Branch) has twelve different wings through which it carries out the directives of
the Government. This is the only intelligence outfit of Bangladesh which works
in all strategic, operational and tactical levels. The organization also has the
capability 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 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,
14

assistant Superintendents, Inspectors, Sub Inspectors and the constabulary.

Officers attached to this wing generally add the prefix 'Special' before their
regular rank.

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
15

 Ensure smooth traffic management system.

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).

16

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 law
enforcement in the Hazrat Shahjalal International Airport of Dhaka, the largest
and busiest airport of Bangladesh. The AAP is one of the battalion of the Armed
Police Battalions (APBn) in Bangladesh. Currently 8th APBn is performing
their duty in Shahjalal International Airport, Dhaka.
Airport Armed Police is empowered by The Armed Police Battalion
Ordinance, 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 the
Armed Police Battalion Ordinance, 1979.
In order to perform its duty more effectively and efficiently within its
jurisdiction, Airport Armed Police maintains good relation and
cooperation with other stakeholders of the Airport including Civil
Aviation Authority, Customs, different intelligence units, airline
operators and other similar organizations
Rapid Action Battalion (RAB)
Rapid Action Battalion or RAB is an elite anti-crime and anti-terrorism unit of
the Bangladesh Police. It consists of members of the Bangladesh Police,
Bangladesh Army, Bangladesh Navy, Bangladesh Air Force, Border Guard
Bangladesh and Bangladesh Ansar. It was formed on 26 March 2004, and
commenced operations on 14 April 2004.
Since its inception, the RAB has seized a total of 3,149 illegal arms and more
than 36,000 rounds of ammunition, and has made more than 500 arrests.
Function
Counter-Terrorism
RAB apprehended numerous terrorism suspects during the course of their
tenure.
Anti Drugs

17

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)
18

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.

Measure of Police Performance:

Performance measurement is a system or processes that collecting, analyzing
and reporting information about individual, group, organization and others for
evaluation. Police performance measurement is a process where collecting,
evaluating, analyzing and reporting about police department for evaluating their
activities.
Police performance measurement 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 building
lasting community relationships.
Police performance measurement should reflect their success in producing these
and other valuable outcome. In the other hand its also focused on failure side of
the police department activities. From these measurements police department
can 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 traditional
measures of police performance. Research in the 1960s and 1970s revealed not
only that police performance measures needed to be broader and more inclusive;
it also point out severe flaws in existing traditional measures. Giving below
some of criticisms that have been leveled at four traditional measures of police
performance:
19

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.

20

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.
21

There are some challenges to response rates raise as comparative performance

measures.
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 response
strategy than alternative approaches.

Different Dimensions of Police Performance Measurement:

In 1980, Michael O'Neill and his colleagues developed the Police Program
Performance Measurement system. It was a modular performance measurement
system "into which each locally based organization could plug its own goals and
objectives." 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 were

operationalized into 65 performance measures. This effort, like all of the others
presented here, has not been institutionalized widely. It is now part of the
historical 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 such
measures get so much lip service but so little action.

22

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

23

crime. It is linked to victimization rates, but it is also influenced by other

factors, including disorderly conditions.
Increasing safety and order in public spaces (e.g., reduce traffic
accidents, increase public use of parks). In today's anonymous cities, the
police help ensure that strangers interact with each other according to
expectations in public spaces.
Using force sparingly and fairly (minimizes shootings, promote racial
equality). In order to pursue goals of increasing public safety and
controlling crime, society gives the police special powers that they in turn
need to use judiciously and equitably.
Using public funds efficiently and fairly (deploys officers fairly, keep
costs down). Society expects the police to operate economically and to
control costs in a responsible manner.
Enhancing "customer" satisfaction: The police provide many services
to the public above and beyond crime fighting. Providing good service to
citizens 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 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
24

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.

Standards or techniques used for police performance measurement in

other countries
India:
An idea about existing performance indicators for the police can be obtained by
studying the reports published by various state police regarding the work done
or proposed to be done by them. Some of these reports are in the form of annual
reports which are sent to the government, while some others are in the nature of
fortnightly or monthly reports. The official websites of different state police
organizations contain their mission statements, annual plans, or annual reviews
which give some idea of their objectives and performance. The details of annual
media briefing by the Chief of Police are sometimes available on the websites
which also indicate the priorities, programmers and achievements of the Police.
The Police Manuals of certain States mention the duties and responsibilities of
officers 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 giving
an idea about the existing schemes of performance evaluation of police in
various parts of the country:-

12345-

Delhi Police
Tamil Nadu Police
Karnataka Police
Rajasthan Police
Andhra Pradesh Police

Most of the reports mentioned partial increase or decrease in total crime or

serious crime as also detection, arrest and prosecution rates. Conviction rates are

25

also mentioned sometimes but in a general manner as these generally relate to

incidents that happened two or more years ago.
The Delhi Police Annual Review 2008 gives prominence to its anti-terrorist
activities, especially in the context of serial bomb blasts of 13 September, 2008.
Neutralization, arrest and recovery figures are mentioned, as also the number of
modules busted (84 out of a total of 230 in the country). The Eyes and Ears
scheme (use of road side vendors etc. for giving information to the police on
suspicious persons, activities) is said to have helped contain the damage caused.
Making of extensive security arrangement against terrorist attacks with
cooperation 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 about
fundamental changes in the functioning of the police at grass-roots level: a) Anti
Threat-by-Recovery-Agent Cell (against harassment
of loan-repayment
defaulters). b) Anti Obscene-Call Cell. c) Creation of new police stations, sub
divisions and police districts based on identifying high crime- incidence areas
through crime-mapping. d) Computerized accountability of manpower and its
utilization. Police performance in the maintenance of order is mentioned in
terms of successful arrangements for legislative assembly elections, credit being
given 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 of
chase, intercept and challan of traffic offenders, especially those who impact
accidents - 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 total
accidents (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, maintaining
lists of personnel of doubtful integrity, helpline with flying squads for urgent
help in case of harassment by police are noted. Punishments awarded to police
personnel have been given in detail.

26

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.

3. Police performance is also evaluated through inspections, and the format of

inspection prescribed in police manuals indicate the kind of indicators to be
used 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, doesnt give details
of the parameters under which the performance of these offices and units are to
be judged, and contains only general directions that the inspection should be
directed towards giving a proper direction and orientation and not just narrative
27

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,
28

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
29

the priorities, inspections are to be focused on review of performance under

these priorities, and range IGs are to review the performance every two months
and the DGP every quarter. The action plans for implementation of these
priorities include, for first priority (Sensitive and Responsible Policing): free
registration 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, District
Level) to obtain cooperation of community liaison group and other nongovernmental 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 investigating
techniques, and rewards to members of public who cooperate with the police.
For the second priority regarding organised criminals the action plans include
opposing bail on the ground of previous criminal record etc., and including
gangs taking illegal possession of land or building, indulging in food
adulterations and other such economic offences. Action plan for property related
offences include sensitization of public, record of habitual offenders and gangs
and making the beat officers responsible for prevention of such crime. For
Smooth and Safe Traffic (the 4th and last priority) action plan includes use of
mass media for instruction of people in traffic rules, use of community liaison
groups and other NGOs, school & college authorities for instruction of school
kids, 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 order
activities 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 usual
manner of comparative figures under different heads of crime, narration of
specific good pieces of detection and arrests, enforcement activities against
illicit arms, explosives, liquor, narcotics, counterfeit notes, gambling and antidacoity operations.
Accountability of the Police is noted in terms of Human Rights Cell in the
Crime Branch but only the numbers of complaints received and disposed of are
noted.
The periodic reports (fortnightly and monthly) in many States which are
received 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
30

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
31

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 the
above criteria of police success suspect in the eye of the public. The first was
covering up of serious crimes, by minimizing the gravity of the
offence 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 actually
committed by them, but to some others also, in order to increase the clearance
rates.
The need for the police to have support of the local community was increasingly
realised not only for keeping peace, but also for controlling crime, and the
concept of community policing started taking root in a number of forces in the
UK. The police role of crime-prevention, earlier measured in terms of visible
patrol, police presence, and the neighbourhood police officer knowledgeable
about crime and criminals in his area, but which had deteriorated into specialist
units with low- status (compared to detectives) telling school children about
protective measures, now started relying on the community and later, on multiagency cooperation, to bring about community safety through programmes
conceived and implemented at the local level. The measure of the success of
such programmes, however, continued to rely on a more refined version of
crime- rates.
Between 1969 and 1974, the Home office tried to organise police expenditure
into a series of functional categories so that a relationship between cost and
performance could be established, but in the absence of precise policing
objectives, or useful measures of police performance this effort was soon
abandoned. In the 80s however, the increasing expenditure on police raised the
question of value for money, and the Home office circular 114/83 demanded to
establish precise objectives and priorities. However, without any indication of
basic performance measures, forces took recourse to managerial instruments
like activity analysis, workload analysis, public opinion surveys, and
construction of a variety of matrices of statistics, none of which could be
sustained. Alternatively the Inspectorate of Constabulary was given the
primary responsibility for developing Performance Indicators (PIs). The
operational activities were patrol, crime, traffic, public order and community
relations, 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 attention
was given to improving upon simple clear- up rates as indices of investigative
performance the governments package of reforms aiming at a
more businesslike police force have restored to pre-eminence the numbers
game in its most simple-minded form with proposals to develop league tables
with crime, clear up rates, and response times as key variables (Reiner in
32

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

Brodeur.)
The Police and Criminal Evidence Act of 1984 obliged police forces to consult
the local people in matters concerning policing of the area, and the tripartite
system of performance evaluation of a force by its Chief Constable, by the local
Police Authority, and by the Home Department came into existence and
continues to this day.
In 1993, the Sheehy Enquiry into Police Responsibilities and Rewards had
recommended that all police officers should be appointed on short-term
contracts and paid according to performance (PRP-performance related pay) but
the complicated nature of assessment of police work made all the police
associations oppose it. The proposals in fact provoked threats of resignation
even from a number of Chief Constables.
In the event the government had to retreat. Instead, it introduced fixed-term
contracts only for the most senior ranks. However, performance tables for each
force were published by the Audit Commission for the first time in 1995 which
showed large variations in police performance between different forces.
Moreover, not only was there an increase in crime rates, the detection rates had
fallen despite more personnel and increased resources. National Policing
Objectives were enunciated for the first time in 1994-95 by the Home Secretary,
thus beginning a trend towards centralisation of policing. Concerns about
expenditure on policing, and the promotion of effective use of police resources
and 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 1990s in the UK as part of a general
trend 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 peoples fear of it.

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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Police Performance Assessment Framework (PPAF), which gave place (in

2008) to Assessment of Policing and Community Safety (APACS) to include
the indicators in following areas:Confidence and satisfaction
Tackling crime
Serious crime,
Organisational management
The indicators continued to be primarily concerned with quantitative
achievements and have been criticised as being increasingly complex and
centralized, and failing to interpret performance in the context of local, special
conditions including performance of other agencies of the criminal justice
system and the government (Response of Association of Chief Police Officers
to APACS, 2008). The 2010 Conservative-Liberal Democrat Minister of Justice
Kenneth Clarke said that as long as he could remember, the political debate on
law and order has been reduced to a competition over whether a government has
spent more public money and locked up more people for longer than its
predecessor.
With the election of the Conservative-Liberal Democratic Coalition
Government the police performance management in the UK has turned a full
circle through the introduction of elected Police and Crime Commissioners in
each 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, Prime
Minister David Cameron said: It is vital that police officers are forced to tackle
the crime and anti social behavior not tied down by bureaucracy and form
filling, while Home Secretary Theresa May said: for too long people have been
faced with crime levels that are too high and a police service that has been too
focused on Whitehall targets to really get to grips with what matters locally.
Removing bureaucratic accountability and increasing democratic accountability
is the new motto.

Standards used in measuring police performance in Bangladesh

ACR
ACR stands for Annual Confidential Report. This is an annual assessment
report of subordinate staffs maintained by Human Resources Department of the
concerned 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 each
Additional, Assistant or Deputy Superintendent who has served under him
during 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 has
served 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 the
Divisional Commissioner under regulation 75A.
Regulation-76. (a) The Superintendent shall maintain. bound in a book of
convenient size, confidential reports for each Inspector, Sergeant, Sub-Inspector
and officiating Sub-Inspector in B. P. Form No. 2.
(b) The head of each office shall similarly maintain confidential character rolls
for each clerk in B. P. Form No. 3.
(f) Confidential reports shall be kept by the Superintendent, and confidential
character rolls by the Superintendent or the head of the office, under lock and
key, They may be called for and inspected
the Inspector-General, Deputy inspector-General, Divisional Commissioner or
District Magistrate. A Sub-divisional Police Officer shall he shown the books of
the officers serving under him.
Regulation -79. (a) On the 1st February each year there shall be submitted to
the Inspector-General(e) The Deputy Inspector-General of the Range. shall forward all copies
received by him under clauses (a) (i) and (ii) and (d) to the Inspector-General
with 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 his

shortcomings, unfavourable remarks recorded in his confidential reports or
character rolls or on other occasions should be communicated to him. Officers
considering whether remarks should be communicated should observe the
following principles:
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(i)

when a report is built up on the individual opinions of the different

departmental superiors in gradation, it is only the opinion as accepted
by the highest authority which need be considered from the point of
view of communication;

(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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