A
PEACE OFFICERS’
ASSOCIATION OF GEORGIA
GEORGIA LAW ENFORCEMENT COMMAND
COLLEGE
ANNUAL TRAINING
MAY 29th 2013
“Future Issues in Public Safety”
John B. Edwards
What do we know and how good a
job do we do selling it ?
“ We measure what is reasonable
on the part of the Police by
looking at what they know”
---- Paula K. Smith, Georgia V. Randolph
547 US 2006
THE FUTURE ISSUES IN PUBLIC
SAFETY
Require specific resources that are available as
soon as possible to mitigate or eliminate risk of
an adverse or unintended consequences
 Learn/Innovate
 Collaborations and partnerships
Change/Adapt
Analyze/Evaluate
Manage/Lead
Modern forces at work upon
st
21 Century Policing
Social
Technological
Economic
Political
Todays Issues in Police work
THE POLITICAL BASKET WE LIVE
Budget
Perceptions
Adaptability
Performance
Results
Accountability
The Future Issues Basket
 Technological infrastructure
(Radio and computer)
 Vehicles (How they are used or limited)
 The cost comparison and utility of video
versus police officer
 Community Corrections nexus with Police
The Future Issues Basket
 Increased Foreign Diversity and
“ The Melting pot versus Salad the Bowl”
development in our Communities
 Additional non-traditional roles and
responsibilities
 Non sworn or volunteer alternatives (Police
Community Support Officers PCSO’s)
London, Jacksonville, Orlando
The Future Issues Basket
 Evolution of Human Resource Issues and
Conditions
 The efficiency and effectiveness of our
communication abilities (To stay in tune and
real-time with the method and manner people
obtain information)
 The ability to work in partnerships with other
government agencies, the private sector,
community groups and citizens in
collaborative efforts
Developing Credible Means to
Measure Performance
For years capturing our performance has
been limited and narrowly tailored by
our reporting to the FBI UCR’s and our
calls and reports filed in our internal
records management systems
----Dr. Michael Scott POP UW
Policing in 2022 /COPS
How do we Measure our Economy?
“The Composite Index of Leading
Economic Indicators”
 Work hours and unemployment rates
 Manufacturing and consumption
 Construction
 Stock Prices and Bond Rates
 Credit and Interest Rates
 Consumer Expectations and Sales
Measuring Public Health
 Prevalence and Transmission of
Disease
 Injuries, Premature Fatalities, Infant
Mortality and Longevity
 Exposure to Toxins
 Access to Medical Care, Diet and
Physical Activity
 Environmental Issues and Concerns
Measuring the Weather
 Temperature
 Humidity
 Air Pressure
 Wind Speed and Direction
 Precipitation
 Clouds
 Jet Stream
How can Policing be Measured more
Effectively
 Our Effectives and Efficiency in Achieving our Objectives
and our Fairness in Achieving them
 Measures of Crime that go Un-reported
 Crime and Disorder Prevented
 Order Maintenance Affects
 Public Health Records (Intentional Injury)
 Information from Insurance Industry Claims as a result of
Criminal Conduct
 Non-criminal complaints regarding disorder and unsafe
conditions
 Citizen / Stakeholder Surveys
 Information regarding Prosecution and Conviction
 Complaints, Suits filed or lack thereof
BJA Top 10 Future problem areas
1.)
2.)
3.)
4.)
Possessing an analytic capacity
Gun Violence
Information Sharing
Personnel Issues
(The millenniums’, young different values
based cultures and loss of experienced
people with specific expertise)
Problems continued
5.)
6.)
7.)
8.)
Social Media (Its use and impact)
Southwest Border Violence
Prison downscaling and Closing
Out sourcing Police operations and
business
Problems continued
9.) Prescription Drug abuse and medical
marijuana
10.) Police legitimacy issues regarding the use
of force
Honorable mention was computer crimes and
identity theft
st
21
Century policing
Budget cuts and fiscal constraints
Demand for accountability and fugal use of
resources
Political and Legal liability issues
Dynamic social change through technologies
21st Century Government
“Budgets will drive all policy debates, you will not
have the luxury to say “no were not going to
change anything”, because the budget will
demand the change. Now the question
becomes… how do you manage it ?
Douglas Holtz-Eakin,
Former Director Congressional Budget Office
2011
Operations Progression
Late 20th Century
Idea
Program/Project components and nomenclature
Cost
Early 21st Century
Cost
What will the budget allow you to do
(Not what you want, but what you can afford)
Institutional, Cultural and Economic
Drivers that Create Challenges
Effective Leadership
Human Resources
Application, use and management of
technologies
Communications (internal and external)
Collaborations and partnerships
Prioritization and delivery of police service
Organizational Challenges
 Civilianization or contract employees
 Downsizing
 Consolidation
 Regionalization
 Shared services
Operational Demands
 Reduced Crime
 Reduced Cost
 Less Resource inventory
 Equipment and maintenance problems
 More Responsibilities
 Multitasking
“Bottom Line…Do More With Less”
Operational Challenges
 Patrol
 Investigations
 Specialized units
 Community Corrections
 Mental Health
 Ordinance and Code Enforcement
Personnel Demands
New Generation Officers and Technology
Innovations: Drivers of Change in Policing
Managing Drivers of Change in a Multigenerational
Workforce
 Recruiting, staffing, competency and training
 People skills and the ability to critically think
Leadership
Safety and wellness
Personnel Challenges
Reduction in force
Furloughs, shift changes and overtime reduction or
elimination
No COLA or pay incentives
Secondary employment issues
Pension reform
Health care
SO WHAT SHOULD BE IN OUR PLAN ?
 Sustain our leadership
 Manage our Agency or Unit
 Grow and develop our people
 Build our Reputation
 Enhance our Image
 Garner, develop and build Public Trust and Support
 Network Key Stakeholders
 Document performance and results
Are we Organizationally
Competent
 Does everyone do their jobs ?
 Are people held accountable ?
 Do we sustain a professional culture through
zero-tolerance of poor conduct and behavior ?
 Do we train, mentor and adapt to change well ?
 Do we constantly measure and evaluate our
performance and results ?
 Are we a learning organization ?
Are we Organizationally Competent
Continued
 Do we focus upon our people as our most important
resource?
 Do we place a high Value upon providing competent
and effective leaders?
 Do we have a zero-tolerance for a Culture of
Mediocracy?
 Do we cast vision, sale and empower ?
 Do we foster desire?
Officer Safety and wellbeing can broadly
be defined under four categories
 Leadership and Management
 Operational and Emergency
Responses
 Training
 Mental and Physical Health
Wellness
All have a huge impact on the agency
Competence and job Performance
Image
Morale
Stress
Reputation
Our most valuable resource is our people and
good leadership influences that resource more
than anything else…
Academic Studies in
74,91,98,99,2002,04,05,07
“The primary stressors for police officers
are not the external pressures or dangers
of the job, but rather are exerted
internally from within the organization
and administration”
Stinchcomb 2004
“ Stress occurs when demands are placed
upon an individual that exceeds that
individuals capacity to deal with them,
and that stress intensifies when the
individual lacks the means to avoid, alter
or control those demands”
Research Suggests
“Work in a bureaucratic police agency is often
frustrating and stressful due to the perceptions
by officers that the agency is self-serving and
unresponsive…the less control employees have
over what they are expected to do and the
outcome of their efforts, the more likely they
are to experience significant stress”
Research Suggests
“In law enforcement organizations
officers are confronted with an
unsupportive management system that
cause them to experience stress due
To a lack of control, and the less control
an officer has over a situation the more
stressful it will be”.
Davey, Orbst and Sheehan 2001
Officers cited organizational stressors to
be more severe than operational
stressors, primary because they cannot
control them.
Problems with stress in Police Citizen
encounters
“Stress causes irritability” that can
result in…
 Bad attitude
 Negativity
 Unnecessary conflict
 Poor decision making
 Being Prone to act out of anger
Stress
Officers may respond with inappropriate
aggression to the slightest provocation by
misjudging the magnitude of the
perceived threat or event.
Wright and Cropanzano 2000
Many Police leaders continue to view
officer stress as an occupational health
and safety issue rather than an exigent
concern that is central to the
management practices of the
organization.
Kelling and Pate 1975
“While there seems to be concerned over
how the police behave, there is little
concern as to how the police feel as a
result of there assigned role, and as to
how these feelings correlate with
behavior and with emotional and
physical well being.”
In Summary
Many studies results indicate that officer perception of
stress induced by the traditional organization could be
reduced by leaders adapting and implementing employee
participative management practices
Managers have to invest by training and mentorship to
develop our peoples skill sets and provide supervision in a
“situational” leadership
Context…
“You can either prepare or repair”
Dr. John Maxwell
THE KEYS FOR 21st Century LEADERS
 Continuously cast vision and explain “why” we do
like we do…”teach”
 Communicate specific expectations to employees
 Define and promote consequence thinking for
employees
 Promote and develop the critical thinking skills of
employees
THE KEYS FOR 21st Century LEADERS
Promote the use of good people skills by
employees
 Remain emphatic toward employees,
maintain social awareness and self-awareness
 Foster Desire from employees
 Give Ownership to employees
Modern and future 12 “High Risk”
Areas for Liability in Police work
How many of the 12 start with the Officer, their
mental state, behavior and conduct ?
Further, how many could be mitigated through
bottom up Policy formulation, training
regarding the policy and supervision to insure
policy is followed ?
How would exemplary leadership and
mentorship affect these 12 ?
TOP 12 “High Risk" Liabilities Areas







Use of Force
Pursuit and Emergency Vehicle Operations
Arrest, Search and Seizure
Arrest Care, Custody and Control of Prisoners
Domestic Violence
Property and Evidence
Off-Duty Conduct
Top 12 “High Risk” areas continued
 Sexual Harassment / Misconduct
 Selection, Hiring and retaining
 Internal Investigations
 Special Operations
 Dealing with the Mentally Ill or Emotionally
Disturbed People
THERE IS AN ABSOLUTE DEMAND FOR
LEADERSHIP TRAINING BEFORE THEY LEAD
Do Not Subject Employees to Trial and Error
Management
Such has a tremendous affect upon…
 Personnel
 Administration
 Operations
 Productivity
 Risk
 Reputation and Image
Schafer 2010
Findings – Ratings suggest respondents saw effective and
ineffective leaders as expressing nearly opposite sets of traits
and habits. Efficacy was most strongly linked with integrity,
work ethic, communication, and care for personnel; ineffective
leaders were characterized as failing to express these traits.
Respondents cast leadership development as a process bestachieved through a mixture of training/education, experience,
and feedback. Surprisingly, the most highly-rated barriers to
the expansion of effective leaders and leadership practices
were not fiscal, but cultural, structural, and political.
Don’t forgot how dangerous Police work has
become and will be in our future…
“The most dangerous thing we
do is drive”
Not to forget about the
dangerous humans we
encounter…
To not evolve or Change can cause
complete failure
Silo mentalities
No sharing of information
Competing influences
Trapped in the paradigm of “routine”
Reactive mentality versus proactive thought
process
Satisfaction with status quo
Organizational traps
Inertia, momentum and roller coasters
(caught up in the crisis makes it difficult to
stop and/or change direction)
Internal rumors versus structured
communications
Ego, stubbornness, closed minded and
fatigue
Group think (no internal debate…”no one
wants to tell the emperor, he has no clothes”
IACP “Police leadership in the 21st
Century” May 1999
Perhaps the biggest challenge
facing police executives of the 21st
Century will be to develop police
organizations that can effectively
recognize, relate and assimilate the
global shifts in culture, technology
and information.
IACP report continued
Changing community expectations,
workforce values, technological power,
government arrangements, policing
philosophies, and ethical standards are
but a sample of the forces that must be
understood and constructively
managed by the current and incoming
generation of chief executives.
Organizational Change Defined
The movement of an organization
from it’s current state to some
future and hopefully more effective
state
Dr. JL Pierce, Dr. DG Gardner and Dr. RB Durham
Managing organizational change and development
South-Western College Publishing
A More Proactive definition
The planned and implemented movement
of an organization from it’s current state
To a more effective and efficient state in
advance of future problems and issues
“Noah built the ark…before the rain”
“It is not the strongest of the species that survives, nor the
most intelligent that survives. It is the one that is most
adaptable to change.”
- Evolutional Theory
“In all our work, we should ensure clarity in our aims,
responsibility in action, humility in our approach and
civility in our attitudes, especially when we differ…you
can walk hand in hand without seeing eye to eye.”
- Rick Warren
“In a time of drastic change it is the learners who inherit the
future. The learned usually find themselves equipped to live in a
world that no longer exist.”
- Eric Hoffer
“A wise person will hear, and will increase learning; and a person
of understanding shall attain unto wise counsels.”
- Proverbs 1:5
WE MUST BECOME SMARTER
 Smart is the new rich (The ability to assemble
new ideas and facilitate new initiatives)
 Effective collaboration, knowledge sharing,
stakeholder engagement and co-creations of
new offerings for sustainability
SMART POLICING
Strategic Management
Analysis and Research
Technology
59
Bureau of Justice Assistance
recommendations through
“Smart Policing Initiative”
Enhance performance and cost
Through research, identify evidence-based
practices and encourage their implementation
Employ more data-driven strategies
Integrate emerging technologies for more cost
effective operations
Dr. Lawrence W. Sherman
Evidence-based policing uses
research to guide practice and
evaluate practitioners. It uses the
best evidence to shape the best
practice.
Evidence-based Policing
Of all the ideas in policing, one stands out as the most
powerful force for change: police practices should be
based on scientific evidence about what works best.
Early in this century, Berkeley Police Chief August
Vollmer’s partnership with his local university helped
generate this idea (Carte and Carte 1975)
62
My prayer is:
“lord let me see things”
Identify and recognize problems and issues “Before”
they impact, then have the objective
insight and personal integrity to manage the
people and issues proactively.
“Unimpeachable integrity is the greatest asset a Police
Administrator can have. Without it your other
qualifications and attributes are meaningless.”
Dr. Curtis McClung
Be deliberate to remain objective, Factor out
emotions and beliefs
“One who turns a blind eye to the facts is
dangerous…they are led by their subjective
assumptions and beliefs versus the objective and
pragmatic rules and applications of real life.”
- J.B. Edwards
Remember
“Luck is when preparation and
opportunity come together”
Dr. Archie Rainey
We must understand the role of
politics upon government
Always practice “ethical politics”
Never do something that you could not live
with if it became public in the AJC
Develop good people skills
Understand the political process
Understand roles and responsibilities
Be guarded, careful and accurate in all
communications
Politics continued
Be truthful, Never lie, build credibility and
reputation with people
Work toward helping people (The difficult
“yes” over the easy “No” )
 Understand the importance of “unintended”
consequences forecasted during the decision
making process
Manage stakeholders well
21st Century Environments impact
upon the political landscape
Manage Stakeholders
Manage Personnel
Manage Administration
Manage Operations
Manage communications
Manage media
Manage image
Social networks effect upon 21st
Century Political Environment
Social networking can polarize
people to extreme positions and
create huge emotional outcries
based upon little or no facts…
at lighting speed.
You must have a proactive
outreach with social media
Political Axioms
Dr. David Carter, Michigan State University
1. The tendency is to react emotionally
rather than act rationally to a new
issue or controversy
(Our conclusion is largely based upon
what feel rather than what we think)
Political Axioms
2. Superficial suppositions about ideas,
programs, and initiatives will have a
greater influence than in-depth
substantive knowledge
(embracing an idea or concept because
it “sounds good”, not because they
truly understand the meaning of the
concept and what it involves.)
Political Axioms
3. When it takes too long to explain
an idea and if it requires thought to
understand it, then the battle for
acceptance will be difficult
(The media sound bite paradigm)
Political Axioms
4. A conceptual initiative needs a hook
or a gimmick that can be easily
identified with in order to get a
political foothold.
(The presence of a readily identifiable
icon of a broader, usually more
complex, endeavor is a necessity to
gain recognition and support.)
Political Axioms
5. Timing is everything; to gain maximum
political support a new initiative must be
proposed at the time it appears to
respond to a current, emotional, high
profile public need.
( “It has to be done now society” )
Political Axioms
6. The probability for greater
political support will increase if
credit is given where it is not due.
(Never underestimate the power of
Ego)
Political Axioms
7. If some measures of activity or
success cannot be visibly shown in the
short- term, political support for the
initiative will be limited.
(No demonstrable success, no
demonstrable support)
Political Axioms
8. There is a direct relationship between
fickleness of the public and political
maneuvering; as the public changes
its mind, political support for an
initiative will change at light speed.
(It is the nature of our republic that
political support will follow the winds
of public concern)
Political Axioms
“These
axioms illustrate, our complex
political interactions are based on simple
assumptions”
“The prudent executive/administrator will
use these axioms as guidepost to help
maneuver through the political terrain”
----- Dr. David Carter MSU
The PPAI Condition
(My View)
Perpetual Politically-led
Arrogance and Ignorance
Causes personal and professional conflict
Barriers to communication
Rumors assumptions and negative perceptions
Budget and program attacks
Philosophical attacks
No support
Movements to change leadership
The PPAI Condition
Perpetual : {Nature} Never ending always
changing
Political: {Source} Of or relating to the ideas
or strategies of a particular
group or party
PPAI Condition
Arrogance: {Human Condition} Overbearing
pride evidenced by a superior
manner toward inferiors, lack
of humility and huge ego
Ignorance: {State} Lack of knowledge or
information
PPAI Condition
The Combination of reactive versus proactive attitude,
subjective assumptions, emotionally driven process and
stagnancy in an ever changing environment…
Politics is the ultimate source of thought compounded by
the weakness of the human condition
Such demonstrates the importance for proactive
outreach and involvement to educate and advance
image and forge intended perceptions
The 21st century culture brings a
general distrust of institutions and
leadership… government,
corporations, church and media.
Values and how we treat people is of
paramount importance.
7 Components to Organizational
Change for the 21st Century
1.
2.
3.
4.
5.
6.
7.
Learning and Innovation
Vision, Planning and Policy
Adaptability
Sustainability
Collaborations and Partnerships
Transparency
Reputation and Image
The New Landscape
We are living in a very competitive learning
environment
We must be innovative and creative to be better than
anyone else
EG: Jack Maple and William Bratton’s productive
strategies and tactics along with their COMSTAT
program that changed New York’s environment and
proved that “Police Matter”
POLICE MATTER
Dr. Franklin E. Zimring,
(The City that became safe: New York's lessons
for urban America)
“The way Police define problems, develop
information and deploy resources on the
street can have a major impact on levels
of crime and citizens safety.”
POLICE MATTER
“Police Matter” and they matter a lot more
than many experts thought as recently as 20
years ago, and because police matter, the
public importance of specific information
about what works and what doesn’t work in
street policing is tremendous more than any
period in US History
“Bratton and Kelling” Dec. 2012
Cops Count, Police matter: of tactics and
strategy IACP Police Chief Mag.
 Tactics cannot drive strategy
 Police matter in crime prevention
 Police need citizen support and
partnerships
Bratton and Kelling
In a democracy, the first and most important
obligation of government to its people is to ensure
freedom from fear, crime, and disorder. Without this
freedom, all the pillars that support our society—
education, health, freedom of speech and religion,
tolerance, and equal rights—cannot be guaranteed.
Police are essential to that obligation. Police count.
Police matter.
In the 1990s, after almost three decades of
steadily increasing crime and violence the
police led the way in tipping the crime
epidemic.
Police designed and implemented a new
strategy: community policing. Community
policing emphasizes partnerships with the
community and other government agencies;
problem solving and prioritization; and, most
importantly, a return to an emphasis on
prevention and a new focus on accountability.
The New York Experience
strong public demand that order be restored and
crime controlled;
the addition of 6,000 new police officers;
the subway as a successful pretest of ideas
developed during the previous decades—problem
solving and broken windows;
a mayor elected on the basis of the demand for
order;
A theory of action, broken windows, that was
shared by subway officials, the newly elected
mayor, his appointed police commissioner, and
powerful business improvement district
leadership;
the creation of the Midtown Community Court—also
initiated by powerful private sector leadership—
dedicated to dealing with disorder and minor offenses in
the heart of Manhattan; a “quick win” dealing with
squeegeemen; and within the New York City Police
Department (NYPD), the development of an interactive
system, CompStat, that fostered both problem solving
and accountability.
New York Model
Disorderly behavior and minor crimes (farebeating)
nexus to serious crime (Robbery)
Problem Solving and broken windows policing
Partnerships and collaborations
 Assertive and targeted policing
Good policing sought approval and cooperation of
community
From Jack Maples book…
“The Crime Fighter”
Elaine Kaufman ran a restaurant in New
York… I watched her at Elaine’s come in at
unexpected times and go read the receipts,
then go adjust the waiters or waitresses to
concentrate their efforts on certain tables or
customers or engage the customers herself.
From Jack Maples book…
“The Crime Fighter”
I saw the advantages of:
 Accurate and timely Intelligence
 Rapid deployment
 Effective Tactics
 Relentless follow up and assessments
“The birth of COMSTAT”
Evans County Sheriff’s Office
www.smartpolicinginitative.com
Started ILP Program in 2009
 Full time Intelligence/Crime Analyst
 E-Roll Call System and LISTSERV Network
with ALL agencies
 SARA Model Framework focus upon crime and
disorder
 Intelligence Product Structured and
real time dissemination
 Information based and data driven operations
UCR Evans County POP 11000
Modern Police Responsibilities
Goal: The Protection of People and Property
Methods
1. By Enforcing Law ( Focus on Prosecution )
2. By Performing an “Order Maintenance
Function”
( Focus on Caretaking )
Why is Policing called Law
Enforcement ?
Overwhelming majority of calls are not crime
related
Most calls are based upon and rooted in
problems associated with people, incidents
and events
 The future will require the police to be more
of a problem-solver
Enforcement Vs. Order Maintenance
Order Maintenance
 No criminal law to follow
 No Policy
 Seldom any training
 Common sense driven
 Problem solving
 Gray
Police feel more incompetent
and uncomfortable
(Police run away from)
Law Enforcement
 Clear cut law to follow
 Unambiguous Policy
 Regular training
 Procedure driven
 Identification of offender
 Black and White
Police feel more confident and
comfortable
( Police run toward)
Crime Fighting Vs. Community
Policing
Crime Fighting
 Passive and Reactionary
 Calls for service
 Report or Investigate
 Return to service
 Focus upon Arrest
Non-Relational focus
Community Policing
 Proactive
 Scanning for Problems
 Diagnose Problems
 Solve problems
 Focus upon Prevention
Focused, Rooted in and
based upon relationships
Police Culture
Studies suggest when the Police focus upon order
maintenance, there is a direct nexus to the
reduction of crime
The Problem is Police do not like to deal with things
that are aggravating, labor intensive and require
consensus…police like total control.
Police Culture Continued
Police do not recognize the benefits of the investment of
their time toward building relationships and “dealing
with potential Problems up front”…instead of letting
them fester and evolve into a future Call, Crisis and/or
Crime.
We run away from the very problems that cause the Calls
we hate to deal with, when if we addressed them in
their infancy, we could mitigate them.
What Business are we in?
What is our Mission
Who are our Stakeholders
What do our Stakeholders Value
What are our Results
What is our Plan
Dr. Peter Drucker
About our Stakeholders
They are never Static
They become more Diverse
Their needs, wants, expectations
and perceptions are constantly
evolving
They want to see results
The key has been in place for years
through Peelian policing philosophy
Peele put forward a model of policing that
reconciled it with urbanization, industrialization,
and democratization. Conspicuous police were
to meld into the population and by their
presence and persuasion were to prevent crime
and maintain order. Police were to be evaluated
by the absence of crime and disorder.
Peele’s Policing Principles from 1829
are even more important and
meaningful in the 21st century.
1) The basic mission for which the police exist is
to prevent crime and disorder.
2) The ability of the police to perform their
duties is dependent upon the public approval
of police actions.
3) Police must secure the willing co-operation of
the public in voluntary observation of the law to
be able to secure and maintain the respect of the
public.
4) The degree of co-operation of the public that
can be secured diminishes proportionately to
the necessity of the use of physical force.
5) Police seek and preserve public favor not by catering
to public opinion but by constantly demonstrating
absolute impartial service to the law.
6) Police use physical force to the extent necessary to
secure observance of the law or to restore order only
when the exercise of persuasion, advice, and warning
is found to be insufficient.
7) Police, at all times,
should maintain a relationship with the public that
gives reality to the historic tradition that the police are
the public and the public are the police.
8) Police should always direct their action strictly toward
their functions and never appear to usurp the powers
of the judiciary.
9) The test of police efficiency is the absence of crime
and disorder, not the visible evidence of police action
in dealing with it.
The 2 Central Tenets
Secure the willing
cooperation of the public
The basic mission is to
prevent crime and
disorder
Four guiding Principles
Jim Bueerman, American Policing in 2022
COPS
1. Be Value driven
2. Be a Catalyst for Change
3. Be Legitimate to those you
serve
4. Be a Learning Organization
Value driven
Create a foundational belief system on
which all organizational and individual
decision making can be based
Police leadership must help their
followers understand not just what to
think, but how to think about the world
ahead of them
Catalyst for Change
Police become more brokers than
providers
Define crime and disorder problems
then interweave scare public and
private resources to solve problems
Become a crime control social activist
Be Legitimate to those you Serve
When people perceive police actions as
legitimate they are more likely to be
supportive
Be fair, neutral, transparent and unbiased in
decision making
Treat people with courtesy, dignity and
respect
Build relationships and provide results
Keys to being legitimate
Articulate core set of values framed
around transparency and legitimacy
Police lead change within themselves
and in the community
Train and hold officers accountable for
behavior in highly legitimate ways
Become a learning Organization
Manage knowledge by on going
learning through evaluation
Always seek ways to improve
Seek and use “evidence based” best
practices
Become a learning Organization
Embrace “Smart policing”
strategies and tactics
Solicit constant feedback
National Institute of Justice
five things executives can do
to make a difference
1. Crime is rarely random; patrols shouldn't be
either.
Focusing on small geographic locations when
and where crimes occur, and targeting specific,
high-impact repeat offenders, can effectively
decrease crime.
2. Quality is more important than speed.
Thorough investigations, problem solving and
careful forensic evidence collection all
contribute more to arresting suspects than
shaving a few seconds off initial response
times in most cases.
3. DNA works for property crimes, too.
Collecting and using DNA evidence
substantially increases the likelihood of
solving property crimes — twice as many
arrests and twice as many cases accepted for
prosecution.
We have to be mindful in Georgia of our
limited lab resources and violent crime priority
4. In police work, perceptions matter.
When people see the police as fair, lawful and
respectful, officers are safer and citizens are
more likely to obey the law and comply with
police orders. For example, how an officer
treats a stopped motorist influences the
motorist’s opinion more than whether the
officer issues a citation.
5. Make officer safety and wellness a priority.
Safety training, certain shift lengths and body
armor usage can prevent injuries and save
lives. For example, the “Shift Length
Experiment” study showed that officers who
worked 10-hour shifts (compared to 8- and 12hour shifts) made fewer errors and worked
less overtime.
Albert Einstein once said…
“The world we created today…
has problems which cannot be
solved by thinking the way we
thought when we created
them.”
“Our charge is not to simply be
reflexive to crime trends but to
challenge those conditions that
contribute to crime and disorder”
Chief Michael Davis
By 2022 we must implement no
boundaries policing strategies within our
jurisdictions
 Must be “Mobile”
 Must be “Flexible”
 Must be “Regional”
Colonel Kriste K. Etue
Michigan State Police
It always is… always about the
“Leadership”
We must start by looking in the mirror
before looking out the window…
Our Tradition
Our Culture
Our Beliefs
Our Attitudes
Our Desire
The Change of Culture
Police must become more social
Less Para-military
Develop and build relationships
Become problem solvers
Be smarter and use best practice
Become information driven and intelligence led
Develop excellent critical thinking skills
Possess exemplary people skills
Police Social Strategy
THE VALUE OF “PROBLEM ADOPTION”
Demonstrates care and sincerity
Develops trust and relationship
Fosters corroborations
Builds credibility
Creates influence and efficacy
Provides information and intelligence
Insulates agency and officer when aggressive tactics or
use of force is deployed
Modern agencies must become
Intelligence Led
ILP is a Business Model and Management
Philosophy (Dr. Jerry Ratcliff)
 All agencies regardless of their size need an
analytical component (Global)
 Agencies require systems and networks for
structured outreach and information sharing
among all nearby jurisdictions
 Real-time interoperability with local, state
(Fusion center) and Federal (NdeX/HSIN)
Becoming Intelligence Led
 A “Dedicated” analyst position
Data/evidence based driven decision making
Structured systems, protocols, processes and
products
Proactive “out-reach” cooperation, communication
and coordination with all criminal justice
stakeholders
Intelligence Analyst versus
Crime Analyst
The intelligence analysis involves the development
of critical and substantive products that support
law enforcement decision-making efforts that are
centered on organized criminal activity.
Crime analysis, on the other hand, involves the use
of various geographical and socio-demographic
information, in combination with spatial
techniques, to analyze, prevent, and solve crime
and disorder problems.
Modern Policing requires the
“Hybrid Analyst” that combines those roles
 Proactive scanning and identification of threats
of crime and disorder
 Use of the SARA Model
 Real time social media and other Web Open
source scanning to corroborate and communicate
(Situational awareness)
Modern Policing requires the
“Hybrid Analyst” that combines those roles
Development of intelligence for leadership
to formulate strategies and design tactics to
prevent, mitigate and eliminate crime and
disorder
 Evaluate and Document results
ILP Requirements
Leadership and Management
Buy in from all officers
Writing Policy, Training on Policy and
Enforcement of Policy
28 CFR 23 Compliance
Simplicity
 Total information sharing
Meaningful results
New Technology and Law
Enforcement By Vernon Keenan
Technology, regardless of its type, is merely a
law enforcement tool. It is not the answer for
every problem nor is it a substitute for good
police work.
When technology is employed, the basic
principles of law enforcement continue to
apply.
Law Enforcement Principles
Law enforcement actions must be lawful
Law enforcement actions must not conflict
with community standards
Law enforcement actions must have a defined
objective and a valid purpose
Know what you are doing and why you are
doing it.
Questions that must be answered:
What is the purpose for using the technology?
What information will be collected and how
will it be used?
Will the technology and/or information be
used for secondary purposes? If so, under
what circumstances?
Questions continued
Will the technology and/or information be
shared with others?
Will the information be aggregated with other
data?
Additionally
What measures will prohibit:
Unauthorized access or use of
technology/information
Unauthorized release of information
Our Operations
Two Key Questions:
 Do we do our Job ?
 How we do our Job ?
 Do we improve how we do our Job ?
 How do we capture, document and sell what we do…
“There are police agencies that report crime
and police agencies that investigate crime”
…Which one are you?
Our Operations
Our Policies
 Do we write good Policy
 Do we keep our Policies current and up to
date
 Do we train everyone on the Policy
 Do we enforce the compliance of the policy on
everyone fairly and appropriately
Our Operations
Agency culture is developed and sustained by leadership
 Zero-tolerance for poor behavior and conduct
 Hold people accountable and deal with poor
performance
 Demand proper work ethic and attitude
 Mentor, train and manage
 Provide exemplary leadership
Develop and Grow Officers
 Promote Proactive training
 Promote Proactive mentorship and story
telling
 Promote critical thinking and decision
making
 Provide 7 steps training
WE MUST PREPARE FOR TOMORROW
“If we handle today correctly,
tomorrow will take care of itself”
Dr. John Maxwell
CURRENT MEDIA EXAMPLES OF
POLICE ISSUES
BUDGET VERSUS OPERATIONAL
NEEDS
PUBLIC PRESSURE AND
POLITICIANS REACTIONS
Its all the perceptions afoot…
Oakland California Jan. 24th 2013
Council president Pat Kernighan
"It's a relief after four years of budget cutting,"
Kernighan said. "However, we need to hold most of
that surplus in case the state takes back
redevelopment funds. The state is being very
aggressive with cities, including Oakland."
Kernighan said that despite the unexpected
surplus, Oakland faces a big financial drain in the
form of pension debt.
Oakland Issues
"Our future revenues are not anticipated
to be enough to pay for the level of
public services that people were
accustomed to before the financial
crash," she said.
Oakland Issues
She said that compared with other urban city
police departments, the Oakland Police
Department is starkly understaffed. She's
pleased that Oakland has hired William
Bratton, Los Angeles and New York City's
former police chief, as a consultant.
Oakland Issues
Oakland's Police Department, whose force was
drastically reduced in 2010 in a round of
budget cuts, is inadequately staffed to perform
a department's normal functions, Kernighan
said.
Oakland Issues
"Some people in Oakland don't believe
more police is the long-term solution,"
she said. "I think it is not only the
solution, but essential, particularly now
when so much crime is happening."
Oakland Issues
The Oakland City Council voted 7-1 early
Wednesday morning to bring Bratton on
board after a contentious meeting. The
council also voted to fund another police
academy, hire 21 civilian staffers and bring
in Alameda County Sheriff's deputies to
help patrol Oakland's streets.
HEADLINE: Police and Public Safety Issues top
Aldermen’s Agenda
April 10, 2013
Everett Mass.
“Overall, the tone set by the Board is
that crime is rising and the city needs
to make an investment in police
resources to ensure public safety.”
Dallas Business Journal
May 24th 2013
It may not be a sexy issue, but safety in the Dallas Arts
District will be one of Catherine Cuellar's top goals as
executive director of the district, she told me in a recent
interview.
Cuellar, who started her new job on April 15, said
without a safe environment, nothing else matters.
Stockton, California
May 25th, 2013 - Mayor Anthony Silva
Primary among those risks is rejection by voters, who
are primarily concerned about crime in Stockton, which
tallied a record 72 homicides in 2012, and may worry
their taxes go mostly to the city's creditors instead of
making the streets safer.
Silva said his police-first initiative is aimed directly at
diffusing those concerns.
"For me, public safety has to remain the priority. And
some money, the part that is earmarked for public
safety, that has to be restricted," he said Friday.
HOW CAN POAG HELP
 Oldest and largest law enforcement association in State
 Started POAB Pension
 Represents “ALL” law enforcement
 Most inclusive “In unity there is Strength”
…POAG Motto
 Most Diverse and Expert Pool of Members in the State to
provide support and assistance
 Creation of a Foundation to use Corporate and Private
Resources to support and fund law enforcement projects
“We try to do for you…
what you don’t have time to
do.”
POAG SERVICES
 Training
 Research
 Resource Pool
 Peer to Peer Counseling
 Scholarships
 Valor and Meritorious service recognition
 Active Website resource
 Discounts, insurance, financial vest program
 The Foundation benefits
THE POAG FOUNDATION 501 (c) (3)
Scholarships for active officers and dependents
Training both regional and at the annual Conference
Research to develop best practices
Collaborations to promote intelligence led policing
History “The Georgia Peace officer Archive”
 Death Benefit for Peace Officers
POAG 7 Steps training
 Promotes professional behavior and conduct
 Reduces complaints and problems
 Reduces risk of adverse political issues and social
conflicts
 Mitigates risk of civil liability
 Builds credibility and develops professional
reputation
 Enhances image and promotes positive perceptions
Seven Steps for Officers
1. Do Right at all times:
Follow the law, your agency policy, procedures and
training.
2. Never be held hostage to your emotions:
Never let your anger influence your conduct and
behavior or be drawn into a situation where your
personal feelings conflict with your professional
obligations, responsibilities or duties.
Seven Steps Number 2 Continued
Never make poor or marginal cases based upon people
being disrespectful through their behavior or speech.
Insure that disorderly conduct, obstructions and other
charges based upon bad behavior and conduct are
objective and clearly violate elements of a particular
crime. NO P.O.P. Don’t violate the First Amendment.
Maintain a professional attitude at all times, free from
anger and motivated to placate situations, rather than
aggravate and intimidate. Treat everybody with dignity
and fairness and be consistent.
Seven Steps Continued
3. Learn to think critically, be proactive and prepare.
Always be objective, skeptical and specific in your
observations and when gathering facts. Make careful
judgments based upon evidence and context within a
practical and pragmatic process to support and justify
your conclusions. Always be prepared and anticipate
the unexpected consequences of any event, action or
decision. Case preparation starts before you ever turn
on your blue light.
Seven Steps Continued
4. Develop excellent people skills.
Always be professional and courteous toward people
and develop a positive attitude and interpersonal skills.
Be conscientious and empathetic when possible, and
use tactful non-verbal and verbal communications.
Focus on de-escalation and minimizing events through
careful choices of words and empathetic actions.
Always remain alert and aware while keeping yourself in
a secure position of tactical safety.
Seven Steps Continued
5. Stay current in your craft.
Be proactive in research regarding the latest and most
current police issues and legislations. Read professional
law enforcement publications; use the credible police
organization websites regarding professional and
proven evidence-based, best practices; and stay abreast
of the latest court rulings regarding criminal procedure,
search and seizure, and civil liability.
Seven Steps Continued
6. Seek advice, guidance and council when you’re
unsure.
Always consult with your supervisors when you’re
unsure or uneasy regarding any issue. You should also
regularly talk and consult your prosecutors regarding
cases and new court rulings. Your agencies legal
component should never be surprised because
supervisors are unaware of your actions during a critical
event.
Seven Steps
7. Document well.
Reports are one of the most crucial and critical
components to your job. They provide the necessary
means to prosecute successfully and promote
important information and intelligence resources.
Reports also protect you and your agency by serving as
the most important mechanism to preserve integrity,
credibility and reliability of your accounts and actions.
POAG Training Conference Savannah
August 10-13
 Premier training
 Statewide networking opportunity
 Hospitality suite and discounts on
restaurants
 Golf and firing range
Executive Management Courses
GACP approved training
1. Establishing and Maintaining Credibility
(A 21st Century requirement for Police)
2. Agency Integrity, Values and Perception by the
Community
(An agency cannot be successful without this leadership
direction and top down culture)
3. Five Dysfunctions of a Team
(Why and how management teams fail)
Executive Management Courses
GACP approved training
4. Civil Liability for Law Enforcement Agencies
(Latest cases and legal issues)
5. State Aviation Assets (What’s available and what it
can accomplish for you)
6. Critical Reconstruction of Incidents (In difficult
environment and terrain)
General Track Courses
1. Juvenile Justice Update (New and current issues in
Juvenile Justice)
2. Elder Abuse (Law, features and trends)
3. Legal Update (Latest cases in criminal procedure,
arrest and search and seizure)
4. Countering Violent Extremism (Sovereign Citizen
Radicals)
5. PTSD and the Returning Veteran (What Officers need
to know and skill sets needed)
General Track Courses Cont.
6. Autism – How Police Respond (Key elements and
strategies for Officers)
7. Below 100- How to reduce officer line of duty
deaths to below 100 (5 key factors officers need to
know and can use to greater reduce their odds of being
killed in the line of duty)
General Track Courses Cont.
8. The Psychology of Officer Survival
(Focus upon the mental preparedness and mental
mindset to enhancing officer survival skills)
9. SARS Update
(Important new information regarding suspicious
activity reporting to GISAC)
Uniform Patrol Track
1. Spanish for the Street Officer
(Must attend the entire Class
8-11 thru 8-13)
Thank you and God Bless you all !
JOHN B. EDWARDS
Office 912 557 4793
Home 912 739 2737
Cell 912 618 9193