Florida Regional Community Policing Institute Presents

1
Florida Regional Community Policing
InstitutePresents

• Changing Roles
• Supervising Todays Community
• Policing Officer

With Funding from Department of Justice, COPS
Office
2
Course Expectations

• Enhance supervisory skills
• Recognize the different skills necessary to
  effectively supervise community policing
• Develop tools to work more effectively with
  community policing officers

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Course Agenda Day 1

• 800 - 900 Registration Course Overview
• 900 - 1000 Assessing our Readiness for COPPS
• 1000 - 1100 Overview of COPPS Philosophy
• 1100 - 1200 Contrasting Traditional and COPPS
  Superv.
• 1200 - 100 Lunch
• 100 - 300 Leadership Styles That Works with
  COPPS
• 300 - 500 Supervising Collaborative
  Partnerships

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Course Agenda Day 2

• 800 - 1100 Role of Supervisors in Problem
  Solving
• 1100 - 1200 Setting a Vision
• 1200 - 100 Lunch
• 100 - 300 Performance Evaluation
• 300 - 430 Calming Rough Seas
• 430 - 500 Wrap-up Closing Thoughts

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Adult Learning

• Telling is not teaching
• and listening is not learning

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How We Learn

• 10 of what we Read
• 20 of what we Hear
• 30 of what we See
• 50 of what we See and Hear
• 70 of what we Discuss
• 80 of what we Experience Personally
• 95 of what we Teach to others

Source William Glasser
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How Quickly We Forget

• 41.8 after 20 minutes
• 55.8 after 1 hour
• 66.3 after 24 hours
• 84.6 after 6 days
• 98.9 after 1 month

Source Texas Education Agency
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So Whats the Problem?
Assessing the Need for COPPS Supervisory
Training
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Segment Objectives

• Explore and list problems frequently identified
  by community policing supervisors
• List problems participants encounter in their
  community policing operations
• Compare lists to determine differences and
  commonalties

10
So Youre a COPPS Supervisor

• Congratulations Sgt. Jones!
• Report to COPPS on Monday

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The Florida State Study

• Few training models available for COPPS
  supervisors
• The field is emerging at this time

12
The University of Louisville Study

• Lack of support 83
• Minimal managerial support 77
• No job description for position 72
• No policy for community policing 65
• Assessing by stats does not reflect COPPS 65
• Limited and/or inadequate training 62
• Lack of input in COPPS officer selection 52
• COPPS supervisors authority limited 47

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Team Exercise Breakout Groups

• Your Captain meets with you to discuss the
  progress of community policing in your agency.
  Specifically, the Captain wants to know what
  obstacles get in the way of your efforts to
  implement community policing. The goal here is to
  make changes and eliminate barriers. So...
• What are the greatest challenges you face daily
  as a COPPS supervisor ?

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Class Results
Two Classes Ago
Last Class

• Training
• Buy In/Commitment
• Hiring More Bodies
• Selection of Personnel
• Consistency/Policies

• Manpower, Time, Resources
• Undefined Expectations
• Statistic Driven
• Lack of Understanding
• Staff Understanding

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Agreeing on the Basics

An Overview of the Community Policing
Philosophy
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Segment Objectives

• Identify the definition of community policing
• Describe the evolution from the professional
  model to community policing model
• Recognize the ten principles of community
  policing and problem solving
• Recognize two core components of community
  policing

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What Words Describe COPPS?

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Definition of Community Policing

• An organizational wide philosophy and management
  approach that promotes community, government and
  police partnerships proactive problem solving
  and community engagement to address the causes of
  crime, fear and other community issues.

-- Community Policing Consortium, 1996
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Key Elements of Definition

• Department wide philosophy
• Partnership with other community and other
  government agencies
• Pro-active problem solving
• Addresses more than just crime

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Another Definition

• Community policing is a philosophy of full
  service policing, where the same officer patrols
  and works in the same area on a permanent basis
  from a decentralized place, working in a
  proactive partnership with citizens to identify
  and solve problems.
• (Trojanowicz Bucqueroux, 1994)

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Key Elements of Definition

• Shared responsibility
• Prevention
• Officer discretion

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Evolution to Community Policing

1833 1929 1985 Political Era Traditional
Era Community Policing Era
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Ten Principles of Community Policing

• 1. Philosophy and Organizational Strategy
• 2. Commitment to Community Empowerment
• 3. Decentralized and Personalized Policing
• 4. Immediate Long-term Proactive Problem
  Solving
• 5. Ethics, Legality, Responsibility, and Trust

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Ten Principles of Community Policing

• 6. Expanding the Police Mandate
• 7. Helping Those With Special Needs
• 8. Grass-Roots Creativity and Support
• 9. Internal Change
• 10. Building for the Future

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Components of Community Policing

• Traditional Policing (Reactive)
• Problem Solving (Proactive)
• Community Partnerships (Coactive)

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Core Components of Community Policing

Community Partnerships
Problem Solving
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Core Components of Community Policing

Community Partnerships
Problem Solving
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Community Policing Is Not
COPPS
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Community Policing Is Not

• A technique or program
• A limited or specialized style of policing
• Foot patrol or bike patrol
• Soft on crime
• A specialized unit or group
• A top-down approach

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Black, White or Grey?
Contrasting Traditional and Community Policing
Supervision
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Segment Objectives

• List the roles of police officers in traditional
  policing models
• List the roles of supervisors in traditional
  policing models
• List the roles of police officers engaged in
  community policing
• Identify the expanded role of supervisors in
  community policing

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• Leaders cannot be neutral they must stand for
  something. They must have a set of values - a
  commitment, goals, and governing principles.

- Herman Goldstein
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Changing Leadership Attributes

• What are some descriptive words for supervisors
  of yesterday?
• What are some descriptive words for supervisors
  of today?
• Are we the same supervisors today that we were
  yesterday?

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Past Future control empower
command coach coordinate
facilitate mandate guide decree
influence dictate enjoin
admonish counsel reactive
proactive punish exonerate
pessimistic optimistic closed
open status quo visionary passive
creative punish mistakes error
allowance
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Changing Officer Behavior

• Is there a difference between the Baby Boomers,
  Gen Xers and Millenials who comprise our work
  force today?

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1970s - 1980s 1990s - 2000 passive
involved dependent independent
subordinate equal lack of trust mutual
trust ordered self-directed
autocracy democratic workplace closed
communication open communication
acceptance commitment
conventionality spontaneity
conforming nonconforming rules
dominate goal attainment domin quantity
quality personal goals personal
goals ignored attained
value-neutral value-oriented
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How We Supervise Influence

• Transactional vs. Transformational
• Supervisory influence over officers
• The findings are inconsistent Some say lots
  some say little influence

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Four Styles of Police Supervision

• Traditional
• Innovative
• Supportive
• Active

(Engel, 2001)
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Traditional Supervisors

• Expect aggressive, random patrols
• Evaluate performance by number of reports,
  arrests, citations
• Make decisions for subordinates
• Enforce rules and regulations
• Resistant to community policing

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Innovative Supervisors

• High relations-orientation with community and
  officers
• Expectations for community policing and problem
  solving
• More receptive to changes in policing
• Delegate and empower subordinates

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Supportive Supervisors

• See their role as protecting subordinates from
  administration, become a buffer
• Less concern with enforcing rules regs
• Seek to maintain friendly work environment
• Routinely praise and reward officers

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Active Supervisors

• Work along side subordinates in field
• Engage in police work themselves
• Seek a balance between working in the field and
  controlling subordinate actions
• Less likely to discuss problem solving
  expectations

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The Findings

• Innovative supervisors got more administrative
  work out of their officers
• Active supervisors got more field work
  (self-initiated community policing and problem
  solving) out of their officers

(Engel, 2001)
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Best Practices for Sergeants
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Community Policing Sergeants

• Encourage creative thinking
• Customer orientation
• Problem solving
• Analysis and supervision
• Recognition
• Scheduling

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Remember, model the behavior you are expecting.
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What Works What Doesnt
Leadership Styles in Community Policing
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Situational Leadership

• Directive Behavior
• Supportive Behavior
• Development Level

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High Supportive Low Directive S3 Supporting Unwil
ling/Able
High Directive High Supportive S2 Coaching Willin
g/Unable
Low Supportive Low Directive S4 Delegating Willin
g/Able
High Directive Low Supportive S1 Directing Unwill
ing/Unable
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Task-Oriented - Directing

• Identifies Problems
• Sets Goals and Defines Roles
• Develops an Action Plan to Solve Problems
• Controls Decision Making
• Provides Specific Directions
• Announces Solutions and Decisions

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Total Involvement - Coaching

• Identifies Problems and Sets Goals
• Recognizes and Praises Progress
• Explains Decisions
• Solicits Ideas
• Makes Final Decisions After Hearing Persons
  Ideas, Opinions, and Feelings
• Continues to Direct Work
• Evaluates Work

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Person-Oriented - Supporting

• Involves People in Identifying Problems and
  Setting Goals
• Lets Person Take the Lead in Defining How a Task
  is to be Done or Problem is to be Solved
• Provides Assurance and Support, Resources, and
  Ideas if Requested

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Person-Oriented - Supporting

• Shares Responsibility with Person for Problem
  Solving and Decision Making
• Listens and Facilitates Problem Solving and
  Decision Making by People
• Evaluates Work with the Person

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Passive Involvement - Delegating

• Jointly Defines Problems with Person
• Collaborates with Person in Setting Goals
• Lets Person Develop Action Plan and Control
  Decision Making About How, When, and With Whom
  Problems Should be Solved or the Task Done

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Passive Involvement - Delegating

• Accepts the Persons Decisions
• Evaluates Performance Periodically
• Lets Person Take Responsibility and Credit

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So - What Leadership Behavior Describes Me?

• Task-Oriented - Directing
• Total Involvement - Coaching
• Person-Oriented - Supporting
• Passive Involvement - Delegating

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The Role of Supervisors In Community Partnerships
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Defining a Community

• Geographical boundary
• Ethnic or cultural group
• Socio-economic status
• Shared interests (business, school, etc)
• Others . ?

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Collaboration

• The formal, sustained commitment to work together
  to accomplish a common mission
• Collaboration with community members who have a
  vested interest in a problem and are willing to
  commit time, talent and resources to solve the
  problem

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• Partnerships
• Active commitment to problem solving
• Working toward a common mission

• Relationships
• No commitment to solve anything
• Simply knowing people in community

Vs.
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Advantages of Collaboration

• Improve knowledge
• Broaden contacts
• Save police time
• Transfer responsibility to residents
• Build trust/confidence in the police

• Expand your response options
• Build support for police responses
• Generate funding and supplies

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Disadvantages of Collaboration

• Cause frustration
• Create unwanted responses
• Involve personal agendas
• Create ethical dilemmas

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Strategies for Community Collaboration

• 1. Work with existing groups
• 2. Form a group of your own

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Strategies for Community Collaboration

• Review how problem was analyzed
• Walk and talk
• Use a criss-cross directory

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Discussion Question 1

• You have an officer come to you with what she
  describes as burnout from having to work with the
  community. Nobody wants to do anything for
  themselves they expect the police do it for
  them.
• Shes ready to quit and return to Patrol where
  life is simple, but shes one of your top
  officers.
• What do you do to overcome her frustration?

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Discussion Question 2

• A neighborhood officer reports that his community
  council is going to the Mayors Office with a
  complaint against the Parks Department because of
  a comment he made at a meeting. The officer said
  that Parks was not willing to help restore
  bathroom facilities, and he went on to complain
  how he cant get any help from them, meaning
  Parks.
• The residents are enraged. The officer feels the
  police department is being pitted against the
  Parks Dept.
• How do you prepare for the heat thats about to
  come down from City Hall?

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Discussion Question 3

• A local minister wants to help you eliminate
  problems that unruly crowds are causing at a
  local park on Sunday evenings. Hes willing to
  hold revivals and other services in the park to
  chase away the undesirable elements.
• However, the neighbors do not want to have their
  park unavailable for children on Sunday.
• How do you coordinate a response to the minister?

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Discussion Question 4

• An officer gets to know a local electronics
  merchant. Before you know it, the substation is
  filled with donated televisions, VCRs, and video
  tapes.
• In the Sunday paper, this merchant runs an ad
  with the officers picture and a caption that
  mentions the donated items.
• Its now Monday morning and the Captain calls you
  in to find out how this occurred. . .

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Discussion Question 5

• Your new COPS officer is seeking to rebuild a
  strained partnership with the President of a
  Neighborhood Association. Everything is going
  great until . . .
• The officer arrests the Presidents son on an
  alcohol possession by minor charge. Now the
  partnership is strained.
• Do you as a supervisor intervene or let the
  officer handle this matter?

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Discussion Question 6

• Your Neighborhood Officer reports that his
  residents want to meet with you because they see
  less and less of the officer lately. This is
  because the officer is being pulled for other
  duties and details.
• You learn the group will use the fact a federal
  grant is paying for the officer to police in that
  neighborhood, not elsewhere.
• How do you defend the departments use of this
  officer elsewhere?

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The Role of Supervisors in Problem-Solving
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Problems Problems Problems
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Problem Solving Flow Chart
Does it Work
No
Yes
Dont Touch It
Did You Touch it
No
Yes
Does Anyone Know
You Dummy
No
Will You Catch Hell
Yes
Yes
You Poor Idiot
Hide It
No
Can It
Yes
Can You Blame Someone Else
No
Yes
No Problem!
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Problem Defined

• Any condition that alarms,
• harms, threatens, causes fear,
• or has potential for disorder in
• the community, particularly
• incidents that may appear as isolated,
• but share certain characteristics such as common
  pattern, victim, or geographic location.

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Key Elements of Problem Oriented Policing

• Problem is the basic unit of police work
• Problems impact citizens and police
• Problem solving requires officers work with
  conditions, not quick fixes
• Problems must be accurately described
• Systematic investigation is required

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Key Elements of Problem Oriented Policing

• Consider All Possible Responses
• Solve Problems Proactively Rather Than Reactively
• Police Subordinates Should Have Discretion
• Evaluate Results of New Responses

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Incident Driven Policing Model

Underlying Conditions
Incident
Incident
Incident
Incident
Police Response
Police Response
Police Response
Police Response
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Problem Oriented Policing Model
Underlying Conditions
Incident
Incident
Incident
Incident
Problem
Police Response
Public Response
Private Response
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SARA Problem Solving Model

• Scanning
• Analysis
• Response
• Assessment

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SARA Problem Solving Model
Analysis Collect and analyze information
Scanning Identifying Problems
Response Collaboratively develop and implement
solutions
Assessment Evaluate strategy effectiveness
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SARA Problem Solving Model
Analysis Collect and analyze information
Scanning Identifying Problems
Response Collaboratively develop and implement
solutions
Assessment Evaluate strategy effectiveness
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SARA is a Process
Scanning
Analysis
Response
Assessment
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Supervisors Expectations of Officers

• SCANNING You will know
• what crime related problems are occurring in your
  area
• prioritize them based on input from the community

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Supervisors Expectations of Officers

• ANALYSIS You will determine
• why problems are occurring (root cause)
• what resources are available to you

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Supervisors Expectations of Officer

• RESPONSE You will
• do something about the problems
• the plan will be based on analysis

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Supervisors Expectations of Officers

• ASSESSMENT You will know
• if what you are doing is working
• know why or why not

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Lets Work a Problem Together
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Setting a Vision
Goal Setting and Performance Management
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Performance Management

• A performance management system is more
  comprehensive, however, than simply observing and
  evaluating performance. It involves setting goals
  with employees, monitoring performance, coaching,
  supporting, motivating, and providing continuous
  feedback.
• (Nelson and Economy, 1996)

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Performance Management

• The balancing Function of
• Performance Management

Performance Standard
Actual Performance
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Why Do Performance Management?

• Communicate performance expectations
• Measure employee performance
• Identify employee strengths
• Give employee performance feedback
• Set performance improvement goals
• Determine training needs
• (Nelson and Economy, 1996)

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Steps of Performance Management

• Plan
• Coach
• Review

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Steps of Performance Management

• Plan
• Identify job duties and responsibilities
• Develop performance standards
• Discuss duties with employees
• Establish performance expectations

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Steps of Performance Management

• Coach
• Monitor and document performance
• Give regular and specific feedback
• Provide coaching for performance improvement

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Steps of Performance Management

• Review
• Prepare formal written evaluation
• Meet and discuss with employees
• Summarize significant events (good/bad)
• Give specific performance examples
• Set new performance goals

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The Pyramid Approach
Goals
Objectives
Strategies
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Calming Rough Seas...
Managing Change Within an Organization
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Think about how hard it is to change yourself,
and you will understand how hard it is to change
others.
-- Anonymous
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What Are We Changing

• Philosophy and thinking
• The work itself
• Organizational structures
• Organizational roles
• Organizational cultures / values
• Relationships

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Reinforcing a New Culture

• Training Current Personnel
• Hiring New Personnel
• Developing New Job Skills
• Modifying Performance Appraisals

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Reinforcing a New Culture

• Changes to Promotional Procedures
• Modifying Policies and Procedures
• Reconsidering Reward Systems

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The Challenges of Changes
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Why Resistance Occurs

• Self Interest
• Misunderstanding
• Different Perspectives
• Low Tolerance

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The Role of Leadership

• The challenging role for todays supervisors
• is to help bring about the paradigm shift in
• our profession to community policing.

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The Four Stages of Change

• Denial
• Resistance
• Exploration
• Commitment

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The Four Stages of Change

• Its an evolutionary process

Commitment
Exploration
Resistance
Denial
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Role of Leadership Denial

• Get Information Out
• Build Awareness of Impact and Change
• Schedule Time to Plan Talk Things Over
• Find Out What Employees Want

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Role of Leadership Resistance

• Listen
• Dont Try to Fix It or Be Overly Optimistic
• Invite and Explore Resistance
• Allow for Rituals / Mourning

109
Role of Leadership Exploration

• Facilitate
• Give Focus, Direction, and Guidance
• Keep Promoting the Vision
• Point Out Opportunities, Provide Training
• Strengthen Inter-group Connections

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Role of Leadership Commitment

• Empower Personnel
• Dont Micro-manage
• Re-emphasize Purpose of Change
• Help Visualize the Future
• Clarify Roles and Responsibilities
• Set up Quick Successes Celebrate Them