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led by Inspectors. The Inspectors report to a Sub-divisional inspector (S.D.I.) et the Chief Inspector level. The Chief Inspector is account- able for the running of the Sub-divisional Station and he is aided by the Acsistant Sub-divisional Inspector (A.3.D.I.), a Senior Inspector,
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or moro Sub-divisional Police Stations constitute a Police Division under the control af a Divisional Superintendent the D.3. (Senior Superintendent lovel). The D.S. is assisted by an Assistant Divisional Superintendent the A.D.S. (Superintendent level) and both are supported on administrative and personnel matters by a civilian Executive Officer.
2.24 The concept, as explained in discussions, is that the A.D.S.s in the
Divisions and the A.S.D.I.s in the Sub-divisions are specifically
expected to assist the D.S. and S.D.I. respectively in their administra.... tive work, to enable them to concentrate more on both day-to-day and long term operational matters.
2.25 The practice, however, appears to be at variance with the concept because
in most instances it was found that the D.S.s and S.D.I.s have a heavy administrative load. This seems to arise because all files are passed initially across their desks rather than files coming to them on a "management by exception" basis. The explanation by some officers was that if they do not see each and every file they will be unable to keep completely in touch with what is happening in their area of responsibility. This point is perhaps arguable, but it is not arguable that the effect of this is that the D.S.s and S.D.I.s seem to find it increasingly difficult to get away from their desks. This situation may be at variance with ideas held by District and Headquarters officers, of the position of D.S.s and S.D.I.s, but in discussions with D.S.s and S.D.I,S it was a point strongly made.
2.26 In the C.I.D. the basic units of accountability are the "squads" at the
sub-divisional level, headed by Inspectors. At the sub-divisional level the Inspectors are accountable to Senior Inspectors (0/C C.I.D.) who in turn report to the Divisional Detective Inspector (D.D.I.), who is a Chief Inspector. Some of those squads carry out specific tasks, some are responsible for general C.I.D. work. The mechanisms of accountability below the D.D.I. are theoretically sound but at the D.D.I. level one area of weakness was discussed which could lead to a dilution of ` responsibility and thus accountability.
2.27
This weakness arises from the situation in which the D.D.I. is in a "line" relationship to the D.S. and in a "staff" relationship to a Superintendent (C.I.D.) at District Headquarters. In discussions, however, it became apparent that the extent of this line/staff relation- ship depends upon the personalities in post. Each D.D.I. was able to state his own position clearly in discussion, but differences existed in the positions stated. At one extreme a D.D.I. received positive day by day control from the Superintendent (C.I.D.) and his contact with his D.S. was limited to passing on information or requesting specified U.B. co-operation. More usually the D.3. was clearly the "line manager of the D.D.I. who would also, however, receive instructions from the Superintendent (C.I.D.). At the other extreme a D.D.I. took all his orders from the D.5., receiving only advice on general policy and C.I.D. techniques from the Superintendent (C.I.D.).
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