Quiz According to Moore, why should police departments embrace accountability and measure performance? (hint: Moore provides 3 reasons, give me 1)

Slides:



Advertisements
Similar presentations
Managing and measuring organizational performance Brent Stockwell, Strategic Initiatives Director Scottsdale City Manager’s Office
Advertisements

Forms of Evaluation. Evaluation Models  The Traditional Model  Informal  Conducted in-house  Usually flattering  Social Science Research Model 
Designing Adaptive Organizations
Output Costing 11 th November 2010 Toby Spanier
Performance Indicators Exam QuestionsPromotionMerchandisingGeneral
Accountability in Human Resource Management Dr. Jack J. Phillips.
ACTIVITY BASED COSTING
Teacher Self-Evaluation Tool Kit
Making Human Resource Management Strategic
9 Closing the Project Teaching Strategies
© Robotics - 1 Process Analyzed ABB robotics Cost Management Assignment Group: JAMBO1 Federico Rosales Federico Tagliabue Jesper Jarnhall Panthep Pengniti.
What is the “bottom line”? Via Strategic Management.
Understanding our Results
Quiz Other than reducing crime, name another valuable contribution Moore claims police provide for their communities.
4/00/ © 2000 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Performance Appraisal Principles and Systems.
© 2012 Delmar, Cengage Learning Section V Getting the Job Done… Through Others Chapter 16 Measuring Performance: Assessment and Evaluation.
Assessing Organizational Communication: Strategic Communication Audits Chapter 1 Communication Audits as Organizational Development.
This Space For Rent. Quiz According to Moore, what group should have the most say in what police are supposed to do? (A) Clients (B) Citizens (C) Offenders.
Management Functions & Decision Making UNIT 4: CHAPTER 11.
© 2012 Delmar, Cengage Learning Section I Management, Supervision and Leadership: An Overview Chapter 3 The Police Mission: Getting the Job Done.
Safety Culture and Empowering Safety Robby Jones, Supervisor NC Department of Labor, OSHA.
Chapter 5. Why is Planning Important Need to plan because: Investors, guide for owners and managers, direction and motivation for employees, provide an.
Chapter 7 MANAGEMENT AND LEADERSHIP.  Who is a Manager?  In charge of success or failure of a business  Management– process of accomplishing the goals.
Planning and Organizing Chapter 4. The Planning Function Business Plan – a written description of the nature of the business, its goals, and objectives,
Department of Defense Voluntary Protection Programs Center of Excellence Development, Validation, Implementation and Enhancement for a Voluntary Protection.
Chapter 11 Organizational Control. Monitoring the efficiency and effectiveness of activities necessary for achieving org. goals. Anticipating future.
Michele May Stephanie Dodson April 22, Low overhead is a sign of an effective and well- run nonprofit. It is morally wrong for people who are.
Chapter 1 Introduction to Public administration. Public administration is concerned with the management of public programs. Public administrators work.
UNIT 1 LEGAL THEORIES AND CONCEPTS. NEED FOR LAW Read the Island ScenarioIsland Scenario Answer the following: 1)Who will be our leader? Why? 2)What are.
© 2012 Delmar, Cengage Learning Section V Getting the Job Done… Through Others Chapter 16 Measuring Performance: Assessment and Evaluation.
Finance and Accounts.
A Ratio. A Ratio. My Kingdom for a Ratio
Strategic Information Systems Planning
MANAGEMENT ACCOUNTING
Project monitoring and evaluation
ETHICS IN BUSINESS MANAGEMENT
ETHICS IN BUSINESS MANAGEMENT
Presence of Community Policing at Longwood
Picture? Societies 101.
SAMPLE Drive Engagement Through Interdepartmental Collaboration
MGT301 Principles of Marketing
Operations Consulting and Reengineering
Q1 issues: Lack of staff agreement in the decisions as to if and how to utilize volunteers within the agency Absence of job descriptions or support and.
The Customer Driven Organization
Culture Survey This document provides examples of how we analyze and report our clients’ culture survey data. It includes data from several clients in.
Income Statements Chapter 23.
Basic Principles: Ethics and Business
Evaluation of HR – Why evaluate?
Traditional U and the case of That One Guy who wanted to put our school online nick punt 10/17/07.
Community- Oriented Policing
BEST PRACTICES IN LIBRARY INSTRUCTION FORUM November 7, 2007
MANAGEMENT Part Six: The Controlling Process
Bellwork Do you think money is enough motivation to become an entrepreneur? Explain in 2-3 sentences. What do you think are the two major differences.
The Marketing Basics Chapter 8.
Financial Management An Introduction.
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
Community- Oriented Policing
Community- Oriented Policing
Part IV SALES FORCE COMPETENCIES
Private Investigations vs. Public Investigations
What is Organizational Context?
Changing the Game The Logic Model
Introduction to Public administration
Strategic Planning.
Chapter 13 Planning, Programming, and Budgeting
Community- Oriented Policing
Climate Climate Culture
Basic Principles: Ethics and Business
Differences and similarities
Performance management in public institutions
Presentation transcript:

Quiz According to Moore, why should police departments embrace accountability and measure performance? (hint: Moore provides 3 reasons, give me 1)

Using Performance Measurement to Improve Policing

External Accountability Why should police managers embrace it? Citizens demand it It’s the right thing to do It’s impossible to manage without it Which is the most important?

Why is it impossible? Managers insist officers be accountable to public values, but this often comes at the expense of individual officers’ benefit When demands are placed on officers to meet public’s values, supervisors often side with officers to keep morale (and performance) up. When this is done, police end up operating in accordance with their own values, not the public’s. The only way public values “win” is when specific standards of performance are encoded in a system of accountability

Private vs Public Private companies have a definable purpose—if profitability is lost, the whole company goes under. Not true with police: the “bottom line” is whatever the authorizing environment wants Ideally, managers want the external environment to make consistent, powerful demands, and that these be the same thing supervisors are demanding

Internal Performance Systems How powerful they are depends on: Alignment of internal/external systems Alignment of system w/organizational culture Frequency of measurement/speed of feedback Visibility of reports How results are interpreted (start/end)

What should PDs measure? What do PDs usually measure? Activities and outputs (e.g., arrests) What should they measure? Outcomes (e.g., crime reduction) Why don’t they? Hard to measure & occur “down the road” Outputs are easier/less expensive and have to occur first

Compstat Strengths: Focus on accountability Innovation: organizational learning Weaknesses: Only captured value of lowering crime Did not capture costs (esp. authority) of lowering crime Focused squarely on lowering crime via law enforcement instead of other means

Current baseline Orientated around traditional policing model: Operational costs and their distributions Activities/outputs related to crime (e.g., reported crimes, arrests, clearance rates)

Limitations of current baseline Traditional model fails to capture all values produced by police: Some information is captured and used, but in simple ways (e.g., operating costs) Some information is captured, but seldom used (e.g., civil suits) Some information must be newly gathered (e.g., fear of crime) via surveys or evaluations Gathering new info or using existing info in new ways is an investment in learning, since time and money must be spent.

Takeaway Points Both citizens and police admins need high-quality performance measures Police capture only a portion of the value they create. They do well on crime control, holding offenders to account, and use of financial resources, but miss everything else, especially authority. Existing performance systems treat police as a production line, not a job shop. Not much attention is paid to organizational investments

Room for Improvement To improve performance systems, 3 steps must be taken: Recognize and treat as important all values police produce and make them part of the police mission Police must be held accountable for how they use their authority, not just financial resources. Police must concerns themselves with strengthening their future capabilities, and not just present performance.