Chief of Strategic Initiatives:
Isa M. Abbassi
The mission Strategic Initiatives, is to design and drive long term, enterprise-wide transformation by evaluating policies, programs, and resources to strive towards maximum organizational effectiveness.
Strategic Initiatives 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 offices:
Office of Strategic Initiatives
Supports priority policy initiatives and assists in the direction, coordination and control of the functions of offices assigned to the Deputy Commissioner, Strategic Initiatives.
Office of Management Analysis and Planning (OMAP)
Primary evaluation and assessment arm of the New York City Police Department. OMAP 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. Conducts in-depth analyses of crime data and disseminates crime statistics for internal and public consumption. Maintains the Department Manual (which includes the Patrol Guide). OMAP is comprised of the Analysis and Mapping Section, the Management Analysis Section, the Management Orders and Directives Section, and the Operations Research Section.
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. Serves as the primary liaison with all external research entities, coordinates the Research Committee to review and assess external research requests, and develops strategies to achieve the Department’s goals.
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 "Change Agent" network to deliver target messaging and carries out change activities with impacted groups.
Design and Evaluation Office (DEO)
Responsible for understanding the nature and extent of a project vision, goals, resources, and strategy. Engages stakeholders to design the goals of the project and performs research, focus groups, and conducts stakeholder interviews to confirm the design. DEO provides an end to end view of a project, documenting the impact and presenting findings to be assessed.
Project Management Office (PMO)
Provides support to complex, multi-stakeholder, and priority projects. PMO ensures successful project delivery by defining and maintaining project management standards throughout the life-cycle of a project. Facilitates and coordinates implementation of projects across stakeholders, connects expertise and resources in order to support projects and build the capacity for project management.