Comstat is an acronym for “computer comparison statistics”. It is a multi-faceted system for managing police operations. Comstat is an innovative business management process, system, and strategic methodology used to achieve an organization and goals. In a police organization, Comstat is a crime control process manifested in recurring meetings, usually one per week, during which the agency’s performance indicators are critically reviewed for improvement. The Comstat concept has been used widely in the law enforcement arena in many different forms throughout the United States and around the world (Tibault, Lynch, & McBride, 2011). Comstat is an organizational management philosophy, concept and tool combining a classic problem-solving model
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I designed the process knowing that an organization as large as the NYPD never gets to Nirvana. Trouble arose only if the commanders didn’t know why the numbers went up or had no plan to attack the problem” (Maple, p.33, 1999). Once command leadership of a police agency obtains timely and accurate intelligence, they are now accountable for the creation, development and implementation of crime reduction strategies and actions plans for the purpose of impacting the identified crime or risk management problems. The leaders’ understanding of recurring problems and strategies that have been successful in the past will be communicated and delegated to specific subordinate command personnel who may add their innovated ideas to the plans and “think outside the box” to be sure the problems are addressed in an efficient manner. It is not simply good enough to randomly assign additional resources at a problem such as more police on the streets or more patrol cars, without a clear and concise plan. Under staffing and insufficient resourcing may be an obstacle to a specific operational plan but it does not preclude the planners form making an effort to identify other perhaps less conventional resources. Partnerships with the community and other governmental agencies should be examined for creative solutions to recurring problems and lack of regular …show more content…
The first principle is accurate, timely intelligence which is conveyed to all in the police agency. Statistics have to be published on a daily basis in order to map crimes, identify hot spots, patterns and trends and attempt to understand the causes. The second principle is rapid deployment that is synchronized and focused in which all departments communicate among each other. The detectives, narcotics, and commanders all coordinate in order to deploy quickly and efficiently to combat the crime. The third principle is effective tactics which are used to obtain the crime control and quality of life goals and objectives. This is the time, Best practices are communicated and supervisors are encouraged to “think out of the box”. The final and most important principle is relentless follow-up and assessment. This principle is where the weekly meetings begin and debriefs are conducted to ensure all the principles are being met, and the plans are working (Maple,
I designed the process knowing that an organization as large as the NYPD never gets to Nirvana. Trouble arose only if the commanders didn’t know why the numbers went up or had no plan to attack the problem” (Maple, p.33, 1999). Once command leadership of a police agency obtains timely and accurate intelligence, they are now accountable for the creation, development and implementation of crime reduction strategies and actions plans for the purpose of impacting the identified crime or risk management problems. The leaders’ understanding of recurring problems and strategies that have been successful in the past will be communicated and delegated to specific subordinate command personnel who may add their innovated ideas to the plans and “think outside the box” to be sure the problems are addressed in an efficient manner. It is not simply good enough to randomly assign additional resources at a problem such as more police on the streets or more patrol cars, without a clear and concise plan. Under staffing and insufficient resourcing may be an obstacle to a specific operational plan but it does not preclude the planners form making an effort to identify other perhaps less conventional resources. Partnerships with the community and other governmental agencies should be examined for creative solutions to recurring problems and lack of regular …show more content…
The first principle is accurate, timely intelligence which is conveyed to all in the police agency. Statistics have to be published on a daily basis in order to map crimes, identify hot spots, patterns and trends and attempt to understand the causes. The second principle is rapid deployment that is synchronized and focused in which all departments communicate among each other. The detectives, narcotics, and commanders all coordinate in order to deploy quickly and efficiently to combat the crime. The third principle is effective tactics which are used to obtain the crime control and quality of life goals and objectives. This is the time, Best practices are communicated and supervisors are encouraged to “think out of the box”. The final and most important principle is relentless follow-up and assessment. This principle is where the weekly meetings begin and debriefs are conducted to ensure all the principles are being met, and the plans are working (Maple,