Case Study of Strategy: The NYPD
Autor: Batom e Prosa | Publicado: 2012-05-07T20:16:00-07:00




Assertive Policing,
Plummeting Crimes: The NYPD Takes on Crime in New York City





Rudolph Giuliani, Mayor of New York,
was elected in November 1993. His concern in the improvement on
quality-of-life, reducing crime rates was one of the reasons he won the election.






Selecting William Bratton to lead
the objective of reducing crime in New
  York was the perfect decision. Both, Giuliani and
Bratton, had the same approach to policing – focus on assertive
quality-of-life. 





Bratton’s Background is very strong.
He drove crime down in New York
in bus and subway system, developed quality-of-life policing, assertive
policing, devolved authority and a psychological touch. He had a very proud
past by reorganizing the day-to-day of police department operation and in motivating
people. 





Bratton innovated the system of New
York Police Department (NYPD). He had the spirit of a
businessman, a real entrepreneur, and a leader, someone that does. He knew how
to develop an efficient way of improvement in an old system police. He was the
perfect CEO.





The most important steps
that Bratton uses to transform the NYPD, as a manager business was to have in
mind the mission, vision and goal of his plan. The vision was to provide a
quality-of-life policing.&nbsp; The mission
was to reduce the crime in NY. And the goal was 40 percent crime reduction in
three years.





One important thing to be mentioned,
before describing the most important steps of strategy that Bratton did, is
about his believes.&nbsp; He believed that a
team policeman needs to be more aggressive, younger, motivated equip,
energized, quickly, smart, knowledgeable and focus on reducing crimes.





The first thing that Bratton did was
to select talent to work with. He
set up a transition team to evaluate the condition of the department and to
develop a plan for reinvigorating the police department. They were Jake Maple,
John Miler, Peter LaPort and John Linder with different skills, knowledge and
competence. 





After that they started the diagnostic of the department. They
found out that there were no communication, a strong bureaucracy, corruption,
hierarchy, and old fashion values that were not giving performance. The
officers worked at bankers’ hours while criminals worked nights and weekends.
The focus was in corruption instead of policing the streets. The officers did
not know that the most important value would be reducing crime, disorder and
fear. They thought that the activity the superiors valued more was writing
summonses. They had different set of priority. Some believed that providing
police service to people who requested them would be the most important action.
Others 











thought that gaining public
confidence in police integrity was the most important. And besides, they were
not efficiency in their polices.





Bratton run the police departments in various operational units, replaced four
of the NYPD’s five chiefs. He selected team
of superstar: John Timoney, Mike Julian, Luiz Anemone and David Scott. And
he imposed that no cop without experience, 22-years-old, would deal with dangers
neighborhoods problems.





Bratton policy strategy one was getting guns off the streets. All
officers were encouraged to ask everyone they arrested about where guns could
be acquired. “Every arrest can be an opportunity to look for more serious

offenses.”





Bratton eliminated the organization layer, devolved power to the
precinct commanders and working as a mini-police chief. They were
encouraged to get trained, got more
authority and flexibility. They had more responsibility and motivation. The
intention was to provide specific
guidance about what they should do and empowerment.





To improve the officer’s psychology, Bratton upgraded the handgun,
changed the uniforms to one that gave more authority and was easy to clean, and
improved bulletproof vests. He motivated front-line officers to reclaim the
street and gave them a clear sine of trust and support by the department of
mayor. An increase of officer’s morale was observed.





The other strategies developed by
the police department was curbing youth
violence in the schools and on the street, driving the drug dealers out off New
York and breaking the cycle of domestic violence. To manage this strategy,
was created the Compstat, which was a computerized comparison crime statistic.





Compstat was
one of the most important actions that Bratton did. It was a measuring program. They developed a
current crime statistic using a map orientation, which was improved later with
the help of technology. It was a way to follow the rate of crimes and the
location that it was occurring. Then with quantity information would help to
make effective questions as why is this happening? What is the cause? Is there
a school there? Chop shop?&nbsp; This measure
was a powerful instrument of controlling performance and inspiring people by
challenging them to find innovative tactics to combat crime.





The police strategy #5 was reclaiming the public space of NY,
which officially announced the quality-of-life campaign: new tools to combat
street prostitution, drug dealers, sales of alcohol to minors, vandalism and so
on.





Finally, Bratton was the person who
redone the NYPD polices, with a new vision, new culture, with an expert team.
He did a reengineering, and downsizing, aligned staffs to 











achieve the goals, encouraged them
and gave them the real respect and needs that they deserved. 





Despite of the aggressive conduct on
the street for stopping everyone who looks suspicious, Bratton reduced the rate of crime in 12% in one
year in New York
and became a famous “business” man.





In conclusion we can say that to most effectively
combat violence, police departments must combine aggressive policing with
deference to communities. The combination of these two things with a strongly
focused strategy can make a real difference to improve the quality-of-life in big cities. 



Case Study: Strategy / MBA Ohio University - Prof. Hugh D. Sherman


 
 
  
  
  
  
  
  
  
  
  
  
  
  
 
 Assertive
Policing, Plummeting Crimes&nbsp;- RBR