Топикстартер по дэшСтат
Вот это пасхалка была, оказывается, в "Прослушке" в последнем сезоне, где мэр Карцети начал программу по уменьшению преступности CitiStat, но был застигнут врасплох бюджетным кризисом и остановил ее, включив режим экономии.
http://citistat.baltimorecity.gov/
Пасхалка в том, что программа CitiStat Балтимора в США является образцовой после такой же программы в NYC, которая всем известна под кодовым именем "теория разбитых окон".
http://citistat.baltimorecity.gov/
Пасхалка в том, что программа CitiStat Балтимора в США является образцовой после такой же программы в NYC, которая всем известна под кодовым именем "теория разбитых окон".
Прототип Томми Карцети
https://ru.wikipedia.org/…/%D0%9E%E2%80%99%D0%9C%D1%8D%D0%B…
https://ru.wikipedia.org/…/%D0%9E%E2%80%99%D0%9C%D1%8D%D0%B…
CompStat NYC
http://www.businessofgovernment.org/…/de…/files/CompStat.pdf
https://www.brookings.edu/bo…/the-performancestat-potential/
http://www.businessofgovernment.org/…/de…/files/CompStat.pdf
https://www.brookings.edu/bo…/the-performancestat-potential/
Статья про движение -Stat вообще
http://www.businessofgovernment.org/…/stat-movement-turns-t…
http://www.businessofgovernment.org/…/stat-movement-turns-t…
И читая все это я вот понял - у нас оперуправление как раз по такой модели происходит. И развитие направления DataCentric Enterprise с помощью ключевых проектов оно все туда же, в развитие практики -Stat.
The Essential Features of CompStat
The meeting: The term “CompStat,” in its simplest
form, generally refers to the strategic planning
meetings that have been taking place within the
NYPD every two weeks since early 1994. Precinct
commanders are now regularly summoned to
headquarters to respond to pointed questions posed
by senior administrators about concrete operational
issues that arise in the field. They stand at a podium
facing a large dais, and engage in lively dialogue
with individuals occupying the uppermost echelons
of the organization. Large projection screens display
real time data obtained from sophisticated
geographic information system (GIS) software.
These data relate to crime complaints, arrests,
trends, and patterns. They enable all participants to
“work off the same page” when reviewing organizational
performance, allocating resources, and
forecasting and reacting to a changing organizational
environment. The CompStat Unit is chiefly
responsible for gathering information from the field,
analyzing it, and disseminating it back to field
commanders and senior administrators so that it
can be used effectively.
http://www.businessofgovernment.org/.../files/CompStat.pdf
The meeting: The term “CompStat,” in its simplest
form, generally refers to the strategic planning
meetings that have been taking place within the
NYPD every two weeks since early 1994. Precinct
commanders are now regularly summoned to
headquarters to respond to pointed questions posed
by senior administrators about concrete operational
issues that arise in the field. They stand at a podium
facing a large dais, and engage in lively dialogue
with individuals occupying the uppermost echelons
of the organization. Large projection screens display
real time data obtained from sophisticated
geographic information system (GIS) software.
These data relate to crime complaints, arrests,
trends, and patterns. They enable all participants to
“work off the same page” when reviewing organizational
performance, allocating resources, and
forecasting and reacting to a changing organizational
environment. The CompStat Unit is chiefly
responsible for gathering information from the field,
analyzing it, and disseminating it back to field
commanders and senior administrators so that it
can be used effectively.
http://www.businessofgovernment.org/.../files/CompStat.pdf
CompStat also facilitates the transfer of knowledge
among sub-units (by the sharing of best practices)
and also corrects factors and/or structures that
inhibit the transfer of knowledge. CompStat draws
together otherwise disconnected groups and facilitates
both the vertical and horizontal transfer of
knowledge. It also confronts the powerful forces
“that oppose productive dialogue and discussion”
within the organization (Senge, 1990, p. 237).
CompStat encourages teamwork and collaborative
responses to problems and challenges.
The CompStat process enables administrators to
take a holistic view of the entire organization. It
views the organization as an open system and discourages
“linear thinking.” Rather than merely
reacting to what is perceived as simplistic “cause
and effect” chains, CompStat encourages administrators
to continually search for the interrelation ships of events and processes that hinder or facilitate
peak performance. Senge (1990) refers to this as
“systems thinking.” Rather than basing one’s managerial
decisions on a series of random snapshots or
glimpses of the performance of isolated parts, this
management approach enables decision makers to
keep the “big picture” in focus at all times.
among sub-units (by the sharing of best practices)
and also corrects factors and/or structures that
inhibit the transfer of knowledge. CompStat draws
together otherwise disconnected groups and facilitates
both the vertical and horizontal transfer of
knowledge. It also confronts the powerful forces
“that oppose productive dialogue and discussion”
within the organization (Senge, 1990, p. 237).
CompStat encourages teamwork and collaborative
responses to problems and challenges.
The CompStat process enables administrators to
take a holistic view of the entire organization. It
views the organization as an open system and discourages
“linear thinking.” Rather than merely
reacting to what is perceived as simplistic “cause
and effect” chains, CompStat encourages administrators
to continually search for the interrelation ships of events and processes that hinder or facilitate
peak performance. Senge (1990) refers to this as
“systems thinking.” Rather than basing one’s managerial
decisions on a series of random snapshots or
glimpses of the performance of isolated parts, this
management approach enables decision makers to
keep the “big picture” in focus at all times.
CompStat also serves as a means of managing tension,
strain, stress, and conflict within the organization.
All organizations experience tension caused
by the discrepancy between current reality and the
desired state (vision) (see, generally, Fritz, 1996).
CompStat enables an organization to use this tension
to redirect it toward desired goals. It entails a
continuous process of analysis, action, reevaluation,
and adjustment that keeps the organization
continually moving forward. Jack Maple, the NYPD
official who is credited with creating CompStat,
describes four basic principles that form the cornerstone
of the CompStat process: accurate and timely
intelligence/information; rapid deployment; effective
tactics; and relentless follow-up and assessment
(Maple, 1999, pp. 32-34). By proceeding in
this manner, the organization learns, reacts, and
gets smarter each time around.
strain, stress, and conflict within the organization.
All organizations experience tension caused
by the discrepancy between current reality and the
desired state (vision) (see, generally, Fritz, 1996).
CompStat enables an organization to use this tension
to redirect it toward desired goals. It entails a
continuous process of analysis, action, reevaluation,
and adjustment that keeps the organization
continually moving forward. Jack Maple, the NYPD
official who is credited with creating CompStat,
describes four basic principles that form the cornerstone
of the CompStat process: accurate and timely
intelligence/information; rapid deployment; effective
tactics; and relentless follow-up and assessment
(Maple, 1999, pp. 32-34). By proceeding in
this manner, the organization learns, reacts, and
gets smarter each time around.
The City of Baltimore (CitiStat)
CitiStat marks another significant development in
the evolution of the stat process. CitiStat represents
the first time that a major American city has
attempted to coordinate all of its major services
and to formalize the process of interagency cooperation
through the stat system.
Baltimore’s current police commissioner, Edward
Norris, is a former NYPD official who was chiefly
responsible for coordinating that agency’s CompStat
meetings over the past several years. He brought theCompStat model with him to Baltimore, successfully
implemented it, and has significantly improved the
overall performance of his new agency. Perhaps the
most significant result of his new approach to policing
has been the reduction of Baltimore’s homicide
rate to a 10-year low. (Clines, “Baltimore Gladly
Breaks 10-Year Homicide Streak.” The New York
Times, January 3, 2001.) Baltimore Mayor Martin
O’Malley, the man who hired Norris, was apparently
so impressed by Norris’s use of CompStat that
he has adopted it as the primary management tool
for several other of his city’s departments and agencies.
Jack Maple, the former NYPD official who created
the concept of CompStat, was retained as a
consultant and charged with developing a program
that would function on a citywide basis. This
unprecedented move has yielded immediate results.
Similar improvements have been noted in several
of the other departments that are now monitored
by CitiStat. For example, over an initial threemonth
period, Baltimore experienced a reported
25 percent drop in overtime in the Department of
Public Works (DPW), Water and Waste Division.
Unscheduled leave in that agency also fell by more
than one-third during this period.
CitiStat marks another significant development in
the evolution of the stat process. CitiStat represents
the first time that a major American city has
attempted to coordinate all of its major services
and to formalize the process of interagency cooperation
through the stat system.
Baltimore’s current police commissioner, Edward
Norris, is a former NYPD official who was chiefly
responsible for coordinating that agency’s CompStat
meetings over the past several years. He brought theCompStat model with him to Baltimore, successfully
implemented it, and has significantly improved the
overall performance of his new agency. Perhaps the
most significant result of his new approach to policing
has been the reduction of Baltimore’s homicide
rate to a 10-year low. (Clines, “Baltimore Gladly
Breaks 10-Year Homicide Streak.” The New York
Times, January 3, 2001.) Baltimore Mayor Martin
O’Malley, the man who hired Norris, was apparently
so impressed by Norris’s use of CompStat that
he has adopted it as the primary management tool
for several other of his city’s departments and agencies.
Jack Maple, the former NYPD official who created
the concept of CompStat, was retained as a
consultant and charged with developing a program
that would function on a citywide basis. This
unprecedented move has yielded immediate results.
Similar improvements have been noted in several
of the other departments that are now monitored
by CitiStat. For example, over an initial threemonth
period, Baltimore experienced a reported
25 percent drop in overtime in the Department of
Public Works (DPW), Water and Waste Division.
Unscheduled leave in that agency also fell by more
than one-third during this period.
At the beginning each meeting, one screen displays
and reenforces the “mayor’s goals,” which
serve as an overriding mission statement for the
entire city government. Another screen displays
the four tenets of the CitiStat process, which are
derived from the four basic principles of the
CompStat model: accurate and timely intelligence;
rapid deployment; effective strategies; and relentless
follow-up. The logo chosen for the CitiStat
process is quite appropriate—a magnifying glass. It
suggests an enhanced level of scrutiny and attention
to detail that might otherwise be unfamiliar to
civil service agencies.
https://www.youtube.com/watch?v=l0YDKgpAtOg
and reenforces the “mayor’s goals,” which
serve as an overriding mission statement for the
entire city government. Another screen displays
the four tenets of the CitiStat process, which are
derived from the four basic principles of the
CompStat model: accurate and timely intelligence;
rapid deployment; effective strategies; and relentless
follow-up. The logo chosen for the CitiStat
process is quite appropriate—a magnifying glass. It
suggests an enhanced level of scrutiny and attention
to detail that might otherwise be unfamiliar to
civil service agencies.
https://www.youtube.com/watch?v=l0YDKgpAtOg
The Four Tenets of CitiStat
• Accurate and timely intelligence to ensure the
most complete analysis possible
• Rapid deployment of resources to quickly address
city problems
• Effective tactics and strategies to ensure proactive
solutions
• Relentless follow-up and assessment to ensure that
problems do not reoccur
• Accurate and timely intelligence to ensure the
most complete analysis possible
• Rapid deployment of resources to quickly address
city problems
• Effective tactics and strategies to ensure proactive
solutions
• Relentless follow-up and assessment to ensure that
problems do not reoccur
Guidelines for Successful Implementation
Design Stage
1. Articulate organizational mission/vision and
realign organizational structure to facilitate the
meeting of goals and objectives.
2. Have a modern organizational and information
technology (IT) infrastructure in place prior to
implementation.
Implementation Stage
1. Select performance indicators through a collaborative
and fluid process.
2. Identify equivalent units for comparison.
3. Review and refine indicators.
4. Compile timely and accurate data.
5. Share all data and information compiled by the
stat unit with field units well in advance of the stat
meetings.
6. Hold “mini” CompStat meetings
Meeting Stage
1. Hold stat meetings at a convenient time and
place
2. Require key personnel to attend and participate.
3. Schedule meetings frequently
4. Record all meetings
5. Prepare profiles for each presenting unit
6. Maintain a professional and productive atmosphere
7. Engage in meaningful and constructive dialogue
8. Use the stat process to manage organizational
knowledge
In every version of the stat process
observed, presenters were often called upon to
describe their standard operating procedures, to
explain how they did things. Commissioners generally
know and understand the ends (organizational
goals) but not always the means (how things actually
get done in the field). This process provides a
perfect opportunity for bridging the knowledge gap
between management and the rank and file. The stat
process can therefore greatly enhance the body of
useful knowledge available to the organization and
“generate new knowledge and new ways of knowing”
(Cook and Brown, 1999, p. 381).
9. Encourage active participation in the meetings
by all members of the dais
10. Review and utilize all information compiled
11. Understand organizational ends as well as
means
12. Interpret data intelligently
13. Engage in a continuous process of inquiry
14. Ensure accountability of field managers
15. Conduct a review after each meeting
Design Stage
1. Articulate organizational mission/vision and
realign organizational structure to facilitate the
meeting of goals and objectives.
2. Have a modern organizational and information
technology (IT) infrastructure in place prior to
implementation.
Implementation Stage
1. Select performance indicators through a collaborative
and fluid process.
2. Identify equivalent units for comparison.
3. Review and refine indicators.
4. Compile timely and accurate data.
5. Share all data and information compiled by the
stat unit with field units well in advance of the stat
meetings.
6. Hold “mini” CompStat meetings
Meeting Stage
1. Hold stat meetings at a convenient time and
place
2. Require key personnel to attend and participate.
3. Schedule meetings frequently
4. Record all meetings
5. Prepare profiles for each presenting unit
6. Maintain a professional and productive atmosphere
7. Engage in meaningful and constructive dialogue
8. Use the stat process to manage organizational
knowledge
In every version of the stat process
observed, presenters were often called upon to
describe their standard operating procedures, to
explain how they did things. Commissioners generally
know and understand the ends (organizational
goals) but not always the means (how things actually
get done in the field). This process provides a
perfect opportunity for bridging the knowledge gap
between management and the rank and file. The stat
process can therefore greatly enhance the body of
useful knowledge available to the organization and
“generate new knowledge and new ways of knowing”
(Cook and Brown, 1999, p. 381).
9. Encourage active participation in the meetings
by all members of the dais
10. Review and utilize all information compiled
11. Understand organizational ends as well as
means
12. Interpret data intelligently
13. Engage in a continuous process of inquiry
14. Ensure accountability of field managers
15. Conduct a review after each meeting
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