The NYPD's Compstat: compare statistics or compose statistics?

Eterno, John A.; Silverman, Eli B.

doi:10.1350/ijps.2010.00.0.195

Cited by 13 publications

(17 citation statements)

References 18 publications

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“…Even within policing, the unrelenting demands for continuous improvement over time was charged with eroding professional norms to the point that other policing goals were damaged, and officers made their targets by hassling citizens or by manipulating performance metrics (Eterno & Silverman, 2010). By contrast, within the US federal government, such routines were associated with a more purposeful use of performance data when they featured positive reinforcement (Moynihan & Kroll, 2016).…”

Section: The Building Blocks Of An Alternativementioning

confidence: 99%

Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning

Jakobsen

Bækgaard

Moynihan

et al. 2017

Perspectives on Public Management and Governance

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Section: The Building Blocks Of An Alternativementioning

confidence: 99%

Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning

Jakobsen

Bækgaard

Moynihan

et al. 2017

Perspectives on Public Management and Governance

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“…Examining the use of best practices associated with performance management is crucial in policing, as police organizations have to maintain a balance between the demands of the community, social justice, organizational flexibility, budgeted resources, accountability, fairness, efficiency, and effectiveness (Den Heyer ). Furthermore, many problems have accompanied the use of performance management system in policing, such as abuse of authority, an increased sense of marginalization among communities, and data manipulation (Eterno and Silverman ).…”

Section: The Impact Of Performance Management and Associated Best Pramentioning

confidence: 99%

“…Performance management systems are now well‐established concepts that are increasingly being adopted by police agencies in the United States and abroad (Van Sluis, Cachet, and Ringeling 2008). These systems are hailed for improving police performance, on the one hand (e.g., Behn ), and blamed for encouraging abuse of authority, on the other (Eterno and Silverman ). Some scholars argue that these systems can be made effective if certain best practices are applied with their use (Behn ; Mastrofski ).…”

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confidence: 99%

Can Performance Management Best Practices Help Reduce Crime?

Pasha

2017

Public Administration Review

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As performance management systems gain popularity in police agencies, they are increasingly being criticized for their ineffectiveness at reducing crime and for encouraging abuse of authority. Scholars and practitioners, however, argue that these systems can be effective if they are implemented properly with the use of best practices. This article contributes to this debate by evaluating the impact of performance management systems and associated best practices on improving police performance. An analysis of primary survey data of 308 U.S. police agencies shows that performance management systems are effective tools in helping reduce crime across almost all crime categories. However, the best practices of performance reporting to citizens and providing discretion to officers have no significant impact on crime reduction, while consulting officers in the target‐setting process has a negative impact on police performance.

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“…Showing falls in historical numbers can be used as a performance tool to see if a particular action has effectively decreased crime. Or the obverse when crime statistics are increasing, as a way to pressure individuals within the department to take some action (Eterno and Silverman, 2010). Finally, showing when crime has not substantively increased compared with historical numbers is just as useful.…”

Section: Introductionmentioning

confidence: 99%

Tables and graphs for monitoring temporal crime trends

Wheeler

2016

International Journal of Police Science & Management

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This article is a practical review on how to construct tables and graphs to monitor temporal crime trends. Such advice is mostly applicable to crime analysts to improve the readability of their products, but is also useful to general consumers of crime statistics in trying to identify crime trends in reported data. First, the use of percent change to identify significant changes in crime trends is critiqued, and an alternative metric based on the Poisson distribution is provided. Second, visualization principles for constructing tables are provided, and a practical example of remaking a poor table using these guidelines is shown. Finally, the utility of using time series charts to easily identify short-and long-term increases, as well as outliers in seasonal data using examples with actual crime data is illustrated.

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The NYPD's Compstat: compare statistics or compose statistics?

Cited by 13 publications

References 18 publications

Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning

Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning

Can Performance Management Best Practices Help Reduce Crime?

Tables and graphs for monitoring temporal crime trends

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