1. Define Compstat. What is its origin and how do the New York and Los Angeles Police Department implement and evaluate its performance.
CompStat is a police management systems that is a combination of a strategic management philosophy and organizational management tools that are used by police to approach crime reduction. CompStat provides a unique methodology for collecting, analyzing, and mapping crime data and other essential police performance measures on a regular basis. The CompStat model emphasizes accountability at all levels within the organization and emphasizes the rapid identification of problems with creative solutions. The original concept was developed by Jack Maple, a police officer with the New York City Transit Police. It was originally entitled Charts of the Future. In 1995, it was adopted into CompStat by Police Commissioner William Bratton to serve the NYPD. The system has four principles for implementation: accurate and timely intelligence (know what is happening), effective tactics (have a plan), rapid deployment (do it quickly) and relentless follow-up and assessment (if it works, do more. If not, do something else).

2. Define with examples community oriented policing..
Community policing is a concept that focuses on the systematic use of partnerships and problem solving between law enforcement agencies and individuals within communities that address conditions that give rise to public safety issues such as crime, social disorder and fear of crimes. Some examples that are being implemented in today’s communities are Neighborhood Watch programs, non-profit organizations, D.A.R.E (and other inclinations), safe/out houses, crime prevention education and citizens advisory committees.
3. Describe with examples, the four step problem solving system commonly referred to as S.A.R.A.
The SARA model contains the following elements:
Scanning: Identifying recurring problems of concern to the public and the police. Identifying the consequences of the problem for the community and the police. Prioritizing those problems. Developing broad goals. Confirming that the problems exist. Determining how frequently the problem occurs and how long it has been taking place. Selecting problems for closer examination.
Analysis: Identifying and understanding the events and conditions that precede and accompany the problem. Identifying relevant data to be collected. Researching what is known about the problem type. Taking inventory of how the problem is currently addressed and the strengths and limitations of the current response. Narrowing the scope of the problem as specifically as possible. Identifying a variety of resources that may be of assistance in developing a deeper understanding of the problem. Developing a working hypothesis about why the problem is occurring.
Response: Brainstorming for new interventions. Searching for what other communities with similar problems have done. Choosing among the alternative interventions. Outlining a response plan and identifying responsible parties. Stating the specific objectives for the response plan. Carrying out the planned activities.
Assessment: Determining whether the plan was implemented (a process evaluation). Collecting pre– and post–response qualitative and quantitative data. Determining whether broad goals and specific objectives were attained. Identifying any new strategies needed to augment the original plan. Conducting ongoing assessment to ensure continued effectiveness.