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The Compstat Survey (Part 1) contains a total of 321 variables pertaining to executive views and departmental policy, organizational features and technology, and comments about problem solving in police agencies. Variables include small or large department and region. Executive views variables include the year the chief assumed that position, the chief's approach to establishing priorities for the department, the goal of reducing crime by a specific number or percent, how often reported and how useful were 7 different types of information, 19 ranking variables of goals that police executives pursue, if the agency is divided into districts, the likelihood of 5 events occurring, who usually makes 8 types of decisions, the crime/disorder problem that consumed more of the department's efforts than any other problem in the last 12 months, 24 different tactics used to solve this problem, the importance of 9 considerations in deciding which tactics or methods to use, an assessment of department's efforts, the most influential source, an assessment of department's progress in solving the problem, the frequency of the department assessing its progress in dealing with the problem using statistical measures, the department's ability to produce and analyze data about the problem, the method altered, 8 types of structure or procedure changes, the frequency of 8 methods of communication, familiarity with NYPD's approach to Compstat, if attended Compstat, length of time the department spent doing 11 features associated with Compstat, and if the department implemented Compstat. Organizational features include if the agency is divided into districts, the organization of 12 functions in the department, the organization of command over personnel, data analysis, records management system, computer-aided dispatch system, hardware platforms, the method of entry into records management system, the method of exporting from the records management system to departmental computers, technology, the use of an automated system to track the location of patrol vehicles, the use of 8 crime mapping/crime analysis techniques, patrol officer access to 4 types of computerized data files, the type of access to files at 8 agencies, if and how the department maintains 5 types of information, the frequency that 15 types of information are reported to the police managers, the method of auditing, the time lag between 5 events and the availability for computer analysis, and 14 other organizational characteristics pertaining to the number of sworn and the number of civilian personnel. Lastly, Part 1 includes a variable for comments from the Executive Views portion of the survey and a variable containing comments from the Organizational Features section.

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Part 1: All police agencies in the United States with over 50 full-time, sworn police officers in 1996. Part 2: All line officers in the Lowell, Massachusetts, Minneapolis, Minnesota, and Newark, New Jersey, police departments between December 2000 and May 2001.

Bayley, David H., ed. 1998. What works in policing. New York: Oxford Univ. Press.

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PredPol uses only 3 points of reported crime data from police systems: what crime happened, when it happened, and where it happened. The data is of any kind. Since the crime is based off of civilian reports, it requires an actual citizen (or victim, in many unfortunate cases) to report a crime and call for service in their area. Departments then place officers in predicted areas — many times near the recently reported crime — to deter future crimes and prevent re-victimization due to repeat offense (a known criminal pattern). This results in repeated crime prevention through an intelligently placed officer presence; it does not mean that usage of PredPol results in police oppression or profiling.

Essay on Compstat - 1316 Palabras | Cram

Collection of essays summarizing “what works” evidence related to patrol, criminal investigation, drug enforcement, domestic violence, and crime prevention as well as several administrative topics (e.g., training, leadership, management).

COMPSTAT and the Newark Police Department Essay

Kelling, George L. 1978. Police field services and crime: The presumed effects of a capacity. Crime and Delinquency 24:173–184. DOI:

Law Enforcement - COMPSTAT and the Newark Police Department

Review of early effectiveness studies, most of which found that “nothing works.” Argues for police strategies that incorporate more police/citizen contact to overcome police/public alienation and to help reduce the public’s fear of crime. Available for purchase or by subscription.