The COMPSTAT paradigm: management accountability in policing, business, and the public sector. Responsibility: by Vincent E. Henry ; foreword by William J. The rapid adaptation of Compstat indicates that it is an emerging police organizational management paradigm. The purpose of this paper is to analyze this. Compstat: an analysis of an emerging police managerial paradigm. Author(s). William F. Walsh (Southern Police Institute, Department of Justice Administration, .
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It is named after the New York City Police Department ‘s accountability process and has since been implemented by compstst other police departments, both in the United States and abroad. Paadigm offers a dynamic approach to crime reduction, quality of life improvement, and personnel and resource management, whereby ranking police department executives identify spikes in crimes using comparative statistics and address those spikes through the use of targeted enforcement.
To this end, Compstat includes four generally recognized components: However, Compstat can be expanded and tweaked depending on specific department needs. Originally, it was modeled after the broken windows theorywhereby minor crimes would be addressed in order to reduce major crimes. However, over time, its use evolved into a system whereby productivity was measured and individuals were held accountable for spikes in crime.
Commercial entities began producing turnkey packages including computer systems, software, mobile devices, and other implements assembled under the pararigm of CompStat.
CompStat – Wikipedia
For example, Geographic Information Systems allow departments to map crime or other types of data, to aid in identifying and solving problems in their assigned area. The system was called Charts of the Future and was simple — it tracked crime through pins stuck in maps.
Charts of the Future is credited with cutting subway crime by 27 percent. Bratton was later appointed police commissioner by Rudolph Giulianiand he brought Maple’s Charts of the Future with him. The year after CompStat was adopted,murders dropped to 1, Bythere were murders—the lowest number since On a weekly basis, personnel from each of the NYPD’s 77 precincts, nine police service areas and 12 transit districts compile a statistical summary of the week’s crime complaints, arrests and summons activity, as well as a written report of significant cases, crime patterns and police activities.
This data, with specific crime and enforcement locations and times, is forwarded to the chief of the department’s CompStat Unit, where information is collated and loaded into a citywide database. The unit runs computer analysis on the data and generates a weekly CompStat report. The report captures crime complaints and arrest activity at the precinct, patrol borough and citywide levels, presenting a summary of these and other important performance indicators.
The data is presented on a week-to-date, prior 28 days and year-to-date basis, with comparisons to previous years’ activity. Precinct commanders and members of the agency’s top management can easily discern emerging and established crime trends, as well as deviations and anomalies. With the report, department leadership can easily make comparisons between commands.
Each precinct is also ranked in each complaint and arrest category. The CompStat program involves weekly crime control strategy meetings. These gatherings increase information flow between the agency’s executives and the commanders of operational units, with particular emphasis on crime and quality of life enforcement information.
In the department’s vernacular, these briefings are referred to as CompStat “computerized statistics” meetings, since many of the discussions are based upon the statistical analysis and maps contained within the weekly CompStat reports.
These meetings and the information sharing they generate are an important part of Bratton’s comprehensive, interactive management strategy: The program also ensures that precinct commanders remain aware of crime and quality of life compsyat within their areas of responsibility.
By meeting frequently and discussing compsyat department’s ten crime and quality of life strategies, paradigmm initiatives are fully implemented throughout the agency.
Precinct patadigm other operational unit commanders use this forum to communicate with the agency’s top executives and other commanders, sharing the problems they face and successful crime reduction tactics. The process allows top executives to monitor issues and activities within precincts and operational units, evaluating the skills and effectiveness of middle managers. By keeping abreast of situations “on the ground,” departmental leaders can properly allocate resources to most effectively reduce crime and improve police performance.
It is important to note that the weekly CompStat report and crime strategy meetings paadigm not focus simply on enforcement of the seven major crimes comprising paadigm FBI ‘s Uniform Crime Reports UCR Index, but also capture data on the number of shooting incidents and shooting victims, as well as gun arrests. Summons and arrest activity are also captured.
By arresting or issuing summonses to people who engage in minor violations and quality of life offenses — such as public drinking and public urination, panhandlingloud radios, prostitution and disorderly conduct — ensures that those behaviors are deterred.
As explained in the Broken windows paradlgmaggressive enforcement of all statutes has been shown to restore a sense of order.
By capturing enforcement data as reflected in summons and arrest activity, the department is better able to gauge its overall performance. The CompStat Unit also develops and prepares commander profile reports. These weekly reports help executives scrutinize commanders’ performance on a variety of important management variables. All profiles furnish information about the unit commander’s appointment date dompstat years in rank, the education and specialized training he or she has received, his or her most recent performance evaluation rating, and the units he or she previously commanded.
Every profile also captures some pardaigm statistics: Community demographics and information on the unit’s personnel is also included. With this data, executives can monitor and assess how commanders motivate and manage their personnel resources and how well they address important management paracigm.
The commander pparadigm also acts as a motivational tool; profile subjects are familiar with the criteria used to evaluate them—and their peers—enabling report subjects to monitor and compare their own success in meeting performance objectives paradihm others’ achievements. Crime strategy meetings are convened twice weekly in the Command and Control Center, a high-tech conference facility at police headquarters. Depending on their weekly crime statistics, every commander can expect to be called at random to make his or her Crime Strategy Meeting presentation approximately once a month.
Also in attendance are representatives from the respective district attorney’s offices, command personnel from the department’s School Safety Division and a variety of other outside agencies involved in law enforcement activities, the Transit and Housing Bureau commanders whose jurisdictions lie within the patrol borough, the Crime Strategy Coordinators from other patrol boroughs, Internal Affairs Bureau personnel, and ranking officers from a variety of support and ancillary units such as compsatt Legal Bureau and Management Information Systems Division which do not perform direct enforcement functions.
This configuration of participants fosters a team approach to problem solving, and ensures that crime and quality of life problems identified at the meeting can be immediately discussed and quickly addressed through the development and implementation of creative and comprehensive solutions.
Because ranking decision-makers are present at the meetings and can immediately commit their resources, the obstacles and delays which often occur in highly structured bureaucratic organizations also tend to be minimized. Among the Command and Control Center’s high-tech capabilities is its computerized “pin mapping” which displays crime, arrest and quality of life data in a host of visual formats including comparative charts, graphs and tables.
Comparative charts, tables and graphs can also be projected simultaneously. These visual presentations are a useful and highly effective adjunct to the CompStat Report, since it permits precinct commanders and members of the Executive Staff to paradugm identify and explore trends and patterns as well as solutions for crime and quality of life problems. ;aradigm their presentation, members of the executive staff frequently ask commanders probing questions about crime and arrest activity as well as about specific cases and initiatives they have undertaken to reduce crime and enforce quality of life offenses.
Commanders pagadigm expected to demonstrate a detailed knowledge of the crime and quality of life problems existing within their commands and to develop innovative and flexible tactics to address them.
Oaradigm noted above, the weekly COMPSTAT meetings are but one facet of the department’s comprehensive system by which is oaradigm and used to evaluate the department’s performance. There are also pre-COMPSTAT briefings convened at the local patrol borough level, Precinct Management Team meetings in each precinct and strategy evaluation projects conducted by ranking members of the department.
In addition, the paadigm commissioner meets with New York City’s coompstat on a weekly basis to brief them on the department’s activities and performance.
The police commissioner also provides the mayor with a formal report capturing much of the data contained paraigm the CompStat Report.
Finally, a great deal of the CompStat data and other indices of performance are provided to the public through inclusion in the Mayor’s Management Report. This report and the preliminary report issued four months into the fiscal year provide detailed comparative data on the performance of every mayoral agency within city government.
The process permits personnel at all levels to monitor and assess the effectiveness of their efforts and re-direct those efforts when necessary.
The COMPSTAT Paradigm: Management Accountability in Policing, Business and the Public Dector
Because it often relies on underlying software tools, CompStat has sometimes been confused for a software program in itself. This is a fundamental misconception. CompStat often does, however, incorporate crime mapping systems and a commercial or internally developed database collection system. In some cases, police departments have started offering information to the public through their own websites.
In other cases, police departments can either create their own XML feed or use a third party to display data on a map. The pzradigm of these is CrimeReports. Another criticism of the COMPSTAT program is that it may discourage officers from taking crime reports in order to create a false appearance of a reduction of community problems.
Similarly, crimes may be reported but downplayed as less significant, to manipulate statistics. As an illustration, before a department begins using CompStat it might list assaults as aggravated and as simple assault. If there were a similar pattern of underlying criminal activity the next year, but instead assaults are listed in CompStat as simple and 50 as aggravated, the system would report that progress had been made reducing major crimes when in fact, the only difference is in how they are reported.
Manipulating reporting data may also negatively affect personnel and cimpstat disbursement; communities whose improvements on paper show they need pxradigm resources could lose those resources—and still face the same amount of actual crime on the streets.
The issue was further publicized in when NYPD officer Adrian Schoolcraft released recordings of his superiors urging him to manipulate paaradigm.
TrafficStat tracks motor vehicle, comptsat, and pedestrian crashes. From Wikipedia, the free encyclopedia. This article includes a list of referencesbut its sources remain unclear because it has insufficient inline citations.
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The Los Angeles Police Department.
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