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This paper presents a detailed description of CompStat, a crime analysis and police management procedure developed by the New York City Police Department. According to the paper, CompStat collects, analyzes and maps crime data and other essential police performance measures on a regular basis in order to hold police managers accountable for their performance. The paper highlights each of the five principles of CompStat procedures in detailed paragraphs organized by topic. The goal of each principle is examined followed by an evaluation of its effectiveness. Additionally, the paper notes that CompStat shows the potential to help departments reduce crime through systematic data collection, crime analysis, and heightened accountability. Finally, the paper discusses how Compstat may be integrated into a police department and the conditions necessary for it to be successful.
From the Paper:"Thirdly, the CompStat paradigm identifies that in the majority of instances, middle managers are in a far better position to make everyday operational decisions than headquarters executives. Middle managers are usually far better acquainted with the crime within their jurisdiction, and they are better acquainted with the strengths and abilities of the individual officers who work for them. Middle managers must be given the authority to make important decisions without prior review by administrative higher-ups. Careful selection and assignment processes and a viable accountability system will tend to ensure that middle managers make appropriate decisions (Henry, n.d.).
"The fourth principle of the CompStat management model is recognition that the police occupation's culture is not a singular, unchanging and monumental entity. The occupational culture is the heart and soul of the police organization. It is the glue that often holds the agency together and it usually one of its greatest strengths. The executive who understands how to manage culture can usually achieve a lot. CompStat also recognizes that in most cases, the values, belief systems and goals adopted by the street cop culture are more in line with effective policing and crime reduction than those of management cop culture."
Sample of Sources Used:
- CompStat. (2009). Retrieved February 17, 2010, from Town of Jupiter Web site: http://www.jupiter.fl.us/jpd/compstat.cfm
- Henry, Vincent E. (n.d.). Managing Crime and Quality of Life Using CompStat: Specific Issues in Implementation and Practice. Retrieved February 17, 2010, from Web site: http://www.unafei.or.jp/english/pdf/PDF_rms/no68/08_Dr.%20Henry-2_p117-132.pdf
- McDonald, Phyllis P., Greenberg, Sheldon, Bratton, Williams J. and Greenberg, Sheldon. (2001). Managing Police Operations: Implementing the NYPD Crime Control Model Using COMPSTAT. Kentucky: Wadsworth Publishing.
- Willis, James J., Mastrofski, Stephen D. and Weisburd, David. (2003). CompStat in Practice: An in-depth Analysis of Three Cities. Retrieved February 17, 2010, Police Foundation Web site: http://www.policefoundation.org/pdf/compstatinpractice.pdf
Cite this Term Paper:
CompStat and Police Accountability (2012, August 29) Retrieved July 11, 2020, from https://www.academon.com/term-paper/compstat-and-police-accountability-151684/
"CompStat and Police Accountability" 29 August 2012. Web. 11 July. 2020. <https://www.academon.com/term-paper/compstat-and-police-accountability-151684/>