Evaluating Police Effectiveness

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There is much debate in how to evaluate police effectiveness. The emphasis is too easily put on rates of production, rather than on the quality of the process through which the rates are produced. The question, "How many arrests or tickets?" is asked rather than, "Was it wise to write a ticket, or make an arrest in this case?" The traditional performance measures are not good measures because: they are too broad; they do not include citizen input; they are outdated; and officers have no control over them (Bayley, 1996). The effectiveness of a police department is challenging to evaluate. “Unless it can be answered to the satisfaction of the public and its elected and appointed representatives, the police are unlikely to get the resources they say they need” (Bayley, 1996). Most evaluations do not portray the true effectiveness of the police. Bayley (1996) believes that the pressures for an institutional evaluation will force its creation for four reasons. First of all, the public assumes the crime rates are going up and neither the police nor the criminal justice system can do anything about it. Second, all government agencies are being forced to show they are getting the best for their money “Doing more for less.” Third, police leaders are becoming convinced that part of being good managers, they must evaluate performance. Fourth, thanks to technology, it is easier to collect data to track performance. Crime rates have long been used as a proxy for police success. Crime rates are secondary information which is impacted by many other factors such as they only show the crimes people are willing to report (Bayley, 1996). Additionally, they are really not an accurate measure of police performance because “Crime is not determined by what the police do, or by how many of them there are” (Bayley, 1996). The “fear of crime” determines how police

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