1 / 39

C OMPSTA T

C OMPSTA T. POLICING In Los Angeles. Los Angeles Police Department. Detective III Jeff Godown Officer-In-Charge COMPSTAT Section. (213) 847-0080 Cell (213) 216-4301 23203@lapd.lacity.org. Los Angeles Police Department. 9,294 Sworn Personnel 4 Geographic Bureaus

jayme-ruiz
Download Presentation

C OMPSTA T

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. COMPSTAT POLICING In Los Angeles

  2. Los Angeles Police Department Detective III Jeff Godown Officer-In-Charge COMPSTAT Section (213) 847-0080 Cell (213) 216-4301 23203@lapd.lacity.org

  3. Los Angeles Police Department • 9,294 Sworn Personnel • 4 Geographic Bureaus • 19 Geographic Areas (Divisions) • Pop. 3.9 Mil. • 473.1 Square Miles • Budget 1.5 Bil. (46% of fund; 2005/06) • 8,000 Calls each Day (Received)

  4. Los Angeles Police Department 2005 Part 1 Crimes December 31, 2005 • 486 Homicides (1.3 per Day) • 946 Rapes (2.6 per Day) • 13,487 Robberies (36.9 per Day) • 15,476 Assaults (42.4 per Day) • 21,719 Burglaries (59.5 per Day) • 26,691 Auto Thefts (73.1 per Day) • 32,668 Burglary/Theft Vehicle (89.5 per Day) • 30,087 Personal/Other Theft (82.4 per Day) • 141,560 Total Crimes (387.8 per Day)

  5. COMPSTAT • 159,905 Arrests* • 438 per day • 528,013 Citations** • 1,446 per day • 50,315 Traffic Collisions** • 137 per day *2005 /**2004

  6. LAPD Faces Geographic Challenges

  7. 2002 2003 2004 2005 2006* 9034 9298 9084 9302 9552 Los Angeles Police Department Sworn Staffing Levels *Projection

  8. Los Angeles Police Department 2005 Part 1 Crime per 1,000 persons

  9. Los Angeles Police Department January through June 2005 Part 1 Crime per 10,000 persons Cities Greater than 1 Million

  10. Los Angeles Police Department 2006 Office Of Operations Goals • 8% Overall reduction in Citywide Part 1 Crimes • 5% reduction in all traffic collisions • Continue to pursue full compliance with requirements of Federal Consent Decree through the exercise of ethical lawful policing • Enhance our overall homeland security capabilities by increased training and information sharing • Continued reengineering of work processes to improve service delivery

  11. COMPSTAT “Effective communication is central to managing a police agency, both for clearly imparting the organization’s goals throughout the department and for aiding in the information gathering and decision making process of management.” Managing of Police Organizations, Whisenand/Ferguson

  12. COMPSTAT • Goal attainment • Achieved through Communication • System’s Degree of success based on 5 Key Factors

  13. COMPSTAT • System’s Key Factors (It must…) • Provide sufficient information to accomplish assigned tasks • Clarify perceptions and expectations of responsibility • Facilitate the coordination of people and materials to achieve specific objectives (present/ future)

  14. COMPSTAT • System’s Key Factors (Cont’d) • Facilitate organizational problem solving and conflict resolution • Furnish general directions, not only on what to achieve, but also on how to achieve it

  15. COMPSTAT “Successful police management is not simply a matter of dictating orders, but requires the genuine participation and invaluable knowledge of all members of the department, including the line officers.” Managing of Police Organizations, Whisenand/Ferguson

  16. COMPSTAT “Middle management and line officers need to feel included in the process and to have a sense of purpose regarding the directions given by upper management. One-way communication of vague or contradictory policies does not motivate the rank and file.” Managing of Police Organizations, Whisenand/Ferguson

  17. COMPSTAT • COMPSTAT is the Vehicle • Goal attainment thru Communication • Allows demonstration of understanding • Department members • Crime problems • Enables discussion of future strategies

  18. COMPSTAT • Results of implementation of COMPSTAT crime control model • Significant reductions in violent crimes • NY, Boston, Philly, Miami, New Orleans, and Newark • Los Angeles has experienced ongoing crime reduction

  19. COMPSTAT • COMPSTAT tailored to your needs • Custom processes for each department • Different community and department needs • Not a fixed solution, can fit anywhere • Core elements remain the same • Proactively fighting crime rather then reacting to it!

  20. COMPSTAT • COMPSTAT philosophy • Vital component -- Hold managers accountable for combating crime • Provide them the authority • Deploy resources • Achieve desired results in their area

  21. COMPSTAT “Think outside the Box” “YOU CAN’T ARREST YOURSELF OUT OF THE PROBLEM”

  22. COMPSTAT • Elements of COMPSTAT - “FOUR” distinct principles • Accurate and Timely Intelligence • Effective Tactics • Rapid Deployment • Relentless Follow-up and Assessment

  23. COMPSTAT • Accurate and Timely Intelligence • Today’s policing techniques consist of vast amounts of information • Need to provide vehicle to share essential information with all levels of organization • Shrinking resources in today’s environment • Ability to apply resources to an identified problem area (Put Cops on the Dots) • Critical in successfully reducing crime

  24. COMPSTAT • Accurate and Timely Intelligence (Cont.) • Marked police vehicles deployed • Historically, deployed randomly to deter potential criminals who see the B/W on patrol • This principle suggests Intelligence and Information be used as a radar screen for direction • Place resources in exact problem areas

  25. Officer Safety is Critical

  26. COMPSTAT • Be the Best you can be • Experience = knowledge • But is that enough? • Know what crimes are happening, who commits them, where and when • Be prepared with the right resources • Overcome lack of resources by targeting • Training on necessary Tactics • Officer Safety is Critical

  27. COMPSTAT • Effective Tactics • Traditional Policing Tactics • Dictated problems be solved at superficial level • Take care of Suspect, not social or environmental situation • Actually adding to or creating the problem

  28. COMPSTAT • Effective Tactics (Cont.) • COMPSTAT Tactics • Encourages “Thinking outside the box” • Mandates all resources considered in responding to problems (external as well) • Old attitudes of public entities responding at slow speed are no longer acceptable

  29. COMPSTAT • Rapid Deployment • For decades, PD have been driven by calls for service • Respond with limited resources in a reactive manner • With COMPSTAT • PD are now armed with vital intelligence • Crime trends and patterns • Allows for strategic police response • Uniformed, Plainclothes, Decoys, Stings

  30. All Resources Utilized Parole/Probation Community Outreach Clergy DA/CA Dept Water/Power Dept of Trans. Additional Channels available Schools Media Other Police Agencies Building/Safety Auto Dealers COMPSTAT • Rapid Deployment (Cont.)

  31. COMPSTAT • Relentless Follow-up and Assessment • Essential elements in any crucial operation • Critically assess past Tactics • Lessons learned - Employed tactics • What was successful - what just didn’t work • “You can’t Expect unless you Inspect”

  32. COMPSTAT • Relentless Follow-up and Assessment (Cont.) • Need to be evaluated based on results • Rare in the Public sector/Police dept • Businesses can become Bankrupt (= Crime) • Implement unsuccessful strategies • Provide unacceptable level of customer service

  33. COMPSTAT • Relentless Follow-up and Assessment (Cont.) • Bottom line - COMPSTAT is results • Administrative, Operational or Investigative • All evaluated by the results achieved • Static Operations that do not provide for successful results are assessed for their value and necessity to overall operation

  34. COMPSTAT • Current Strategies • What’s working………Why? • What’s NOT working……..Why? • How do we fix it? • Implementation of New Strategies • Which?

  35. SUSPECT VICTIM CRIME TRIANGLE LOCATION COMPSTAT

  36. COMPSTAT High Risk People (Victims/Suspects) 10% of Victims Account for 40% of Crimes 10% of Suspects Account for 50% of Crimes POLICE FOCUS High Risk Places High Risk Activities 10% of Locations Account for 60% of Crimes Criminal/Initially Non-Criminal Behavior

More Related