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 Contrasting Traditional and COPPS
Superv.
12:00 - 1:00 Lunch
1:00 - 3:00 Leadership Styles That Works with
COPPS
3:00 - 5:00 Supervising Collaborative Partnerships http://cop.spcollege.edu

Course Agenda – Day 2
8:00 - 11:00 Role of Supervisors in Problem
Solving
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
Minimal managerial support
No job description for position
No policy for community policing
Assessing by stats does not reflect COPPS
Limited and/or inadequate training
Lack of input in COPPS officer selection
COPPS supervisor’s authority limited
83%
77%
72%
65%
65%
62%
52%
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

1833
Political Era
Evolution to Community Policing
1985 1929
Traditional Era
Community Policing Era http://cop.spcollege.edu

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
• Problem Solving
• Community Partnerships
(Coactive)
(Reactive)
(Proactive) 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
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 1990s - 2000 passive dependent subordinate lack of trust ordered autocracy self-directed democratic workplace closed communication open communication acceptance conventionality conforming rules dominate quantity personal goals ignored value-neutral involved independent equal mutual trust 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 their officers (Engel, 2001) 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
High Directive
High Supportive
S2
Coaching
Willing/Unable
Low Supportive
Low Directive
S4
Delegating
Willing/Able
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 - Directing

Total Involvement - Coaching

Person-Oriented - Supporting

Passive 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
Vs.
Relationships
• Active commitment to problem solving
• No commitment to solve anything
• Working toward a common mission
• Simply knowing people in community http://cop.spcollege.edu

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 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
Hide
It
Yes
No
Does
Anyone
Know
Yes
No
You
Dummy
You Poor
Idiot
Yes
Can You Blame
Someone Else
Yes
No Problem!
Did You
Touch it
No
Yes Will You
Catch Hell
Can
It
No 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
Incident
Underlying Conditions
Incident Incident Incident
Police
Response
Police
Response
Police
Response
Police
Response http://cop.spcollege.edu

Problem Oriented Policing Model
Incident
Underlying Conditions
Incident Incident Incident
Problem
Police
Response
Public
Response
Private
Response http://cop.spcollege.edu

SARA Problem Solving Model
S canning
A nalysis
R esponse
A ssessment http://cop.spcollege.edu

SARA Problem Solving Model
Scanning
Identifying
Problems
Analysis
Collect and analyze information
Response
Collaboratively develop and implement solutions
Assessment
Evaluate strategy effectiveness http://cop.spcollege.edu

SARA Problem Solving Model
Scanning
Identifying
Problems
Analysis
Collect and analyze information
Response
Collaboratively develop and implement solutions
Assessment
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 http://cop.spcollege.edu

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 http://cop.spcollege.edu

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 http://cop.spcollege.edu

Calming Rough Seas...
Managing Change
Within an Organization http://cop.spcollege.edu

Think about how hard it is to change yourself, and you will understand how hard it is to change others.
-- Anonymous http://cop.spcollege.edu

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 http://cop.spcollege.edu

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