Its NOT about getting along, its about getting the job done!

books:


	• NYPD Battles Crime: Innovative Strategies in Policing Eli B. Silverman Northeastern, 1999 - 256 pages average customer review:based on 17 reviews view larger image
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highly recommended

Its NOT about getting along, its about getting the job done!

NYPD Battles Crime recognizes that by admitting things are not "all right", that there are problems waiting for solution, we can move onto what may be reasonable and realistic remedies to the crisis at hand. "It was hard to argue that averting crime, even nuisance crime or incivility, before it erupts is better than reacting to ongoing, more violent criminal activity." Pp 79-80.

The three main objectives for an Intelligence Led campaign in law enforcement where a serious or increasing degree of criminal threat is perceived, which is what Compstat is really all about are as follows.

Government officials must begin by eliminating perceived injustices. Previously, and even more so today, the inequalities of cultures must be studied, and understood within the context of the indigenous perspective i.e., avoid mirror imaging. It is vital that western democratic policymakers have adequate intelligence so as not to underestimate security challenges. The disparity between Western material and technological advantages with those of opposing cultures defines the crises.

"The NYPD and organizations emulating its successes are undergoing a revolutionary change - a new way of relating to their environment." P 186.

Law Enforcement Intelligence must also focus on the emerging domestic threat generated, and propelled by the multicultural mentality that renders logical decisions impossible. This particular `group-think' mentality espouses inexplicable virtue on non-Western societies whom proudly profess a real threat. It is the essence for fostering unconventional warfare, terrorism, and globally organized crime.

Prior to Compstat ..."An assemblage of field soldiers and officers, as in the first act of Aida, would deliver on the top command's promise to dramatically reduce crime. But the stumbling of previous reform administrations on a stage replete with bureaucratic land mines and social `snafus' had shown the need for more deftness and sophistication in reconfiguring the NYPD bureaucracy." P 82.

Almost simultaneously, the government must obtain support of the local citizenry, separating the criminal threat from the general population, as much as possible, both physically and psychologically.

Strategic policy should consider when implementing a counterinsurgency campaign against criminality and incivility that personnel develop a sincere empathy for the public they serve. When forces are scattered among, and living with, the population, they need not be told any longer that they have to win their support. Being more vulnerable, they realize instinctively that their own safety depends on good relations with the local people. Civil, respectful behavior will come about naturally on their part.

Finally, law enforcement must develop the necessary intelligence to establish a policy whereby future criminality will not threaten the newly established civility. There are plausible reasons to believe that the majority of citizens support or are at least sympathetic to the counterinsurgent forces. However, the residents in a high crime/combat area usually avoid contact with them. The barrier between the lawful citizen and the counterinsurgent must be broken. Fostering a sense of self-preservation should dissolve the separation between the counterinsurgent and law abiding citizen. Too often residents fear reprisals from the criminal element and with good reason doubt there is adequate defense from counterinsurgent forces. Only when the tables are turned; when the counterinsurgents hold the upper hand on controlling violence, and only after the local resident has been adequately enabled to control his own safety will there be open communication between the counterinsurgents and citizens.

This work with its historical depiction of how Compstat was developed is very helpful in studying and understanding Intelligence Led Policing.

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Everyone should read this book

I envy the students of Law, Criminal Justice etc. who will be using Dr. Silverman's book as a text book. It is a very well written, exciting account of how the largest police departement in the world used enlightened management techiques and a sophisticated computer system to drastically reduce crime in New York City. Business students and corporate managers can benefit from reading the book as well.The Deming-like management techniques used by the NYPD would benefit any organization.This book is for anyone who wants to be well informed.

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Good but Misleading

Dr. Silverman's book is an excellent description of the organizational change process orchestrated by the NYPD. Unfortunately, he failed to grasp the old saying that if something is too good to be true, it probably isn't true. The amount of crime and number of murders did drop substantially in New York as Silverman attests. What he fails to mention is that crime in Los Angeles, Boston, and San Francisco (to name a few cities) experienced nearly identical drops in crime during the same time frame and they did not implement NYPD's innovations. The NYPD was merely the beneficiaries of a trend (which actually started in 1991--before the innovations were implemented), rather than the trend's architect. Sometimes it is better to be lucky than to be good.

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In-depth Perspective of The NYPD

Mr. Silverman does a wonderful job here. The author makes a very complicated subject easy to understand and read. Silverman brings you right into the workings of the NYPD. The breakdown of the strategies that the NYPD implemented to combat crime was remarkable. Silverman explains Compstat so that the reader can fully understand its meaning and usefulness. This book was not written just for the police world but, for the communities that they serve. If you want to see how the real boys in blue catch the bad guys this book is a must.

Good Management and Government Join Forces!

During the mid-1990s NYC experienced a dramatic drop in crimes. "NYPD Battles Crime" begins by examining several alternative (non-police) explanations for this improvement. One alleged that the number of youths 14-17 had declined - actually it increased slightly. Simultaneously, the prison population did increase at an annual rate of 7.8%, and the unemployment rate rose. Another "explanation" is that crime was declining across the U.S. - however, the author shows that NYC represented about 80% of that national decline. Thus, Silverman is convinced that improved management is the key factor in NYC's improvement - the essential ingredient being that management no longer tacitly accepted an ever-growing crime rate, and now believes crime can be fought and beaten back.

Chief Bratton, the individual most credited with the improvements, began office benefiting from 3,500 (of an eventual 6,000) new cops already on the street courtesy of his predecessor's efforts. His first month brought the replacement of 7 top-ranking officers, and the first year led to replacing over two-thirds of 76 precinct commanders. Everyone at the top now bought into the possibility of double-digit crime reduction.

Follow-up on gun seizures became an early priority. Those arrested with weapons were aggressively questioned regarding the source of the weapons, and the sources (and their sources) also pursued. A second priority was locating and returning truants to school - reducing their contribution to crime. A third was reporting major crimes on a weekly basis (had taken 3-6 months), using mapping and showing trends, and identifying areas with greatest and least improvement. Day of the week, time of day, and arrests/individual (named) officers) were also reported.

Probably the biggest contributor, however, was Comstat - weekly meetings between precinct commanders and top brass where detailed and challenging questions were posed regarding the latest results; minutes were also taken, and followed up.

Compstat also facilitated gathering criminal activity data for nuisance complaints - allowing closing down eg. drug and prostitution locations, instead of just periodic sweeps and arrests. "Johns" began having their cars seized, reducing the demand for prostitution as well. Bar owners were "persuaded" to stop underage drinking (police showed them how to detect fake IDs), reducing loud outside crowds and neighborhood drag-racing. Cars playing loud music were confiscated, aided by the Dept. of Environment Protection's measuring sound levels.

Nuisance Abatement Laws were a particularly effective deterrent because advance notice was not required for temporary (up to one year) closing orders and $1,000/day public nuisance fines. Fire, health, and occupancy codes were also used as crime-reduction tools. (Store and apartment closings served to also reduce any perception that the NYPD was "on the take.")

Eventually Compstat was also used to focus on reducing drug dealing - the origin of numerous habit-supporting crimes. Cooperation and delegation among police and between other agencies also improved via Compstat.

Bottom Line: Silverman presents a solid case that replacing old thinking (eg. fast police response, and "time-in-grade" were key to crime control and promotion) with the new action-based approach brought about NYC's 50+% crime reduction.

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reviews: page 1, 2, 3, 4

In the last five years, New York City has experienced the nation's most dramatic reduction in crime. While the New York Police Department is receiving extensive publicity and praise as the key agent for the sharp decline, many experts downplay the NYPD's role, arguing instead that prevailing social, economic, and demographic conditions are the primary reasons for the unprecedented drop in crime rates.

This timely book informs the debate by detailing how innovative strategies adopted in 1994 by then police commissioner William W. Bratton had the immediate and sustained effect of lowering incidents of crime in every city precinct. Eli B. Silverman begins his study with a historical review of the evolution of police reform movements in New York City, showing that the achievements and failures of earlier external and internal initiatives formed the foundation for today's re-engineered NYPD.

Drawing on privileged access to police documents and meetings, he then examines how the dynamic interaction of specific strategic, organizational, and managerial changes redefined the approach to policing, transforming the department from a reactive to a proactive force. In particular, Silverman focuses on Compstat, a sophisticated computer program that compiles crime statistics, as the crucial mechanism for linking the development of new policies with effective tactics to control crime. The up-to-date and accurate information provided by Compstat drives twice-weekly crime strategy meetings that ensure essential planning, coordination, evaluation, and accountability.

This in-depth examination offers an inside view of the New York Police Department and its striking success in fighting crime. It is a fascinating story of organizational change, innovation, and continuity.

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