Assertive Policing,Plummeting Crimes: The NYPD Takes on Crime in New York CityRudolph Giuliani, Mayor of New York,was elected in November 1993. His concern in the improvement onquality-of-life, reducing crime rates was one of the reasons he won the election.Selecting William Bratton to leadthe objective of reducing crime in New York was the perfect decision. Both, Giuliani andBratton, had the same approach to policing focus on assertivequality-of-life. Brattons Background is very strong.He drove crime down in New Yorkin bus and subway system, developed quality-of-life policing, assertivepolicing, devolved authority and a psychological touch. He had a very proudpast by reorganizing the day-to-day of police department operation and in motivatingpeople. Bratton innovated the system of NewYork Police Department (NYPD). He had the spirit of abusinessman, a real entrepreneur, and a leader, someone that does. He knew howto develop an efficient way of improvement in an old system police. He was theperfect CEO.The most important stepsthat Bratton uses to transform the NYPD, as a manager business was to have inmind the mission, vision and goal of his plan. The vision was to provide aquality-of-life policing. The missionwas to reduce the crime in NY. And the goal was 40 percent crime reduction inthree years.One important thing to be mentioned,before describing the most important steps of strategy that Bratton did, isabout his believes. He believed that ateam policeman needs to be more aggressive, younger, motivated equip,energized, quickly, smart, knowledgeable and focus on reducing crimes.The first thing that Bratton did wasto select talent to work with. Heset up a transition team to evaluate the condition of the department and todevelop a plan for reinvigorating the police department. They were Jake Maple,John Miler, Peter LaPort and John Linder with different skills, knowledge andcompetence. After that they started the diagnostic of the department. Theyfound out that there were no communication, a strong bureaucracy, corruption,hierarchy, and old fashion values that were not giving performance. Theofficers worked at bankers hours while criminals worked nights and weekends.The focus was in corruption instead of policing the streets. The officers didnot know that the most important value would be reducing crime, disorder andfear. They thought that the activity the superiors valued more was writingsummonses. They had different set of priority. Some believed that providingpolice service to people who requested them would be the most important action.Others thought that gaining publicconfidence in police integrity was the most important. And besides, they werenot efficiency in their polices.Bratton run the police departments in various operational units, replaced fourof the NYPDs five chiefs. He selected teamof superstar: John Timoney, Mike Julian, Luiz Anemone and David Scott. Andhe imposed that no cop without experience, 22-years-old, would deal with dangersneighborhoods problems.Bratton policy strategy one was getting guns off the streets. Allofficers were encouraged to ask everyone they arrested about where guns couldbe acquired. Every arrest can be an opportunity to look for more seriousoffenses.Bratton eliminated the organization layer, devolved power to theprecinct commanders and working as a mini-police chief. They wereencouraged to get trained, got moreauthority and flexibility. They had more responsibility and motivation. Theintention was to provide specificguidance about what they