NYPD NEW

CASE DISCUSSIONS QUESTIONS

1. WHY DID NYPD /NYC NEED A NEW POLICE COMMISSIONER?
 When Giuliani was elected as Mayor, police department was badly in need for new technology and
methods.
 Communications systems were outdated, criminals usually were armed better than police officers.
 Fighting crime was not a major activity faced by patrol officers, bosses preferred them to stay out of
trouble. Fear of failure and low performance.
 Low level of trust along senior officers.

2. WHAT HAPPENED IN NYPD AFTER WILLIAM BRATTON BECAME

COMMISSIONER?
 Transformation of Transit Police: searches and equipping police officers with 9mm weapons and darker
uniforms (better image). BE more RESPECTED.
 Replacement of senior staff. From 60s to mid 40s. In order to introduce policy based on results.
 Spread image of backing up officers but would not hesitate to take disciplinary action. Respect towards
him.

3. WHAT DID BRATTON DO?

(STRATEGY/STRUCTURE/PROCESSES/TACTICS/ACTIVITIES )
 Organization reengineering: Linder makes diagnostic. 300 members organized in 12 teams addressing
issues. 80% were implemented: forms, banker’s hours, arrests, reporting levels, Strategic Narcotics and
Guns teams to investigate both.
 Strategies: from the ideas of the reengineering teams 7 strategies were developed.

 Merge of three departments: housing, transit and public safety.

 Emphasis on result vs effort  Make a more computerized system with statistics and graphics.
 New performance measures for commanders. Officers performance was monitored by leadership.
 Focus in places with drugs, guns and people with police records. Give authority to precinct commanders.
  CompStat meetings with precinct commanders to discuss numbers and strategy to reduce crime, every
two weeks.
 Investment of 500,000 on technology. Video conferences  reduce time spent on arresting processes.
New computers and mapping software.

4. WHY DID IT WORK – HOW WELL DID IT WORK?

 NYPD became more respected by citizens and officers focused on performance.
 61% of total reduction in serious crimes during the first 6 months.
 The percentage of total crime reduction in NY from 1993 vs 1996 was 25.9%. The average of the 27
largest cities (except NY and Chicago) was a reduction 5.4%.
 Improvements in the quality of life  more business, credit worthiness.
 Wondering if results could be sustained.

5. WAS BRATTON A GOOD CHOICE FOR THE JOB? WHY?

 Yes, because under his leadership crime was reduced faster than in any other big US city, which made
New York a better place to live and do business.

6. WHAT ‘NEW’ CHALLENGES DOES NYPD FACE?

 Budgetary limitations: reductions in budget to cover expenditures like supplies equipment or officers’
mortgage payments.
 Staffing reductions: 1600 police officers, 500 civilians, starting date of police academy postponed.
 Restrictions on resource deployment: design method to reassign personnel quickly.
 Rewarding performance: police officers hadn’t had a raise in spite of their increased performance. Only
letters of recognition.
 Due to budget reductions it was necessary to find means of increasing productivity: technology,
substituting two-men patrols.
 Addressing raising complaints: about police brutality and corruption.
 Routing out corruption: strategy number 7. IAB was created.

7. CAN THE RESULTS OF BRATTON’S FIRST 2 YEARS BE SUSTAINED?

 It seemed difficult because of budget and personnel limitations.
 Officers will not receive pay raises: model based on performance, difficult to keep it without any
rewards.

8. HOW? WHAT SHOULD BRATTTON/NYPD DO NOW? NEXT?

 In my opinion the best strategy would be to focus on finding other means of increasing productivity
which would not require so much budget: technology and resource efficiency.
  Focus on rewarding good performing officials.
 Focus on fighting corruption.

9. WHAT ARE THE ‘LESSONS LEARNED’ FROM ‘NYPD NEW’ THAT WE

CAN APPLY TO OTHER ORGANIZATIONS INCLUDING BUSINESS
UNITS?
 Usually systems based on performance give really good results.
 One way to keep personnel’s performance is to reward them.
 Respect and a clear chain of command makes it easier for an organization to work towards a common
goal.
 Technology and statistics are necessary to analyze business plans and projects.
 If we want to make a big change in our organization, it should come with an initial investment.