THE POLICE COMMISSIONER’S REPORT JANUARY 2016 THE NEW YORK CITY POLICE DEPARTMENT 22 40 58 INFORMATION HOUSING BUREAU RISK MANAGEMENT TECHNOLOGY BUREAU BUREAU TABLE OF CONTENTS 26 42 60 DETECTIVE BUREAU VIOLENCE- PERSONNEL REDUCTION TASK BUREAU / STAFFING FORCES 44 ORGANIZED CRIME 62 28 CONTROL BUREAU PERSONNEL COLLABORATIVE BUREAU / REFORM 4 POLICING 46 AND RECRUITMENT TRANSPORTATION LETTER FROM 30 BUREAU 64 THE MAYOR CRITICAL RESPONSE CIVILIAN MEMBERS 6 COMMAND 48 FIELD INTELLIGENCE 66 LETTER FROM 32 OFFICERS THE POLICE FACILITIES COMMISSIONER STRATEGIC RESPONSE GROUP 50 68 10 GRAND LARCENY 34 DIVISION CARS & EQUIPMENT NEIGHBORHOOD POLICING PLAN COMMUNITY AFFAIRS BUREAU / YOUTH PROGRAMS 52 70 14 ADMINISTRATION STRATEGIC COMMUNICATIONS COMPSTAT 36 COMMUNITY 54 AFFAIRS BUREAU / 72 16 SCHOOL SAFETY USE-OF-FORCE DIVISION POLICY 2014 / 2015 STATISTICAL TRAINING BUREAU ROUNDUP 20 38 56 76 TRANSIT BUREAU DISCIPLINE COMMUNITY NYPD HISTORICAL PARTNER PROGRAM TIMELINE SPRING 3100 ISSN #0038 8572 is published bimonthly by the New York City Police Department, One Police Plaza, New York, 10038. Periodicals postage paid at New York City, NY. “Ride-Along Enclosed” Postmaster: Send address changes to SPRING 3100 c/o New York City Police Department, One Police Plaza, New York, 10038. SPRING 3100 ©2014 BY NYPD. All rights reserved; No part of this publication may be reproduced without written consent of the Editor. L E T T ER FROM MAYOR BILL DE BLASIO appointed Bill Bratton to be New York City Police Department’s technological infrastructure; new use-of-force ICommissioner in January 2014, and, two years later, this policies and procedures; a more efficient and fairer internal report—about the sweeping changes in the NYPD— discipline system; 1,300 new officers; new technological underscores my reasons for doing so. When I chose him, assets for officers in the field like smartphones and tablets; a Commissioner Bratton already owned a reputation as a strengthened counterterrorism strategy; and a wide array of highly successful crime fighter who had driven down crime other reforms, large and small. in New York and Los Angeles and overseen the development of CompStat, the premiere police management and crime- Unless it was Bill Bratton’s first term as NYPD Commissioner fighting tool of the past two decades. in 1994 and 1995, I doubt there has been another time in the Department’s history when so many positive changes and But for me, his crime-fighting credentials were only one initiatives were under way. qualification. What impresses me most about Bill Bratton is his commitment to revolutionizing and improving law enforcement in It’s really a testimony to the extraordinary depth of talent and the this country and his proven skill at rallying large organizations to a organizational resilience of the New York City Police Department. reform agenda. Chief of Department James O’Neill, who has been in the thick of the reform effort, puts it simply. Although the NYPD has Together, we wanted to strengthen the NYPD in how it interacts done a remarkable job of cutting and controlling crime, further with the community and serves people in neighborhoods across progress—both with the community and against crime—is the city. We also wanted to make the NYPD a better place to possible, but will require “a new way of doing business.” When work, do more to develop and nurture its personnel, and support an organization that has been so successful can still embrace a its officers with the best equipment, tactics, and training. process of major change, it speaks volumes about its greatness and its potential for further accomplishment. During our discussions, I was struck by how often we saw eye to eye. I soon knew that this was the leader who could The police department that is emerging from this reform operationalize and actualize the kinds of reforms New York process will be better equipped, better trained, better City needed. motivated, better organized, better led, and more highly focused than its predecessors. The impact will be felt As we have worked together in the years since, our reform throughout the city in lower crime rates, greater citizen and momentum has been relentless—an innovative neighborhood officer satisfaction, and a deep and lasting alliance between patrol plan; a range of targeted and strategic crime the NYPD and the people of the City of New York. fighting initiatives; the complete transformation of recruit and in-service training; the remaking and renewal of the 5 L E T T ER FROM POLICE COMMISSIONER WILLIAM BRATTON ver the past two years, with the critical help of also apparent that community/police relations were frayed in OMayor Bill de Blasio, the New York City Police Department has many minority neighborhoods across the city. Our challenge been engaged in a wide-ranging agenda of change. I view what was to develop the patrol models, the training models, and we are trying to do in New York today as the culmination of the methodology for working with neighborhoods to not only nearly 50 years in the policing profession, and an opportunity to bridge the gap, but close it. put all that I have learned to work in a city I love and have long considered my home. We also learned that many of our own police officers felt alienated from the Department, mostly because of a slow-moving We spent much of 2014 in a reengineering process that helped and overly punitive discipline process that left them feeling at to define the goals and reforms that we wanted to achieve. risk. The challenge was therefore two-fold: win back the trust of Hundreds of Department members worked in dozens of teams our officers and their enthusiasm for engaging with the complex to generate more than 800 recommendations. In 2015, we began policing task, while guiding their engagement in ways that would to implement those recommendations in earnest. Today’s NYPD also win the trust and support of minority neighborhoods—and is on the road to becoming a very different organization than it indeed of every neighborhood. was just two years ago. We call the core of our program the Neighborhood Policing In the reform process, we did not want to lose any of the Plan. It is described in detail in this publication. I will only qualities that make the NYPD one the great police agencies say here that the plan is staffed and organized to do a much in the world: the crime-fighting capabilities that have driven better job of closing the police/community divide without serious crime to record lows, the logistical and organizational sacrificing, and while actually enhancing, the NYPD’s crime- talents to manage hundreds of events each year without mishap, fighting capabilities. We are supporting the plan with an array the counterterrorism expertise that has protected a great city of reforms and innovations in focused investigations, training, from violent attack, and the extraordinarily diverse organization technology, discipline, and many other areas. Mayor de Blasio where every race and ethnic group is represented and more has been with us every step of the way with critical political, than 85 languages are spoken. Rather, we sought to draw on all staffing, and funding support. those strengths as we worked for needed improvements and change. It’s been a guiding principal in my long career as a police As you peruse this report, I think you will see that all of our manager: even the great can get better. initiatives are grounded in a comprehensive plan to prepare our Department for the challenges of the new century. The Our work took place in the context of a heated national debate NYPD, which has led the way in municipal crime fighting about policing and the abuse of police power. While NYPD and counterterrorism in the past two decades, is at the officers have a record of exceptional restraint in the use of cutting edge again, designing and building tomorrow’s police force generally, and especially in the use of firearms, it was department today. 7 50 William J. Bratton John J. Miller Thomas P. Galati 47 Police Commissioner Intelligence & Counterterrorism Chief of Intelligence 52 Dermot F. Shea James R. Waters 34 Operations Chief of Counterterrorism 49 46 48 Benjamin B. Tucker 33 First Deputy Commissioner Stephen P. Davis Joanne Jaffe 44 42 45 Public Information Chief of Community Affairs 30 43 James P. O’Neill 32 41 Chief of Department Vincent Grippo Carlos Gomez 26 40 28 Management & Budget Chief of Patrol 25 24 23 Jessica S. Tisch William T. Morris 22 Kevin P. Ward Information Technology Chief of Manhattan South 20 19 Chief of Staff 109 18 114 Lawrence Byrne Joseph Fox 115 111 Edna D. Wells Handy Legal Matters Chief of Transit 14 17 Counsel to Police Commissioner 10 13 108 110 Joseph J. Reznick James A. Secreto 6 Internal Affairs Chief of Housing 9 94 112 107 5 7 105 Rosemarie Maldonado Thomas M. Chan 1 104 90 103 Trials Chief of Transportation 84 83 102 88 79 Kevin S. Richardson Robert K. Boyce 81 113 76 Department Advocate Chief of Detectives 77 106 78 73 75 71 Neldra M. Zeigler Thomas P. Purtell 72 Equal Employment Opportunity Chief of Organized Crime Control 67 69 Susan Herman Raymond Spinella 66 70 Collaborative Policing Chief of Personnel 68 63 Cathleen S. Perez Eli D. Kleinman, MD, MPH 62 101 Administration Supervising Chief Surgeon 61 100 Zachary Tumin 60 Strategic Initiatives William Andrews 120 Strategic Communications 121 Robert S. Martinez 122 Support Services John Beirne 123 Labor Relations January 2016 NEIGHBORHOOD POLICING PLAN FOR YEARS WE ASKED AND EXPECTED PATROL OFFICERS TO CONNECT BETTER WITH COMMUNITY RESIDENTS, BUT WE HAVE NEVER GIVEN THEM THE TIME TO DO IT.