Basic issues in police performance
U.S. Dept. of Justice, National Institute of Justice, 1982 - Fiction - 203 pages
Since the complexity of police services does not lend itself to standardized performance measures, measurement techniques should be designed to inform more about what police do and how they affect their communities. This report reviews conventional police measurement practices and offers ways to improve the management value of performance information. Traditional performance measurement has emphasized the measurement of individual departments' effectiveness in preventing crime. This approach fails to consider the broad range of other police duties, citizens' expectations of police, and how police activities produce social change. Police can be evaluated in terms of efficiency, effectiveness, equity, and accountability, but citizens disagree about which of these performance criteria are the most important because community/police problems are too diverse. Instead of developing uniform, inflexible performance standards to apply globally to entire departments, evaluators should ask more detailed questions about common police processes and their results. Sketchy knowledge of how policing works now produces many hypotheses, but rarely standards worthy of emulation. Evaluators should develop better theories about police functions, obtain more reliable data, and control data collection costs with the aid of police managers so that measures inform departmental policymakers. Tables, diagrams, and 197 references are given. Appendixes include police services study data and a list of problem codes.
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actions agency performance analysis areas arrest aspects of police assigned average behavior burglary calls for service citizens clearance rates concerned conducted crime rates criminal justice data collection Decision models decisions describe effects eight-hour shift encounters evaluation example expectations extraneous variables false inference fear of crime ficers goals identify important incident indicate input variables internal validity investigation involved James Q jurisdiction Kansas City lice ment models of policing MOTOR VEHICLE THEFT neighborhoods number of police observed organization output variables patrol officers percent performance measurement program person personnel police activities police administrators police agencies police chiefs police departments police officers police performance measurement Police Services Study priorities problems process models prosecutors public officials relationships reliable reported crime requests for service response robbery specific standards statistics survey suspects tion units validity values victim Wilmington