C OMPSTA T

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