Compstat and Its Potentials in Policing

COMPSTAT FOR MORE EFFECTIVE POLICING Random Police Patrolling vs. IT Policing Application The research supported by the National Institute of Justice of the U.S. Department of Justice presented eight major hypotheses on crime prevention by the police (Sherman et al., 1990). The third was random patrolling, which assumed that the more random patrols in public places, the greater the perceived "omnipresence" of police force to discourage crime. Early beat officers checked on specific areas at specific times according to strictly supervised patterns (Reiss, 1992 as qtd in Sherman et al.).

The adoption of the Rapid 911 response scheme in automobiles gradually replaced random patrolling. The basis was the perceived unpredictability of patrolling patterns, which would create police omnipresence to discourage crime in public places. Finding of a research came up with weak evidence on the effect of patrolling either in number or variations. It concluded that patrol presence in big cities had no crime prevention effects. The reported weakness was greater according to another study, which added daytime foot patrols.

Large incidents of burglary and robbery occurred at night when the foot patrols were not in the areas. However, many police chiefs and mayors still believe that random patrolling would help reduce crime (Sherman et al.). In comparison, the application of technology to law enforcement has revolutionalized its work in deterring crime in the past few years (Roberts, 2011).

The increasing capabilities of computer technology, its continuous diminishing costs, the progressive and extensive growth mobile communications, and the expansion of available and innovative technological applications have greatly enhance the work of law enforcement throughout the country. Police patrols are now equipped with the most technologically sophisticated vehicles, laptop computers or mobile digital computers, in-car cameras, automated license plate readers, multi-band radios, automated vehicle location, emergency lights, sirens and RADAR or LIDAR devices.

Police officers now carry or wear technological gadgets, such as a smartphone, video camera or a less deadly weapon. These are in addition to the standard weapons, handcuffs, ammunition, baton and a flashlight (Roberts). 2. COMPSTAT and Its Basic Functions The four basic steps in information systems are input, process, output and storage (Jacobson, 2014). Input is anything that the user wants to put inside a system for any use. A keyboard, scanner, microphone, mouse and another computer are among the resources for inputs.

An input has any purpose only when it is processed and produced into some kind of output. Processing occurs in the inner components of a computer when it converts inputs into something usable. An output is the processed information in some usable form. It takes many forms, such as monitor or printer for visual product or a speaker for audio. It may be usable for short duration, such as printing photographs or for longer periods and must be kept or stored. And storage is the component for saving data.

Data are stored for any reason. They may be kept for future reference or to prevent their loss. Data storage is important. Outputs and processed data may be stored in the hard disk, in the USB drive or as a CD (Jacobson). COMPSTAT or Computer Comparison Statistics is a multifaceted system used to manage police operations (Godown 2014). It helps the organization fulfill its mission and achieve its goals.

As a crime control process, it consists of recurring meetings during which performances are critically reviewed in search of improvements and for greater opportunities. It is two-pronged. It reviews crimes outwardly and its effects in the community. And it evaluates the organization internally in identifying the best practices for personnel management. The COMPSTAT process is guided by the four principles, namely, accurate and timely intelligence; effective tactics; rapid deployment; and relentless follow-up and assessment. In implementing accurate and timely intelligence, the police force must know what is happening.

In enforcing effective tactics, the force must create a plan. Deployment should always be rapid. And relentless follow-up and assessment mean that is something works, it should be repeated. If it does not, something else should be done in its place that will work (Godown). 3. How Information Systems Enable Faster Crime Response Technology has done wonders in empowering police officers, especially those in the field (Roberts, 2011). It enables them to inquire or search into multiple databases related to justice.

Officers are now able to access and examine databases, which help in identifying the person they are dealing with. They can easily conduct character or credit investigations. Police officers are now described as "more wired." These new capabilities allow them to become more efficient, more effective and more capable of using time more efficiently because they become more knowledgeable. As a result, reporting capabilities improve. They need not go back to the headquarters to prepare and submit reports (Roberts).

Those in department offices are also able to use computers and mobile technologies in improving the quality of data inputted (Roberts, 2011). This is done by enabling them to edit the data entered into their systems to insure their accuracy and completeness. They are also able to build mobile interfaces for timely preparation, completion and submission. In addition, mobile technology use among police forces has vastly improved the efficiency and effectiveness of police officers.

They are now more visible within the community, have greater access to local and national databases, and are able to realize more accurate data collection, which saves a lot on time (Roberts). 4. SWOT Analysis for Predictive Policing. SWOT stands for strengths, weaknesses, opportunities and threats (EndVAWNOW, 2012). Strengths are internal capabilities, such as a strong leadership commitment in improving police response to crime and domestic violence and a sufficient number of competent police officers who have completed appropriate training and may train new recruits.

Weaknesses are internal limitations, such as limited police presence of personnel in a given area; managerial pressure in police stations, which can discourage attendance of training sessions; a lack of data for recording and reporting on domestic violence; or a high-turnover of community-level police. Opportunities are positive external factors, such as the willingness of local NGOs to work with the police in solving gender-based violence or an international donor, which provides funding for training on domestic violence for the police force. And threats are external limitations or challenges.

They may be in the form of violence against women, especially in communities where this is a norm and where police intervention is not welcomed or elicited. These may also be in the form of legislation on domestic violence, which does not provide specific response measures by the police. Such legislation poses a challenge and should be introduced as a topic during training. Government budget cuts are another form of threat, limitation or challenge (EndVAWNOW).

The strengths of a police department, which intends to embark in predictive policing, should focus on reliable processes (Yant.