Knowledge Matters™

Crime rates for the seven major felonies in New York City have dropped from 430,460 incidents in 1993 to 146,397 incidents in 2003, and to this day continue to drop. To put it another way the New York Police Department achieved a 63% drop in crime in ten years. This achievement is credited to a police management process known as CompStat, which revolutionised how the New York Police Department went about its business of policing. CompStat is described in detail in a paper by Doctor Vincent Henry called “CompStat Management in the NYPD: Reducing Crime and Improving Quality of Life in New York City ”. The paper is well worth a read, but the thing that struck me is CompStat has all the hallmarks of a knowledge management initiative and system.

Conventional wisdom posits that a knowledge management system integrates people, process, and technology: CompStat does exactly this. The people part is integrated through weekly management meetings that bring together police officials, local commanders and other interested parties, such as school officials and prosecutors. The meetings are used to develop an agreed and integrated strategy to fight crime. Local commanders are given the power, authority, resources, and discretion to act as they see fit, but they are accountable for their decisions and actions at the next weekly meeting. (This is a good example of my RAAKERS™ Framework in action).

The process ingredient of CompStat involves the collection, collation, interpretation and distribution of crime data. Both quantitative and qualitative data are collected, and these data are used to inform the weekly meetings. Process is integrated with technology through computer-generated maps to show where and when crime is occurring citywide in near real-time. The spatial approach allows police to identify trouble-spots, and discover patterns. Resources are allocated to solve the immediate situation, but as patterns emerge resources are assigned strategically. This reallocation of resources and the desired outcome are discussed and agreed at the weekly meetings.

This case study is interesting because the initiative was never marketed as a knowledge management initiative, it has been in place for 15 years, and it highlights the importance of measuring progress. It is interesting because middle managers – the local commanders – are empowered. It is interesting because networks are weaved and nurtured, especially between community and neighbourhood groups and the local New York Police Department precincts. Above all else it shows that structured meetings with clear objectives matter for business success!

Regards Graham