TY - CHAP
T1 - Police Performance Management and Social Justice
AU - Eterno, John A.
AU - Silverman, Eli B.
N1 - This authoritative volume explores different perspectives on economic and social justice and the challenges presented by and within the criminal justice system. It critically discusses key concerns involved in realizing economic and social justice, including systemic issues in economic and social justice, issues related to organizations and social institutions, special issues regarding specific populations, and a review of national and international organizations that promote economic justice.
PY - 2018/5/8
Y1 - 2018/5/8
N2 - Police performance management, sometimes called Compstat (compare statistics), was launched in 1994 in New York City. Initially an accountability system that empowered lower-ranking precinct commanders, Compstat morphed into a numbers-crunching bureaucratic system. When fear served as a motivator, lower-ranking officers and communities were alienated. Minority communities were overrun by police like an army of occupation. The top-down policies developed by police leaders shattered the efforts of community engagement, leading to an era of making numbers look good—at any cost. Officers frantically looking to make sure they met their quotas did whatever they needed to appease their supervisors. While there were positive aspects to this system, the unpublicized negative effects led to many social justice issues, such as racism by police, officers massaging crime reports rather than helping victims, and bullying behaviors by supervisors. The results are that numerous police agencies are under consent decrees/court-ordered sanctions, crime is now on the rise, minorities are alienated, and due process is lacking.
AB - Police performance management, sometimes called Compstat (compare statistics), was launched in 1994 in New York City. Initially an accountability system that empowered lower-ranking precinct commanders, Compstat morphed into a numbers-crunching bureaucratic system. When fear served as a motivator, lower-ranking officers and communities were alienated. Minority communities were overrun by police like an army of occupation. The top-down policies developed by police leaders shattered the efforts of community engagement, leading to an era of making numbers look good—at any cost. Officers frantically looking to make sure they met their quotas did whatever they needed to appease their supervisors. While there were positive aspects to this system, the unpublicized negative effects led to many social justice issues, such as racism by police, officers massaging crime reports rather than helping victims, and bullying behaviors by supervisors. The results are that numerous police agencies are under consent decrees/court-ordered sanctions, crime is now on the rise, minorities are alienated, and due process is lacking.
U2 - 10.4324/9781351002707-10
DO - 10.4324/9781351002707-10
M3 - Chapter
BT - Routledge Handbook of Social, Economic, and Criminal Justice
ER -