DOCSLIB.ORG

Fiscal 1999 the City of New York

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Fiscal 1999 the City of New York Click to Enter The City of New York Fiscal 1999 Summary Volume RUDOLPH W. GIULIANI MAYOR JOSEPH J. LHOTA DEPUTY MAYOR FOR OPERATIONS ADAM L. BARSKY DIRECTOR, MAYOR’S OFFICE OF OPERATIONS S UMMARY V OLUME TABLE OF CONTENTS Introduction................................................................................................i Continuing Development of the Mayor’s Management Report...................iii Neighborhood Quality of Life................................................................................................1 Special Focus: Mayor’s Commission to Combat Family Violence ... 37 Managing the Workforce ....................................................................................................... 47 Economic Development ......................................................................................................... 53 Special Focus: Competitive Grants to NYC Agencies ............................ 69 Services for Children and Youth ..................................................................................... 73 Customer Service........................................................................................................................ 97 Managing Mandated Services......................................................................................... 111 Technology Initiatives........................................................................................................... 125 Special Focus: Preparing for the Year 2000 .............................................. 139 Agency Achievements by Borough ............................................................................ 143 Appendix Indicators Added and Deleted ........................................................................................ 167 I NTRODUCTION The Summary Volume of the Fiscal 1999 Mayor’s Management Report assesses the performance of City agencies during the period July 1998 through June 1999, and articulates the Administration’s plans and priorities. These priorities are: · Enhancing the safety, well-being, and future of our children through improvements in protective and preventive services, education, and other services to children and youth. · Continuing the improvement in public safety achieved to date, by attacking the illegal use and sale of narcotics, implementing targeted enforcement strategies, reorganizing emergency response services, and improving relations with communities. · Advancing quality of life initiatives in areas including infrastructure, community services, and public health. · Continuing to move people off of public assistance and toward employment, while continuing to provide social services for those truly in need. · Restructuring and consolidating agency operations in order to enhance customer service in every area where citizens interact with government. · Using state-of-the-art technology and new media to enhance service delivery, address citizens’ needs, and maximize cost-effectiveness. · Continuing to downsize City government and control City government spending in order to achieve long-term fiscal stability, while enhancing the delivery of core services. · Fostering the continued growth of private sector employment through business recruitment and retention efforts, targeted tax cuts, economic development initiatives, regulatory reform, and raising the City’s educational standards. · Helping to lower the cost of doing business in the City by eliminating the influence of organized crime in areas such as commercial carting, wholesale food markets, and the construction industry. i I NTRODUCTION ii C ONTINUING D EVELOPMENT OF THE M AYOR’ S M ANAGEMENT R EPORT The Fiscal 1999 Mayor’s Management Report (MMR), as required by the City Charter, focuses on agency performance during the period July 1998 through June 1999. Charts present data for several indicators through July, August, or September of 1999 where available, and long-term trend data are included for many key indicators. The Report also presents objectives and performance targets for Fiscal 2000. Volume I of the MMR presents narratives and key performance indicators for each of 44 City agencies, offices, and covered organizations. Volume II presents tables of agency-specific indicators, and of Citywide indicators such as budgeted expenditures and headcounts, workforce management statistics, and procurements; the indicator tables include actual and planned values, year-over-year comparisons, and explanations for significant variances from planned performance levels. The Summary Volume of the MMR presents an overview of City government’s performance and plans in broad service areas, highlighting key initiatives and indices of the City’s wellbeing drawn from within and outside government agencies. The most important change to the format and content of the Fiscal 1999 MMR is the addition of five-year trend tables for critical indicators, appearing at the end of each agency’s narrative chapter. This new element, which shows actual indicator values for the years Fiscal 1995 through 1999, addresses user requests to increase the Report’s focus on long-term trends in important areas, adding to the information already presented in chart form. In most cases, the five-year trend tables list performance measures that are included in the agency’s Goals and Objectives, and which also appear in agency indicator tables. In a few instances, the five-year trend tables include indicators for which plan figures cannot realistically be determined, but which are nevertheless critical for evaluating agency performance. Another new element in the Fiscal 1999 MMR is the inclusion of a narrative chapter and indicator table for the City University of New York (CUNY). While addressing requests from key users for Report coverage of the CUNY system, this development also reflects the determination of the University’s leadership to make the system more accountable and to improve the availability of management information. The Fiscal 1999 MMR contains basic narrative and quantitative information on CUNY; this information will be expanded in future Reports. Two other format elements should be noted in the Fiscal 1999 MMR. First, agency Highlights and Achievements sections in Volume I are presented in the bullet format first adopted in the Preliminary Fiscal 1999 MMR, allowing a clear focus on critical information concerning ongoing programs, as well as full descriptions of new programs and policy directions. Second, an indicator table concerning the City’s coordinated Year 2000 program appears in the Citywide Indicators section of Volume II. These indicators document the completion or near completion of City agency efforts to ensure the continued smooth operation of automated systems. The Summary Volume also describes the City’s Year 2000 computer preparation program, as well as copntingency planning steps and commemorative events by which the City will mark the arrival of the year 2000. The format and content of the MMR have been revised during the current Administration to focus critical attention on agencies’ strategic plans, operational directions, and performance. New elements include goals and objectives outlined at the beginning of each agency narrative; programmatic indicator sections summarizing data from different agencies on broad service themes; greatly expanded use of graphic presentations, including long-term data comparisons; and many recently-introduced indicators focusing on direct service outcomes. In overseeing the development of the MMR, the Administration has participated in a productive interaction with key users of the Report, incorporating many new types of information in response to user requests and helping to raise the level of dialogue concerning effective assessment of City services. In particular, the City Council plays a substantial role in reviewing the Report and formulating recommendations. The Appendix to this Summary Volume lists changes to quantitative indicators which appear throughout the Fiscal 1999 Mayor’s Management Report. iii C ONTINUING D EVELOPMENT OF THE M AYOR’ S M ANAGEMENT R EPORT iv N EIGHBORHOOD Q UALITY O F L IFE The Administration’s best known achievement, and its most important legacy to the City, has been to improve the quality of life for citizens and neighborhoods. This section summarizes recent progress and ongoing initiatives in areas including public safety, traffic, street and roadway conditions, sanitation, parks and playgrounds, housing, and public health. PUBLIC SAFETY CRIME REDUCTION New York is the nation’s safest large city. In Calendar 1998 FBI Index Crimes fell by another nine percent, to a level ranked 166th out of 217 American cities with comparable data, and lower than any other city with a population of one million or more. The reduction in Index Crimes from 1993 to 1998 now totals 46 percent, compared with 11 percent for all other cities reporting these data. Reports of murder and non-negligent manslaughter fell to 633 in 1998, 18 percent below the previous year, and lower than at any time since 1963. While the FBI’s Index Crime data are reported only for full calendar years, trends in the first six months of 1999 can be examined using the City’s preliminary COMPSTAT statistics, which reflect State Penal Law Offenses. Total felonies in the seven major categories fell by ten percent from January-June 1998 to January-June 1999, and are down by 54 percent compared with the same months of 1993. This long- term comparison also shows that reports of forcible rape
Load more

Recommended publications
  • Bad Cops: a Study of Career-Ending Misconduct Among New York City Police Officers
    The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report: Document Title: Bad Cops: A Study of Career-Ending Misconduct Among New York City Police Officers Author(s): James J. Fyfe ; Robert Kane Document No.: 215795 Date Received: September 2006 Award Number: 96-IJ-CX-0053 This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally- funded grant final report available electronically in addition to traditional paper copies. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. Bad Cops: A Study of Career-Ending Misconduct Among New York City Police Officers James J. Fyfe John Jay College of Criminal Justice and New York City Police Department Robert Kane American University Final Version Submitted to the United States Department of Justice, National Institute of Justice February 2005 This project was supported by Grant No. 1996-IJ-CX-0053 awarded by the National Institute of Justice, Office of Justice Programs, U.S. Department of Justice. Points of views in this document are those of the authors and do not necessarily represent the official position or policies of the U.S.
    [Show full text]
  • The Purpose of This Concept Paper Is to Explore Compstat and Citistat—Two Municipal Management Techniques Introduced in the Ne
    November 2006 Discussion Version Budget Office Evaluation, Matt Nice INNOVATIVE PERFORMANCE MANAGEMENT IN MULTNOMAH COUNTY: MULTSTAT CONCEPT PAPER The purpose of this concept paper is to explore databases to track all aspects of government program Compstat and Citistat—two municipal management performance to align with policy. The process goes techniques introduced in the New York City Police beyond traditional collection of performance data, by Department and the City of Baltimore, respectively—at providing analysis of key measures, providing Multnomah County. The goals are to increase information, trends and identifying issues. This data is accountability, and improve the performance of presented through maps, charts, tables and graphs in government agencies and their service outcomes. weekly closed executive forums with management. “STATS” are a structured continuous management process for ongoing review of government agencies’ These forums allow the executive and others to performance indicators measuring utilization of assess whether departments are meeting immediate available resources and delivery of services to the and long-term goals, and help to determine strategies public, with a specific focus upon immediate results. to best respond to emerging issues. Background. The history of performance There are four basic process principles for STAT measurement in Multnomah County has been marked models: by ebbs and flows in both the quantity and quality of 1) provide timely, accurate and relevant data available data. Currently, the Priority Briefs provide 2) analyze data and develop effective solutions timely and accurate workload data for a variety of that respond to emerging issues basic needs and safety system measures each month. 3) deploy resources quickly to address issues As a part of the annual Priority-Based Budgeting 4) relentless follow-up and assessment process all County programs now report outcome- based performance measures.
    [Show full text]
  • 2016 Police Commissioner's Report
    THE POLICE COMMISSIONER’S REPORT JANUARY 2016 THE NEW YORK CITY POLICE DEPARTMENT 22 40 58 INFORMATION HOUSING BUREAU RISK MANAGEMENT TECHNOLOGY BUREAU BUREAU TABLE OF CONTENTS 26 42 60 DETECTIVE BUREAU VIOLENCE- PERSONNEL REDUCTION TASK BUREAU / STAFFING FORCES 44 ORGANIZED CRIME 62 28 CONTROL BUREAU PERSONNEL COLLABORATIVE BUREAU / REFORM 4 POLICING 46 AND RECRUITMENT TRANSPORTATION LETTER FROM 30 BUREAU 64 THE MAYOR CRITICAL RESPONSE CIVILIAN MEMBERS 6 COMMAND 48 FIELD INTELLIGENCE 66 LETTER FROM 32 OFFICERS THE POLICE FACILITIES COMMISSIONER STRATEGIC RESPONSE GROUP 50 68 10 GRAND LARCENY 34 DIVISION CARS & EQUIPMENT NEIGHBORHOOD POLICING PLAN COMMUNITY AFFAIRS BUREAU / YOUTH PROGRAMS 52 70 14 ADMINISTRATION STRATEGIC COMMUNICATIONS COMPSTAT 36 COMMUNITY 54 AFFAIRS BUREAU / 72 16 SCHOOL SAFETY USE-OF-FORCE DIVISION POLICY 2014 / 2015 STATISTICAL TRAINING BUREAU ROUNDUP 20 38 56 76 TRANSIT BUREAU DISCIPLINE COMMUNITY NYPD HISTORICAL PARTNER PROGRAM TIMELINE SPRING 3100 ISSN #0038 8572 is published bimonthly by the New York City Police Department, One Police Plaza, New York, 10038. Periodicals postage paid at New York City, NY. “Ride-Along Enclosed” Postmaster: Send address changes to SPRING 3100 c/o New York City Police Department, One Police Plaza, New York, 10038. SPRING 3100 ©2014 BY NYPD. All rights reserved; No part of this publication may be reproduced without written consent of the Editor. L E T T ER FROM MAYOR BILL DE BLASIO appointed Bill Bratton to be New York City Police Department’s technological infrastructure; new use-of-force ICommissioner in January 2014, and, two years later, this policies and procedures; a more efficient and fairer internal report—about the sweeping changes in the NYPD— discipline system; 1,300 new officers; new technological underscores my reasons for doing so.
    [Show full text]
  • The New York City Police Department's Compstat Model Of
    Managing for Results Series August 2001 Using Performance Data for Accountability: The New York City Police Department’s CompStat Model of Police Management Paul E. O’Connell Associate Professor Department of Criminal Justice Iona College The PricewaterhouseCoopers Endowment for The Business of Government The PricewaterhouseCoopers Endowment for The Business of Government About The Endowment Through grants for Research and Thought Leadership Forums, The PricewaterhouseCoopers Endowment for The Business of Government stimulates research and facilitates discussion on new approaches to improving the effectiveness of government at the federal, state, local, and international levels. Founded in 1998 by PricewaterhouseCoopers, The Endowment is one of the ways that PricewaterhouseCoopers seeks to advance knowledge on how to improve public sector effec- tiveness. The PricewaterhouseCoopers Endowment focuses on the future of the operation and management of the public sector. Using Performance Data for Accountability: The New York City Police Department’s CompStat Model of Police Management Paul E. O’Connell Associate Professor Department of Criminal Justice Iona College August 2001 Using Performance Data for Accountability 1 2 Using Performance Data for Accountability TABLE OF CONTENTS Foreword ......................................................................................5 Executive Summary ......................................................................6 The New York City Police Department’s CompStat Program ........8 A Shift in
    [Show full text]
  • Crime Prevention & Violence Reduction Action Plan
    City of Philadelphia Crime Prevention & Violence Reduction Action Plan Philadelphia Police Department June 2020 Danielle M. Outlaw Police Commissioner The Philadelphia Roadmap to Safer Communities Page 1 Contents Our Current Crime Challenge 5 Current Strategies 7 Performance Goals: Violent Crime Reduction 9 Our Pillars 10 Operating Model Redesign: Information Flow & Strategic Collaboration 13 Action Plan 17 Conclusion 37 Page 2 Letter from the Commissioner On September 27, 2018, Mayor Jim Kenney issued an urgent “Call to Action” mandating that the Cabinet and senior leadership develop a plan to dramatically reduce homicides and shootings in the City of Philadelphia. Despite the City’s best efforts, property and violent crimes have continued to rise. Moreover, the numbers of homicides and shooting victims were at their highest levels since 2007 and 2010, respectively. Since my appointment as Police Commissioner, the Philadelphia Police Department has launched a progressive Crime Prevention and Violence Reduction Strategy. This strategy is based on research, thorough evaluation of current and past strategies, and input from internal and external stakeholders. Our findings illuminate the need to reinforce and expand our current “Operation Pinpoint” strategy by grounding our work in common goals - increase community safety, and enhance this strategic framework to foster effective collaboration to reduce violent crime. This report outlines our plan to curb violence in Philadelphia. This action plan is a living document that will be revisited and revised as conditions dictate, in order to best respond and serve the City of Philadelphia and our communities. As law enforcement professionals, we constantly adapt to ever changing landscapes whether driven by shifts in leadership, resources, community needs, the environment, law or technology.
    [Show full text]
  • Contemporary Issues in Gun Policy
    Contemporary Issues in Gun Policy Essays from the RAND Gun Policy in America Project EDITED BY RAJEEV RAMCHAND AND JESSICA SAUNDERS Sponsored by Arnold Ventures SOCIAL AND ECONOMIC WELL-BEING About RAND The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. To learn more about RAND, visit www.rand.org Published by the RAND Corporation, Santa Monica, Calif. © 2021 RAND Corporation R® is a registered trademark. For more information on this publication, visit www.rand.org/t/RRA243-2 Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute Preface Effective gun policies in the United States must balance Second Amendment rights and public interest in gun ownership with concerns about public health and safety. However, cur- rent efforts to craft legislation related to guns are hampered by a paucity of reliable informa- tion about the effects of such policies.
    [Show full text]
  • Flatbush Promise Neighborhood Initiative U.S
    2011 Flatbush Promise Neighborhood Initiative U.S. Department of Education Promise Neighborhoods Planning Grant Application September 6, 2011 Table of Contents Project Narrative Planning Grant Priority 1 (Absolute) A. Selection Criteria: Need for the Project ……………..……………….………….. p. 3 (1) Severity of problems to be addressed by the project………………………… p. 3-10 (2) Promise Neighborhood: Flatbush defined…………………………….............p. 11 B. Selection Criteria: Quality of the Project Design………………………..………p. 11 (1) Strategy for improvement of schools in the neighborhood…………………. p. 11-17 (2) Cradle-to-college/career continuum of solutions……………………………...p. 17-24 (3) Leveraging existing community assets/resources……………………………..p. 24-28 C. Selection Criteria: Quality of Project Services ……………….…………………p. 28 (1) Needs assessment and segmentation analysis …………………………...……p.28-29 (2) Use of evidence-based solutions to drive results………………………………p. 29-31 D. Selection Criteria: Quality of the Management Plan……………………………p. 32 (1) Collaboration with neighborhood partners and residents……………………..p. 32-55 (2) Data collection and analysis………………………...…………………………p. 55-61 (3) Theories of Change/Action; partnerships; and shared vision …………………p. 61-63 (4) Identification and integration of funding sources……………………………...p. 64-66 Planning Grant Priority 5 Quality Internet Connectivity.......................................….p. 66-68 Planning Grant Priority 6 Arts and Humanities …………………………….………p. 69-72 Planning Grant Priority 8 Family Engagement/ Adult Education…………………..p. 72-75 End Notes…………………………………………………………………………............p. 76 Flatbush Promise Neighborhood Initiative - 2011 Page 2 of 76 Planning Grant Priority 1 (Absolute) Proposal to Develop a Promise Neighborhood Plan PROJECT NARRATIVE A. Need for the Project (A-1) The magnitude or severity of the problems to be addressed by the proposed project as described by indicators of need and other relevant indicators.
    [Show full text]
  • Who's Watching? Video Camera Surveillance in New York City and the Need for Public Oversight
    WHO’S WATCHING? VIDEO CAMERA SURVEILLANCE IN NEW YORK CITY AND THE NEED FOR PUBLIC OVERSIGHT A Special Report by the New York Civil Liberties Union F A L L 2 0 0 6 NYCLU_whoswatching.indd 1 11/21/06 12:44:42 PM 125 Broad Street, New York, NY 10004 212.607.3300 Donna Lieberman Executive Director This report was written by Loren Siegel, Robert A. Perry, and Margaret Hunt Gram on behalf of the New York Civil Liberties Union, a non-partisan organization dedicated to preserving and defending the principles set forth in the Bill of Rights. It was designed by Michael J. Balzano, who generously donated his time. The maps were created by Veronica Olazabal. The NYCLU thanks the following individuals and groups for their work on this project: Andrew Adams Alec Miller Michael J. Balzano Martin Miller Chris Calabrese Indrani Mondal Chris Dunn NYCBORDC Surveillance Camera Project Nanette Francia-Cotter Udi Ofer James Garren Peter Pantelis Yanilda Gonzalez Stephanie Robins Susanna Groves David Solomon Beth Haroules Nathan Stamm Jamarah Harris Alex Stone-Tharp Miriam Hurwitz The Surveillance Camera Players Molly Jacobs-Meyer Irum Taqi Gwendolyn Leachman Ana Vasquez Donna Lieberman Igor Volynets NYCLU_whoswatching.indd 2 11/21/06 12:44:42 PM TABLE OF CONTENTS INTRODUCTION ............................................................................................................................................................................................................................1 Camera Count Ready, Fire, Aim!? DO VIDEO SURVEILLANCE CAMERAS
    [Show full text]
  • The Compstat Process
    The CompStat Process: Four Principles for Managing Crime Reduction By Detective Jeff Godown, Officer in Charge, CompStat Unit, Los Angeles, California, Police Department The Police Chief Magazine – Jan 2013 epresentatives of many law enforcement agencies in the United States and around the world have now had the opportunity to attend training sessions and/or workshops on the principles, practices, policies, and procedures of implementing and sustaining a viable and successful CompStat process. However, attendees at many of these events have asked such questions as “Where do we buy the CompStat computer software application?” and “Where is the CompStat computer that will allow us to have the success in crime reduction that the LAPD has achieved for the last six years?” From these questions, it is clear that many have a specific misunderstanding about the CompStat process and its application to crime-fighting efforts. The reality is that the CompStat process is not a single state-of-the-art computer equipped with a special software program. In general terms, the CompStat process is a method of management accountability and a philosophy of crime control. It is less about procuring state-of-the-art equipment than about adopting a state of mind that police really do count in reducing crime. CompStat is not a quick-fix answer to crime but rather a process of organized problem solving that, when coupled with commitment and consistency, inexorably leads to the positive outcome of recurring incremental reductions in crime. This article explains how the CompStat process can be applied to any large or small agency and even to any civilian organization.
    [Show full text]
  • Baltimore Focus Groups Draft Covers
    Community Policing in Baltimore: Perspectives from Baltimore Police Department Personnel March 2019 The internet references cited in this publication were valid as of the date of publication. Given that URLs and websites are in constant flux, the National Police Foundation cannot vouch for their current validity. A list of assessment team members and their bios can be found in Appendix B. Recommended citation: National Police Foundation. (2019). Community Policing in Baltimore: Perspectives from Baltimore Police Department Personnel. Arlington, VA: National Police Foundation. Published 2019 1 Table of Contents Introduction .................................................................................................................................... 3 Purpose of Project ...................................................................................................................... 3 Methodology .............................................................................................................................. 4 Findings ....................................................................................................................................... 4 Observations................................................................................................................................... 9 Key Themes from Focus Group Discussions ................................................................................ 10 1. Staffing .................................................................................................................................
    [Show full text]
  • Research on the Impact of Technology on Policing Strategy in the 21St
    The author(s) shown below used Federal funding provided by the U.S. Department of Justice to prepare the following resource: Document Title: Research on the Impact of Technology on Policing Strategy in the 21st Century, Final Report Author(s): Kevin Strom Document Number: 251140 Date Received: September 2017 Award Number: 2012-MU-CX-0043 This resource has not been published by the U.S. Department of Justice. This resource is being made publically available through the Office of Justice Programs’ National Criminal Justice Reference Service. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. May 2016 Research on the Impact of Technology on Policing Strategy in the 21st Century Final Report Prepared for Brett Chapman National Institute of Justice 810 7th Street, NW Washington, DC 20531 Phone: 202-514-2187 Fax: 202-616-0275 [email protected] Prepared by RTI International Police Executive Research Forum RTI International 3040 Cornwallis Road Research Triangle Park, NC 27709 Final Report NIJ Grant Number 2012-MU-CX-0043 RTI Project Number 0213507.000.003 This resource was prepared by the author(s) using Federal funds provided by the U.S. Department of Justice. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. This resource was prepared by the author(s) using Federal funds provided by the U.S. Department of Justice. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S.
    [Show full text]
  • The Seven Big Errors of Performancestat by Bob Behn
    Rappaport Institute for Greater Boston POLICY BRIEFS Taubman Center for State and Local Government February 2008 The Seven Big Errors of PerformanceStat By Robert D. Behn, John F. Kennedy School of Government Maybe you’ve read about T.E.A.M.S. (for Total Effi ciency “CompStat.” Perhaps a friend told Accountability Management System), Rappaport Institute/Taubman Center Policy Briefs are short overviews of new you about “CitiStat.” But who is this and the Probation Department created and notable research on key issues by “PerformanceStat” — and, if he is S.T.A.R.S (for Statistical Tracking, scholars affi liated with the Institute and the Center. making so many errors, why hasn’t the Analysis & Reporting). Robert D. Behn manager taken him out of the lineup? Next came Baltimore’s CitiStat, Robert D. Behn, a lecturer in public the adaptation of this innovation to policy at Harvard’s Kennedy School of A Short History of PerformanceStat Government, is the faculty chair of the improve performance in an entire Kennedy School’s executive-education It all began in 1994, when program on “Driving Government jurisdiction, created in 2000 by Mayor Performance: Leadership Strategies Commissioner William Bratton and Martin O’Malley. This prompted That Produce Results.” He writes the his leadership team at the New York online monthly, Bob Behn’s Public similar approaches in other cities Management Report, and is the author Police Department created CompStat, — from the large, such as Atlanta of numerous articles, books, and reports their leadership and management (ATLStat) and San Francisco (SFStat), on performance leadership. strategy designed to reduce the city’s to the small, such as Palm Bay, © 2008 by Robert D.
    [Show full text]