Strategic Policing - Essay Example

Strategic Policing Name Institution Date Introduction Police departments become intelligent organizations which are capable of making continuous developments through reflections, adaptations as well as renewal of technologies. This involves adequate utilization of information and measurement systems that transform the police departments into some learning organizations. Police administrations, particularly Police Commissioner of New York Police department (NYPD) in USA have implemented such systems commonly referred to as Compsta. It refers to comparison of the computer statistics. Policing the community, for instance, heterogeneous communities, is still an essential part of a stable and civilized society (Mastrofski & Willis, 2004).1 Therefore, police administrations are expected to make relevant decisions to satisfy their clients while serving citizens regardless of how complex situations. This clearly indicates that police departments must employ a coherent decision-making system so as to facilitate their tasks as well as increase their power, knowledge and skills. Compstat is a popularly recognized police management model within the American police departments. Since its introduction in 1994 by NYPD, it has been used to assess former decisions and behaviors as well as produce the new ones. Walsh (2001)2 defined Compstat as a goal-oriented strategic management process controlled by computer technology, managerial accountability as well as operational strategy to structure the way in which the police departments offers crime control services. This implies that Compstat is a strategic control system used to gather and disseminate information about NYPD’s crime problems as well as make efforts on how to deal with such situations. A Compstat comprise of two core elements, the managerial team that deploy human resources and a team of Information Technology (IT) that handles computerized information systems necessary to process map, analyze as well as provide a timely and accurate data. According to Walsh (2001, p.356)3 Compstat enables policing with some leadership styles which are grounded within the past practices while integrating the present organizational strategies, and thus considered as a set of the re-engineering processes which enhances public safety (Shane, 2004).4 Strategic, structural and operational changes that have occurred due to the implementation of a Compstat process Since its introduction by NYPD in 1994, the Compstat process has led to significant improvements in the manner through which organizations manage crime as well as conduct their daily business as reflected in its wide adoption. Research indicates that the process is popularly known as a promising police managerial paradigm. It is a new paradigm that revolutionalizes the practice and management of law enforcement. CompStat provides leadership building blocks which are of good quality to enable police executives to view their workforce in various terms. Thus, interacting in different ways so as to motivate the members to work as well as achieve agency objectives. This implies that collaborative, power sharing, mutual trust, and humility acts are being used in place of authority rank. Today, Executives are required to embrace power sharing and take part in decentralized decision-making which are motivational tools that renders individuals vested with it a feeling of commitment or obligated to offer the best service (Walsh, 2001).5 Compstat which operates as a problem-solving tool is widely used in police administrations. Its spread among various agencies reflects its promising capability in scheming and reducing crime. This is the main reason as to why most of its major elements have time and again been implemented by a number of agencies across the world, particularly the U.S. (Weisburd et al., 2003).6 The technology of a Compstat process is among the appropriate and current systems achievable by the police administrations, applied as an integrated approach to problem-solving and accountability assessment system. Compstat depends on the previously made organizational paradigms which are associated with certain aspects of strategic management acquired from the production sector (Walsh, 2001).7 It is important to argue that implementation of a Compstat process or technology, drives police departments to utilize innovative technologies as well as problem-solving techniques. As a result, police departments are capable of empowering their own organizational structures (Weisburd et al., 2003).8 Compstat which acts as a catalyst for a forceful policing gives the impression an ideal police management model that prepares the entire organization to be ready for any dynamic policing. Maguire (2000)9 identified police as communicators of the risk knowledge. Such individuals must gather, analyze and disseminate the required data to feed a vast process that involves risk categorization and profiling. This implies that a Compstat which facilitates brainstorming, association, and use of current information can be the most suitable solution to rigorous threats to security within the transformational world. Achievement of Accurate and Timely Intelligence Compstat being information driven type of management model, relies more on accurate as well as timely intelligence based on the contemporary trends. In his book on NYPD Battles Crime and Innovative Strategies for Policing, Silverman (1999, p.98)10 described New York Police Department situation prior to Compstat: “Majority of the precinct commanders did not view the practice of crime reduction as their key responsibility. Furthermore, commanding officers (Cos) did not see the need for collaboration in combating crime. The police departments did not own adequate equipments to enable (Cos) to courageously attack crime and the associated disorder problems. This indicates that most of the police headquarters were not knowledgeable enough on how to track crime trends within the precincts, and thus not capable of evaluating the performance of commanding officers in fighting crimes.” As a way of abrogating the negative factors, NYPD focused on obtaining and disseminating statistics on crime in a timely manner across the organization. As a result, it has come in view that proactive police organizations are achieved through adequate intelligence that focuses more on challenging areas (Kelling & Saousa, 2001).11 Application of effective Administrative Systems and Strategies Since crime management is considered a vital police duty, it indicates that a crimeless environment is perceived to be helpful than detectable police forces. As a result, various managements are required to determine effective and efficient solutions on how to fight crime as well as prevent them. Through the implementation of Compstat process, the quality of life within the neighborhoods is improved. This is because most of the managers are accustomed to the neighborhood environments and encouraged to evaluate the characteristics of their own jurisdictions. Walsh and Vito (2004)12 argued that encouraging middle managers to develop more specific strategies that help in tackling problems which deteriorate communal life, police forces identified to be under direct supervision of the middle managers will have the capability to combat some deviant behaviors within their locations of responsibility. As the propagation of CompStat model continues, it is becoming decisively entrenched within the modern police curricula, a clear indication that it will be embraced more by upcoming police leaders (Chetkovich, 2000).13 Compstat Meetings as Organizational Consultation Organizations use Compstat for consultative purposes, where crime statistics are considered as the ideal indicator of performance grounds. For instance, Semi-weekly meetings in NYPD enabled top executives to effectively and efficiently evaluate security issues in regard to their mid-level police administrators’ performance through strong and probing sessions. As a result, top managers can make a review of the current crime trends, appropriately plan tactics as well as allocate resources (McDonald et al., 2002).14 It is important to note that Compstat meetings act as theater to alert the concerned commanders on the knowledge of areas and the associated problems, and thus finding the best solutions to minimize those problems. Efforts are also made to learn from related experiences on how to handle such problems Majority of the casual observers perceive Compstat as an interaction through which executives and managers have discussions on newly collected information concerning the emerging crime trends. Based on the value of crime trends information, executives employ relevant tactical plans to address the problems associated with such trends, and monitor the performance of actions undertaken to control crimes. Compstat meetings have taken lead in crime reduction. However, a great deal is made in order to achieve such unprecedented crime reductions as well as improvements within the New York’s quality of living. This clearly indicates that without this elementary transformation in the organizational structure, mind-set and culture of NYPD, the tactics used on crime reductions and improving the quality of life in could not have been successful (Mastrofski & Willis, 2004).15 Weisburd et al. (2003)16 on the application of Compstat to achieve organizational Goals by Middle Managers, argued that Compstat provides significant authority to the middle managers to solve crime problems based on the agency‘s policies and environmental socioeconomic aspects. Therefore, Middle managers are held closely accountable for executing their mandate. Through its strategic and collaborative Crime Prevention Tactics, Compstat enhances the provision of a set of easily comprehended actions that enable law enforcement leaders to even solve complicated problems amicably. Due to the leadership facets of the Comp-Stat process, it is a requirement to instill a sense of enthusiasm to achieve the goals of an organization among the people by use of initiative and innovation tactics. It is apparent that the key management theories of CompStat, for instance, directing and controlling, have proved to be effective ways of controlling crime. Additionally, the CompStat process is well-known of its inherent opportunity to develop leaders as well as enhance the leadership process (Firman, 2003).17 The application of Compstat reflects a practical approach to collecting statistics so as to provide organizations with more accurate as well as timely measures used in policing activities and the crime levels. Most of the police departments, today, make use of proactive methods in fighting crime. This enables the process of resource mobilization and allocation of resources increasingly more flexible. It is apparent that knowledge-based approaches to crime problem-solving are a requirement in contemporary complex policing. It is important to argue that the accurate information collected through Compstat can be used as a device in discovering other appropriate ways of problem solving in an organization (Henry, 2002).18 Compstat enables various operational commanders to discover some new ways of handling crime problems as well as become knowledgeable about successful methods based on other units. Statistical information adds value to the validity of a preferred policy through a precise and clear interpretation the existing IT team. As a result, administration acknowledges the importance of innovation regardless of whether it contributed to effectiveness and efficacy of an organization’s crime management. This cycle keeps most organizations, in particular police departments focus on employing the best ways of getting their tasks accomplished well (Moore, 2003).19 Strong political support as well as coordination of other Criminal Justice agencies within New York City has contributed largely to the intrinsic effectiveness of a Compstat as a management tool. This implies that Compstat has received a strong political support, and thus has functioned effectively to reduce crime and enhance the quality of life not only in New York City, but across the globe in areas where it is used to make the sector of criminal justice operate as expected (Cowper, 2004).20 From the practitioner’s standpoint, Schick of the Los Angeles Police Department argues that Compstat, or in particular any Compstat-like system is reliable in the identification of established as well as emerging crime trends. This helps most managers to allocate their resources in an efficient manner towards targets. The process enables the law enforcement to view conditions not only in crime statistics, but also from various sources. In a Compstat process, all the units involved work interactively to re-engineer the structure used and directed towards achieving similar goals. This implies that police departments lack luxurious time, personnel and equipment to waste. Although Compstat has received great compliments and attention, it has also been largely misunderstood in its role as a management system. The process is perceived to be a high-pressure conference between executives and middle managers, a computer programme as well as technology system for sharing crucial management information. It is apparent that the management style of the Compstat involves all of the identified aspects it may lead to some of the misconceptions associated with it (Schick, 2004).21 Conclusion Policing the community, for instance, heterogeneous communities, is still an essential part of a stable and civilized society. Police departments must employ a coherent decision-making system so as to facilitate their tasks as well as increase their power, knowledge and skills. Compstat is a popularly recognized police management model within the American police departments and across the world. It provides leadership building blocks which are of good quality to enable police executives to view their workforce in various terms. The Compstat process has led to significant improvements in the manner through which organizations manage crime as well as conduct their daily business as reflected in its wide adoption. Through the implementation of Compstat process, the quality of life within the neighborhoods is improved. It is because most of the managers get accustomed to the neighborhood environments and encouraged to evaluate the characteristics of their own jurisdictions. The leadership facets of the Comp-Stat process show the importance of instilling a sense of enthusiasm among the people to achieve the goals of an organization among through the application of initiative and innovation tactics. The key management theories of CompStat, directing and controlling, have proved to be effective ways of controlling crime. The knowledge-based approaches to crime problem-solving are a requirement in contemporary complex policing. Most of the police departments make use of proactive methods in fighting crime. Bibliography Chetkovich, C. A. (2000). The NYPD takes on crime in New York City. (B) Compstat (Case Study No.CR16-00-1558.3). Cambridge, MA: Harvard University, Kennedy School of Government. Cowper,T.J., (2004). "The Myth of the 'Military Model' of Leadership in Law Enforcement," Police Quarterly 3 (September 2000): 228-246; cited in Quint C. Thurman and Jihong Zhao, Contemporary Policing: Controversies, Challenges, and Solutions. Los Angeles: Roxbury. Firman, J. R. (2003). Deconstructing Compstat to clarify its intent. Criminology and Public Policy 2(3): 457-460. Henry, V. E. (2002). The Compstat paradigm: Management accountability in policing, business and the public sector. Flushing, NY: Loose-leaf Law Publishers. Kelling, G. L., & Sousa, W. H. Jr. (2001). Do police matter? an analysis of the impact of New York city‘s police reforms. The Center for Civic Innovation at the Manhattan Institute, Civic Report No. 22. Retrieved January 13, 2012 from, Maguire, M. (2000). Policing by risks and targets: some dimensions and implications of intelligence-led crime control. Policing and Society 9, 315-336. Mastrofski, R & Willis, J. (2004). Police Foundation, The Growth of CompStat in American Policing. Washington, D.C. McDonald, P. P., Greenberg, S. F., & Bratton, W. J. (2002). Managing police operations implementing the new york crime control model-Compstat. Wadsworth/ Thomson Learning, Belmont, CA. Moore, M. H. (2003). Sizing up Compstat: an important administrative innovation in policing. Criminology and Public Policy 2(3): 469-494. Schick, W. (2004). Compstat in the Los Angeles police department. The Police Chief 71(1). Retrieved January 13, 2012 from, Shane, J. M. (2004). Compstat process. FBI Law Enforcement Bulletin 73(4): 12-21. Silverman, E. B. (1999). NYPD battles crime: innovative strategies in policing. Northeastern University Press, Boston. Walsh, W.F., (2001). Compstat: an analysis of an emerging police managerial paradigm, Policing: An International Journal of Police Strategies & Management, 24(3), 347-9. Walsh, W. F. & Vito, G. F. (2004). The meaning of Compstat analysis and response. Journal of Contemporary Criminal Justice 20(1): 51-69. Weisburd, D., Mastrofski, S. D., McNally, A. M., Greenspan, R., & Willis, J. J. (2003). Reforming to preserve Compstat and strategic problem solving in American policing. Criminology and Public Policy 2(3): 421-456. Read More

Compstat which operates as a problem-solving tool is widely used in police administrations. Its spread among various agencies reflects its promising capability in scheming and reducing crime. This is the main reason as to why most of its major elements have time and again been implemented by a number of agencies across the world, particularly the U.S. (Weisburd et al., 2003).6 The technology of a Compstat process is among the appropriate and current systems achievable by the police administrations, applied as an integrated approach to problem-solving and accountability assessment system.

Compstat depends on the previously made organizational paradigms which are associated with certain aspects of strategic management acquired from the production sector (Walsh, 2001).7 It is important to argue that implementation of a Compstat process or technology, drives police departments to utilize innovative technologies as well as problem-solving techniques. As a result, police departments are capable of empowering their own organizational structures (Weisburd et al., 2003).8 Compstat which acts as a catalyst for a forceful policing gives the impression an ideal police management model that prepares the entire organization to be ready for any dynamic policing.

Maguire (2000)9 identified police as communicators of the risk knowledge. Such individuals must gather, analyze and disseminate the required data to feed a vast process that involves risk categorization and profiling. This implies that a Compstat which facilitates brainstorming, association, and use of current information can be the most suitable solution to rigorous threats to security within the transformational world. Achievement of Accurate and Timely Intelligence Compstat being information driven type of management model, relies more on accurate as well as timely intelligence based on the contemporary trends.

In his book on NYPD Battles Crime and Innovative Strategies for Policing, Silverman (1999, p.98)10 described New York Police Department situation prior to Compstat: “Majority of the precinct commanders did not view the practice of crime reduction as their key responsibility. Furthermore, commanding officers (Cos) did not see the need for collaboration in combating crime. The police departments did not own adequate equipments to enable (Cos) to courageously attack crime and the associated disorder problems.

This indicates that most of the police headquarters were not knowledgeable enough on how to track crime trends within the precincts, and thus not capable of evaluating the performance of commanding officers in fighting crimes.” As a way of abrogating the negative factors, NYPD focused on obtaining and disseminating statistics on crime in a timely manner across the organization. As a result, it has come in view that proactive police organizations are achieved through adequate intelligence that focuses more on challenging areas (Kelling & Saousa, 2001).

11 Application of effective Administrative Systems and Strategies Since crime management is considered a vital police duty, it indicates that a crimeless environment is perceived to be helpful than detectable police forces. As a result, various managements are required to determine effective and efficient solutions on how to fight crime as well as prevent them. Through the implementation of Compstat process, the quality of life within the neighborhoods is improved. This is because most of the managers are accustomed to the neighborhood environments and encouraged to evaluate the characteristics of their own jurisdictions.

Walsh and Vito (2004)12 argued that encouraging middle managers to develop more specific strategies that help in tackling problems which deteriorate communal life, police forces identified to be under direct supervision of the middle managers will have the capability to combat some deviant behaviors within their locations of responsibility. As the propagation of CompStat model continues, it is becoming decisively entrenched within the modern police curricula, a clear indication that it will be embraced more by upcoming police leaders (Chetkovich, 2000).

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