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Deputy Commissioner Strategic Initiatives

Deputy Commissioner Danielle M. Pemberton

Deputy Commissioner Strategic Initiatives:
Danielle M. Pemberton

The mission of the Deputy Commissioner Strategic Initiatives (DCSI), is to design and drive long term, enterprise-wide transformation by evaluating policies, programs, and resources, and strive toward maximum organizational efficiency and effectiveness.

DCSI serves as a primary advisor to the Police Commissioner regarding the Department’s short and long term strategic goals, and examines new technologies and innovative solutions to help the Department fulfill its primary mission of keeping New York City safe.


Strategic Initiatives oversees the following sub-units:

The Office of Strategic Initiatives Assists in the direction, coordination and control of the Office of Management Analysis and Planning (OMAP), Office of Research and Innovation (ORI), Project Management Office (PMO), Design and Evaluation Office (DEO) and Change Management Office (CMO) and manages the administrative, personnel and budgetary functions of units assigned to the Deputy Commissioner, Strategic Initiatives.

Office of Management Analysis and Planning The Office of Management Analysis and Planning (OMAP) is the primary evaluation and assessment arm of the New York City Police Department. It serves as a "think tank" for potential innovations and efficiencies, proposing policies, programs, organizational structures, and staffing levels, with the goal of maximum effectiveness. The Office monitors and maintains the Department's crime reporting system in relationship with the New York State Division of Criminal Justice Services and the FBI Uniform Crime Reporting (UCR) Program. It conducts in-depth analyses of crime data and disseminates crime statistics for public consumption. It maintains the Department Manual (which includes the Patrol Guide), oversees official Department form design and control, and establishes record retention and destruction policies. It also liaises with outside law enforcement agencies and academia, identifying emerging trends, solutions and technologies.

Analysis And Mapping Section (AMS) Manages and maintains geospatial intelligence capabilities, and manages technology used to acquire, manipulate and store geospatial information. AMS implements innovative ways to see and understand data trends, outliers and patterns, receives Department requests for research, analyzes and provides research data for research requests. performs initial review of research topics from internal/external sources, vets requests for letters of support and reviews final research report/products received from research entities.

Management Analysis Section (MAS) Assesses current Department operations and policies, and make recommendations for improvement. MAS Identifies process gaps and resource needs to enhance operational efficiency, prepares policy, procedural and budgetary briefing materials for the Police Commissioner and other members of the executive staff, prepares public reports and statistical analyses for external and internal presentations, responds to external requests for Department information and surveys and conducts resource analyses and make recommendations to support the needs and objectives of the Department.

Management Orders And Directives Section (MODS) Responsible for updating and maintaining the Department Manual. MODS reviews, drafts, publishes and disseminates new and revised Department directives, implements innovative ways to streamline the Department’s body of knowledge and oversees form design and control.

Operations Research Section (ORS) Ensures data integrity and consistency. ORS monitors and maintains the Department's crime reporting systems, analyzes crime data to ensure validity, integrity and reliability, prepares, analyzes and interpret crime complaint and arrest data and prepares mandated crime and enforcement data submissions to the FBI Uniformed Crime Reporting System, NYS Division of Criminal Justice Services and NYC City Council.

Office Of Research And Innovation (ORI) ) Liaises with law enforcement industry and academia, identifying emerging trends, solutions, and technologies. ORI implements innovative pilot programs based on new and emerging trends/ideas, manages and evaluates external research proposals and partnerships, serve as primary liaison with all external research entities, coordinates the Research Committee to review and assess external research requests, and proposes and develops strategies and projects to achieve the Department’s goals and objectives.

Project Management Office (PMO) Provides a key level of support to complex, multi-bureau, and priority projects. PMO ensures successful project delivery by defining and maintaining project management standards throughout the life-cycle of a project (i.e., scoping, planning, implementation, evaluation, etc.), facilitates and coordinates implementation of projects across bureaus, connects expertise and resources in order to support projects and build the capacity for project management, oversees the Project Coordination Team and the Project Delivery Team, develops project management standards and best practices to be followed and conducts and maintains training for project management capacities.

Project Coordination Team

Defines and aligns the project portfolio in line with strategic priorities, maintaining definitive list of projects, manages the initial project intake, scoping, and analysis, identifies key stakeholders, internally and externally, leads and coordinate the monthly Project Intake Review Committee, and manages the Finest Ideas Program.

Project Delivery Team

Develops project documents (charter, project plan, etc.), provides executive and Stakeholder governance management, reports on the progress of project and escalate risks as required, and Manages dependencies between similar projects.

Design and Evaluation Office (DEO) Oversees planning of projects key features and structure to ensure goals are measurable and achievable, and oversees the

Program Design Section
Sets and communicates guidelines for design outputs, and engages stakeholders to develop design of project initiatives:

  1. Identify risks, constraints and assumptions
  2. Analyze data, historical information and current policies
  3. Develop budget and staffing plans.
  4. Identify critical success factors and outcomes.
  5. Develop multiple project design options.

Performance Evaluation Section
Performs evaluations for projects and programs, develops baseline metrics and key performance indicators to determine post implementation success and challenges, and synthesizes end-user feedback and identifies opportunities for additional improvement.

Change Management Office (CMO) Develops strategies to support adoption of change in the Department to ensure change is effectively integrated, develops change and stakeholder management, communications, training, knowledge transfer, and post implementation support plans, analyzes and determines communication audience, method and timing for such communication, develops and manages "Project Champion" network to deliver target messaging and carries out change activities with impacted groups.