Analyzes the New York City Police Department's (NYPD) high-tech crime fighting strategy, Compstat, and examines 25 years of change and leadership at NYPD, revealing that the Compstat crime control process is not an instant organizational turnaround but instead is the result of a gradual process of organizational change and leadership redirection. Of interest to students of policing and organizational management. Silverman is a professor of law, police science, and criminal justice administration at John Jay College of Criminal Justice in New York City. Annotation copyrighted by Book News, Inc., Portland, OR.
In the mid-1990s, the NYPD created a performance management strategy known as Compstat. It consisted of computerized data, crime analysis, and advanced crime mapping coupled with middle management accountability and crime strategy meetings with high-ranking decision makers. While initially credited with a dramatic reduction in crime, questions quic
A Cop's Tale focuses on New York City's most violent and corrupt years, the 1960s to early 1980s. Jim O'Neil - a former NYPD cop - delivers a rare look at the brand of law enforcement that ended Frank Lucas's grip on the Harlem drug trade, his cracking open of the Black Liberation Army case, and his experience as the first cop on the scene at the Dog Day Afternoon bank robbery.
This book is a descriptive presentation of how the largest and most influential police department in the nation, the NYPD, has significantly reduced crime over the last 10 years. As COMPSTAT is a critical tool in implementing the community policing model, this case study and methodology is of supreme importance to anyone interested in community policing and studying crime reduction.
Why Law Enforcement Organizations Faildissects headline cases to examine how things go wrong in criminal justice agencies. The third edition features new cases in each chapter including coverage of LaQuan McDonald's death; excessive force in Baltimore and during the Ferguson riots; and the death of Deborah Danner, a mentally ill woman in New York. Highlight cases that remain from earlier editions include New Orleans' Danziger Bridge after Hurricane Katrina; the death of Amadou Diallo; the Jon Benet Ramsey murder investigation; and the conflagration that ended the siege at the MOVE house in Philadelphia. These human tragedies and organizational debacles serve as starting points for exploring how common structural and cultural fault lines in police organizations set the stage for major failures. The author provides a framework for sorting through these cases to help readers recognize the distinct roles of operational mechanics, organizational structures, rank and file culture and executive hubris in making criminal justice agencies vulnerable to failure. The book examines how dysfunctions such as institutional racism, sexual harassment, systems abuse and renegade enforcement become established and then readily blossom into major scandals. Why Law Enforcement Organizations Fail also shows how managers and oversight officials can spot malignant individuals, identify perverse incentives, neutralize deviant cultures and recognize when reigning managerial philosophies or governing policies are producing diminishing or negative returns. This book is jargon-free and communicates plainly with students and criminal justice professionals. This is a highly-teachable book that also provides pragmatic long-term guidance for how to deal with crises, prevent their recurrence and restore organizational legitimacy. This book is an excellent centerpiece for any class on police organization and management, criminal justice policy or police-community relations. Praise for earlier editions:
Nineteenth-century New York City was one of the most magnificent cities in the world, but also one of the most deadly. Without any real law enforcement for almost 200 years, the city was a lawless place where the crime rate was triple what it is today and the murder rate was five or six times as high. The staggering amount of crime threatened to topple a city that was experiencing meteoric growth and striving to become one of the most spectacular in America. For the first time, award-winning historian Bruce Chadwick examines how rampant violence led to the founding of the first professional police force in New York City. Chadwick brings readers into the bloody and violent city, where race relations and an influx of immigrants boiled over into riots, street gangs roved through town with abandon, and thousands of bars, prostitutes, and gambling emporiums clogged the streets. The drive to establish law and order and protect the city involved some of New York’s biggest personalities, including mayor Fernando Wood, police chief Fred Tallmadge, and journalist Walt Whitman. Law and Disorder is a must read for fans of New York history and those interested in how the first police force, untrained and untested, battled to maintain law and order.
"Smarter Government: Governing for Results in the Information Age is about a more effective way to lead that is emerging, enabled by the Information Age. It provides real solutions to real problems using GIS technology and helps develop a management strategy using data that will profoundly change an organization, as successfully implemented by Gov. Martin O'Malley in the state of Maryland"--
Drugs, bribes, falsifying evidence, unjustified force and kickbacks: there are many opportunities for cops to act like criminals. Jammed Up is the definitive study of the nature and causes of police misconduct. While police departments are notoriously protective of their own—especially personnel and disciplinary information—Michael White and Robert Kane gained unprecedented, complete access to the confidential files of NYPD officers who committed serious offenses, examining the cases of more than 1,500 NYPD officers over a twenty year period that includes a fairly complete cycle of scandal and reform, in the largest, most visible police department in the United States. They explore both the factors that predict officer misconduct, and the police department’s responses to that misconduct, providing a comprehensive framework for understanding the issues. The conclusions they draw are important not just for what they can tell us about the NYPD but for how we are to understand the very nature of police misconduct. ACTUAL MISCONDUCT CASES »» An off-duty officer driving his private vehicle stops at a convenience store on Long Island, after having just worked a 10 hour shift in Brooklyn, to steal a six pack of beer at gun point. Is this police misconduct? »» A police officer is disciplined no less than six times in three years for failing to comply with administrative standards and is finally dismissed from employment for losing his NYPD shield (badge). Is this police misconduct? »» An officer was fired for abusing his sick time, but then further investigation showed that the officer was found not guilty in a criminal trial during which he was accused of using his position as a police officer to protect drug and prostitution enterprises. Which is the example of police misconduct?
When Bill Bratton was sworn in as New York City's police commissioner in 1994, he made what many considered a bold promise: The NYPD would fight crime in every borough...and win. It seemed foolhardy; even everybody knows you can't win the war on crime. But Bratton delivered. In an extraordinary twenty-seven months, serious crime in New York City went down by 33 percent, the murder rate was cut in half--and Bill Bratton was heralded as the most charismatic and respected law enforcement official in America.. In this outspoken account of his news-making career, Bratton reveals how his cutting-edge policing strategies brought about the historic reduction in crime. Bratton's success made national news and landed him on the cover of Time. It also landed him in political hot water. Bratton earned such positive press that before he'd completed his first week on the job, the administration of New York's media-hungry mayor Rudolph Giuliani, threatened to fire him. Bratton gives a vivid, behind-the-scenes look at the sizzle and substance, and he pulls no punches describing the personalities who really run the city. Bratton grew up in a working-class Boston neighborhood, always dreaming of being a cop. As a young officer under Robert di Grazia, Boston's progressive police commissioner, he got a ground-level view of real police reform and also saw what happens when an outspoken, dynamic, reform-minded police commissioner starts to outshine an ambitious mayor. He was soon in the forefront of the community policing movement and a rising star in the profession. Bratton had turned around four major police departments when he accepted the number one police job in America. When Bratton arrived at the NYPD, New York's Finest were almost hiding; they had given up on preventing crime and were trying only to respond to it. Narcotics, Vice, Auto Theft, and the Gun Squads all worked banker's hours while the competition--the bad guys--worked around the clock. Bratton changed that. He brought talent to the top and instilled pride in the force; he listened to the people in the neighborhoods and to the cops on the street. Bratton and his "dream team" created Compstat, a combination of computer statistics analysis and an unwavering demand for accountability. Cops were called on the carpet, and crime began to drop. With Bratton on the job, New York City was turned around. Today, New York's plummeting crime rate and improved quality of life remain a national success story. Bratton is directly responsible, and his strategies are being studied and implemented by police forces across the country and around the world. In Turnaround, Bratton shows how the war on crime can be won once and for all.
