Transcript Supervising COPS V.4 - FL RCPI

Florida Regional Community Policing Institute
Presents
Changing Roles:
Supervising Today’s
Community
Policing Officer
With Funding from:
Department of Justice, COPS Office
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Course Agenda – Day 1
8:00 - 9:00
Registration & Course Overview
9:00 - 10:00
Assessing our Readiness for COPPS
10:00 - 11:00
Overview of COPPS Philosophy
11:00 - 12:00
Superv.
Contrasting Traditional and COPPS
12:00 - 1:00
Lunch
1:00 - 3:00
COPPS
Leadership Styles That Works with
3:00 - 5:00
Supervising Collaborative Partnerships
http://cop.spcollege.edu
Course Agenda – Day 2
8:00 - 11:00
Solving
Role of Supervisors in Problem
11:00 - 12:00
Setting a Vision
12:00 - 1:00
Lunch
1:00 - 3:00
Performance Evaluation
3:00 - 4:30
Calming Rough Seas
4:30 - 5:00
Wrap-up & Closing Thoughts
http://cop.spcollege.edu
Adult Learning
Telling is not teaching …
… and listening is not learning
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
So What’s the Problem?
Assessing the Need for
COPPS Supervisory Training
http://cop.spcollege.edu
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
http://cop.spcollege.edu
So You’re a COPPS Supervisor
Congratulations Sgt. Jones!
Report to COPPS on Monday…
http://cop.spcollege.edu
The Florida State Study
• Few training models available for
COPPS supervisors
• The field is emerging at this time
http://cop.spcollege.edu
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 supervisor’s authority limited
47%
http://cop.spcollege.edu
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 ?
http://cop.spcollege.edu
Class Results
Two Classes Ago
• Training
• Buy
In/Commitment
• Hiring More Bodies
• Selection of
Personnel
• Consistency/Polici
es
Last Class
• Manpower, Time,
Resources
• Undefined
Expectations
• Statistic Driven
• Lack of
Understanding
• Staff Understanding
http://cop.spcollege.edu
Agreeing on the Basics
An Overview of the
Community Policing Philosophy
http://cop.spcollege.edu
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
http://cop.spcollege.edu
What Words Describe COPPS?
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Key Elements of Definition
• Department wide philosophy
• Partnership with other community
and other government agencies
• Pro-active problem solving
• Addresses more than just crime
http://cop.spcollege.edu
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)
http://cop.spcollege.edu
Key Elements of Definition
• Shared responsibility
• Prevention
• Officer discretion
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Components of Community Policing
• Traditional Policing
(Reactive)
• Problem Solving
(Proactive)
• Community Partnerships
(Coactive)
http://cop.spcollege.edu
Core Components of Community
Policing
Community
Partnerships
Problem
Solving
http://cop.spcollege.edu
Core Components of Community
Policing
Community
Partnerships
Problem
Solving
http://cop.spcollege.edu
Community Policing Is Not
COPPS
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Black, White or Grey?
Contrasting Traditional and
Community Policing Supervision
http://cop.spcollege.edu
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
http://cop.spcollege.edu
“Leaders cannot be neutral; they must
stand for something. They must have
a set of values - a commitment,
goals, and governing principles.”
- Herman Goldstein
http://cop.spcollege.edu
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?
http://cop.spcollege.edu
Past
control
command
coordinate
mandate
decree
dictate
admonish
reactive
punish
pessimistic
closed
status quo
passive
punish mistakes
Future
empower
coach
facilitate
guide
influence
enjoin
counsel
proactive
exonerate
optimistic
open
visionary
creative
error allowance
http://cop.spcollege.edu
Changing Officer Behavior
• Is there a difference between the
Baby Boomers, Gen Xers and
Millenials who comprise our work
force today?
http://cop.spcollege.edu
1970s - 1980s
passive
dependent
subordinate
lack of trust
ordered
autocracy
closed communication
acceptance
conventionality
conforming
rules dominate
quantity
personal goals
ignored
value-neutral
1990s - 2000
involved
independent
equal
mutual trust
self-directed
democratic workplace
open communication
commitment
spontaneity
nonconforming
goal attainment domin
quality
personal goals
attained
value-oriented
http://cop.spcollege.edu
How We Supervise & Influence
• Transactional vs. Transformational
• Supervisory influence over officers
– The findings are inconsistent: Some say lots…
some say little influence
http://cop.spcollege.edu
Four Styles of Police Supervision
• Traditional
• Innovative
• Supportive
• Active
(Engel, 2001)
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
(Engel, 2001)
their officers
http://cop.spcollege.edu
Best Practices for Sergeants
http://cop.spcollege.edu
Community Policing Sergeants
• Encourage creative thinking
• Customer orientation
• Problem solving
• Analysis and supervision
• Recognition
• Scheduling
http://cop.spcollege.edu
Remember, model the
behavior you are
expecting.
http://cop.spcollege.edu
What Works… What Doesn’t
Leadership Styles in
Community Policing
http://cop.spcollege.edu
Situational Leadership
• Directive Behavior
• Supportive Behavior
• Development Level
http://cop.spcollege.edu
High Supportive
Low Directive
S3
Supporting
Unwilling/Able
Low Supportive
Low Directive
S4
Delegating
Willing/Able
High Directive
High Supportive
S2
Coaching
Willing/Unable
High Directive
Low Supportive
S1
Directing
Unwilling/Unable
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Total Involvement - Coaching
• Identifies Problems and Sets Goals
• Recognizes and Praises Progress
• Explains Decisions
• Solicits Ideas
• Makes Final Decisions After Hearing
Person’s Ideas, Opinions, and Feelings
• Continues to Direct Work
• Evaluates Work
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Passive Involvement Delegating
• Accepts the Person’s Decisions
• Evaluates Performance Periodically
• Lets Person Take Responsibility and
Credit
http://cop.spcollege.edu
So - What Leadership Behavior
Describes Me?
Task-Oriented
Total
- Directing
Involvement - Coaching
Person-Oriented
Passive
- Supporting
Involvement - Delegating
http://cop.spcollege.edu
The Role of Supervisors
In Community
Partnerships
http://cop.spcollege.edu
Defining a Community
• Geographical boundary
• Ethnic or cultural group
• Socio-economic status
• Shared interests (business, school,
etc)
• Others …. ?
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Partnerships
• Active
commitment to
problem solving
Vs.
Relationships
• No commitment to
solve anything
• Simply knowing
• Working toward a
people in
common mission
community
http://cop.spcollege.edu
Advantages of Collaboration
• Improve knowledge
• Broaden contacts
• Expand your
response options
• Save police time &
$$$
• Build support for
police responses
• Transfer
responsibility to
residents
• Generate funding
and supplies
• Build
trust/confidence in
the police
http://cop.spcollege.edu
Disadvantages of Collaboration
• Cause frustration
• Create unwanted responses
• Involve personal agendas
• Create ethical dilemmas
http://cop.spcollege.edu
Strategies for Community
Collaboration
1. Work with existing groups
2. Form a group of your own
http://cop.spcollege.edu
Strategies for Community
Collaboration
• Review how problem was analyzed
• “Walk and talk”
• Use a criss-cross directory
http://cop.spcollege.edu
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.
She’s ready to quit and return to Patrol
where life is simple, but she’s one of your
top officers.
What do you do to overcome her
frustration?
http://cop.spcollege.edu
Discussion Question #2
A neighborhood officer reports that his
community council is going to the Mayor’s 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 can’t 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 that’s about to
come down from City Hall?
http://cop.spcollege.edu
Discussion Question #3
A local minister wants to help you
eliminate problems that unruly crowds are
causing at a local park on Sunday
evenings. He’s 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?
http://cop.spcollege.edu
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 officer’s picture and a caption
that mentions the donated items.
It’s now Monday morning and the Captain
calls you in to find out how this occurred. . .
http://cop.spcollege.edu
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 President’s 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?
http://cop.spcollege.edu
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 department’s use
of this officer elsewhere?
http://cop.spcollege.edu
The Role of Supervisors in
Problem-Solving
http://cop.spcollege.edu
Problems… Problems…
Problems
http://cop.spcollege.edu
Problem Solving Flow Chart
Yes
No
Does it
Work
Don’t
Touch It
Yes
Does
Anyone
Know
No
You
Dummy
Did You
Touch it
Yes
No
Will You
Catch Hell
Yes
You Poor
Idiot
Hide
It
Yes
No
Can You Blame
Someone Else
No
Can
It
Yes
No Problem!
http://cop.spcollege.edu
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.”
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Incident Driven Policing Model
Underlying Conditions
Incident
Incident
Incident
Incident
Police
Response
Police
Response
Police
Response
Police
Response
http://cop.spcollege.edu
Problem Oriented Policing Model
Underlying Conditions
Incident
Incident
Incident
Incident
Problem
Police
Response
Public
Response
Private
Response
http://cop.spcollege.edu
SARA Problem Solving Model
Scanning
Analysis
Response
Assessment
http://cop.spcollege.edu
SARA Problem Solving Model
Scanning
Analysis
Response
Assessment
Identifying
Problems
Collect and
analyze
information
Collaboratively
develop and
implement
solutions
Evaluate strategy
effectiveness
http://cop.spcollege.edu
SARA Problem Solving Model
Scanning
Analysis
Response
Assessment
Identifying
Problems
Collect and
analyze
information
Collaboratively
develop and
implement
solutions
Evaluate strategy
effectiveness
http://cop.spcollege.edu
SARA is a Process
Scanning
Analysis
Response
Assessment
http://cop.spcollege.edu
Supervisor’s Expectations of
Officers
• SCANNING: You will know
– what crime related problems are occurring in your
area
– prioritize them based on input from the community
http://cop.spcollege.edu
Supervisor’s Expectations of
Officers
• ANALYSIS: You will determine
– why problems are occurring (root cause)
– what resources are available to you
http://cop.spcollege.edu
Supervisor’s Expectations of
Officer
• RESPONSE: You will
– do something about the problems
– the plan will be based on analysis
http://cop.spcollege.edu
Supervisor’s Expectations of
Officers
• ASSESSMENT: You will know
– if what you are doing is working
– know “why” or “why not”
http://cop.spcollege.edu
Let’s Work a Problem Together
http://cop.spcollege.edu
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)
http://cop.spcollege.edu
Performance Management
The balancing Function of
Performance Management
Performance
Standard
Actual
Performance
http://cop.spcollege.edu
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)
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Steps of Performance Management
• Coach
– Monitor and document performance
– Give regular and specific feedback
– Provide coaching for performance improvement
http://cop.spcollege.edu
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
http://cop.spcollege.edu
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
http://cop.spcollege.edu
Reinforcing a New Culture
• Training Current Personnel
• Hiring New Personnel
• Developing New Job Skills
• Modifying Performance Appraisals
http://cop.spcollege.edu
Reinforcing a New Culture
• Changes to Promotional Procedures
• Modifying Policies and Procedures
• Reconsidering Reward Systems
http://cop.spcollege.edu
The Challenges of Changes
http://cop.spcollege.edu
Why Resistance Occurs
• Self Interest
• Misunderstanding
• Different Perspectives
• Low Tolerance
http://cop.spcollege.edu
The Role of Leadership
The challenging role for today’s supervisors
is to help bring about the paradigm shift in
our profession to community policing.
http://cop.spcollege.edu
The Four Stages of Change
• Denial
• Resistance
• Exploration
• Commitment
http://cop.spcollege.edu
The Four Stages of Change
It’s an evolutionary process
Commitment
Exploration
Resistance
Denial
http://cop.spcollege.edu
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
• Don’t Try to Fix It or Be Overly
Optimistic
• Invite and Explore Resistance
• Allow for Rituals / Mourning
http://cop.spcollege.edu
Role of Leadership: Exploration
• Facilitate
• Give Focus, Direction, and Guidance
• Keep Promoting the Vision
• Point Out Opportunities, Provide
Training
• Strengthen Inter-group Connections
http://cop.spcollege.edu
Role of Leadership: Commitment
• Empower Personnel
• Don’t Micro-manage
• Re-emphasize Purpose of Change
• Help Visualize the Future
• Clarify Roles and Responsibilities
• Set up Quick Successes & Celebrate
Them
http://cop.spcollege.edu