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

3. Using Performance Measurement to Improve Policing

4. 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?

5. 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

6. 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

7. 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)

8. 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

9. 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

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

11. 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.

12. 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

13. 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.