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NYPD Class Discussion Questions

The NYPD needed a new commissioner as the department was outdated and crime fighting was not a priority. William Bratton was selected as the new commissioner. Under his leadership, he transformed the department by reorganizing the structure, focusing on results over efforts, implementing new technology like CompStat, and emphasizing fighting drugs, guns and repeat offenders. These changes led to large crime reductions in New York compared to other major cities. However, budget cuts now threatened the sustainability of these results, so Bratton would need to focus on increasing productivity without additional funding through technology and rewarding high performance. The key lessons for other organizations are that performance-based systems work well, rewarding employees is important for motivation, and technology and data

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Jaime Torres Robles
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43 views

NYPD Class Discussion Questions

The NYPD needed a new commissioner as the department was outdated and crime fighting was not a priority. William Bratton was selected as the new commissioner. Under his leadership, he transformed the department by reorganizing the structure, focusing on results over efforts, implementing new technology like CompStat, and emphasizing fighting drugs, guns and repeat offenders. These changes led to large crime reductions in New York compared to other major cities. However, budget cuts now threatened the sustainability of these results, so Bratton would need to focus on increasing productivity without additional funding through technology and rewarding high performance. The key lessons for other organizations are that performance-based systems work well, rewarding employees is important for motivation, and technology and data

Uploaded by

Jaime Torres Robles
Copyright
© © All Rights Reserved
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Download as DOCX, PDF, TXT or read online on Scribd
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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 Communications systems were outdated, criminals usually were armed better than police officers.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.

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