Developing a Performance Management Model: An Application Guide to What Every Chief Executive Should Know: Using Data to Measure Police Performance (Paperback)

~ (Author)
Key Phrases: budgeting accountability, traffic summonses, performance management model, New York, American Journal of Police, Law Enforcement Bulletin (more...)

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Product Description

Your Action Guide to What Every Chief Executive Should Know.

This Guide outlines the sequential steps necessary to Develop a Performance Management Model. It answers the questions:
What is police performance?
What does it look like?

Product Details

• Paperback: 68 pages
• Publisher: Looseleaf Law Publications (June 23, 2008)
• Language: English
• ISBN-10: 1932777741
• ISBN-13: 978-1932777741
• Product Dimensions: 10 x 7 x 0.3 inches
• Shipping Weight: 8 ounces (View shipping rates and policies)
• Average Customer Review: 4.0 out of 5 stars  See all reviews (1 customer review)
• Amazon.com Sales Rank: #533,099 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

1 of 1 people found the following review helpful:

4.0 out of 5 stars A Useful Tool for the Modern Police Executive, September 5, 2008

By	Thomas E. Engells (Houston) - See all my reviews (REAL NAME)

This short work, less than 65 pages, is the companion to Shane's well-received earlier work What Every Chief Executive Should Know. This guide's stated purpose is "...to facilitate building organizational capacity to improve service delivery." Shane does meet that goal.

The key feature of this work is the cause and effect diagram, a visual representation of the relationships between six identified drivers (causes) and their subordinate factors that together influence a single effect (performance management). Many volumes have been written on performance measurement, performance management and public sector metrics, but this is unique. For while Shane borrows liberally from the work of police studies, criminal justice, public administration and business management, his work is not an academic treatise, but rather a guide for those actually engaged in the work of public safety. His model is "a dynamic and logical approach to assess and monitoring police performance to determine what worked, what did not, and why."

The book is creatively designed with the reader in mind. The book opens with a "How to Use the Guide" section which includes a purpose-chapter chart that enables the reader to immediately reference the chapter which best addresses their concern, e.g. Chapter 2 addresses the definition of police performance and a structure to manage that performance. The book closes with references that are annotated to produce a recommended reading list for performance management.

The work is a credible reference to performance management and performance measurement in the public safety context. This model, his cause and effect diagram, is a good launching point for any police performance management framework. However, any value derived from the model will be really dependent upon implementation. It is a good addition to your professional library and provides a strong but cursory introduction to performance measurement in an accessible format.