Lecture on Chapter 5 -
Different treatment of community policing in Text.

COPPS-Community Oriented Policing and Problem Solving

S-Scanning

A-Analysis

R-Response

A-Assessment

Issue with textbook description:
Problem solving is already PART of Community Policing !!!

Therefore adding PS (Problem Solving to the term COP-
community oriented policing) makes little sense.

COP involves significant organizational change.
Important for change to occur:

	Agency head is person responsible for developing policy and setting organizational climate
	CEO must be visible and credible and creative climate conducive to change
	Mid Level-must not view COP as threat to their power. (include them in  planning, training)

The MOST important component of changing to COP:
"Sell it to the officers BEFORE you do it!"
Biggest obstacle to changing police culture-
ability to change first line supervisors -
They are very influential

COPPS difficult because:

Work of SGTS simplified by traditional form of policing
See too much freedom for line officers under
COP-threatening

Police Personnel Roles and Functions

Inverse relationship between rank and number of personnel-

INTERPERSONAL ROLE OF CEO-

INFORMATIONAL ROLE-

monitoring/inspecting- "OSTRICH METHOD "

Dissemination-memos, Orders, etc.

Spokesperson-info to news media-difficult-dilemmas

DECISION MAKER ROLE-

• Entrepreneur-sell ideas to dept
• Disturbance handler
• Resource allocator-prioritization
• Negotiator-resolution of employee grievances and
  labor relations issues

DOMINANT STYLE OF MGMT?

Four categories: 

• Telling, (low people orientation),

Selling-emphasis on tasks and people relationships,

• Participating style-relationships and low task orientation

Delegating style-people "run their own show."

Findings:

• Selling style more frequently, but were flexible

Delegating style used least often.

More than three fourths-participating-selling or
telling-selling combinations

AUTHOR: "CHIEFS Need to develop basic mgmt skills"

Technical

Human skill

Conceptual skills

NOTE: What does this say about the competence
of average chiefs of police?

POLICE EXECUTIVES
Selection Issues

Performance at one level does not guarantee same
level at higher rank
(typical reason for promotion-high performance)

Assessment Center Testing:

Efficacious means of hiring and promoting, consisting of
a. Interviews 

b. psychological tests  

c. in-basket exercises  

d. management tasks

e. group discussions, simulated interviews with subordinates, public and news media f. fact finding exercises   g. oral presentations, written communication exercises

POLICE CHIEFS: Power erosion-

Participatory management

City managers and Public Safety Directors

Attrition Rate of chiefs

Increased power of personnel depts

Influence of police unions

Different role expectations by various groups

Chiefs often made scapegoat by mayors and city managers
for not resolving problems beyond their control.

QUALIFICATION, SELECTION AND TENURE

Many agencies:  HS plus experience
Large agencies: frequently college plus experience
Question: Should there be one educational standard? 

Types of management skills needed:

Ability to motivate and control personnel and
relate to community-1985 survey

Differences between outsiders and insiders hired as chiefs: 
Education

Average tenure of metropolitan chief-3.5-4.5 years Problem:

Prevents  long range planning

Frequent changes in policies and management style

Cannot develop power base and local influence

Cost of hiring new chief

Most large city chiefs face turmoil

William Bratton: 
Successful high profile chief- COP and problem solving

Mayor possibly resented chief's successes

Shift to civilian control-little job protection for chief,
have to battle various groups to implement changes

Message:  without some job protection do not expect too
much real reform or many long tenured chiefs

TRAITS TO EVALUATE IN CHIEFS:

qualities, characteristics and behavior required
to perform job

• Honesty and Integrity -shouldn't this be already
  a requirement for "police officer?"

• Leadership effectiveness

• Innovation -contingent upon freedom to BE innovative

• Creativeness - not easy in a bureaucracy

• Know when to give in - what about consequences?

• Clear policies and rules-issue of protecting indiv. rights

• Knowledge of community perception-how do you know?

Check the PERF Site for police executive information:

LTs CPTS

Inspect assigned operations

Review reports and make recommendations

help develop plans

Prepare work schedules

Oversee record keeping and equipment maintenance

Oversee recovered or confiscated property

• Enforce all laws and orders

SGT
Work with AND command
Selection process-merit and who you know

How do you determine how many officers are
needed to patrol a given area and how do you
maximize manpower uses?

5 FOR 7 DAY COVERAGE -with traditional scheduling

Possible: 4 for 7 day coverage without violating Fair
Labor Standards Act

Patrol assignments often not based on documented need Three approaches:

intuitive-educated guess

workload-I .D. comm. expectations-calls that must
be processed, expected level of service
(requires prioritization )

• Comparative-comparing communities using
  ratio per 1000 as standard

     Nat' average 2.3 FT

  
  Important variables-location and time

  USE OF FORCE ISSUES:

  Study-higher than average justifiable homicide rate:
  organization and peer support for firearms use
  and training

Forms of Force AND NEED for policies

POLICY ON HIGH SPEED PURSUITS

WARNING SHOTS-prohibited by most departments

MUST BE QUALIFIED IN OFF DUTY WEAPON-

POLICY SHOULD NOT ALLOW USE OF
LEAD FILLED OBJECTS

DISCIPLINARY ACTION IN CASES OF ACCIDENTAL
DISCHARGE -
shooting boards and more stringent reporting
requirements when firearms are discharged have
resulted in a reduction of officer involved shootings in NYC

  Other ISSUES-

Managing special operations

Crowd and Riot Control-mutual aid, training,
equipment/uniforms

Hostage Situations

SWAT-Rambos

Major disasters Accreditation of Police
Agencies CALEA 436 standards

Technology-video

Evaluating patrol officer performance-nature of duty

TRAINING · Liability and Neglect · Ongoing Training

Stress and Burnout

Important Concepts/Information:

The first step in adopting Community Oriented Policing is for the chief to sell it to the officers

The biggest obstacle to adopting COP is the first line supervisor

The author implies that police chiefs do not have the needed skills to lead

A police sergeant is involved in line policing AND also as a supervisor over line officers

The most dominant management style of police chiefs is NOT suitable for C.O.P.

Assessment Center promotional testing was embraced as a way of overcoming discriminatory results of the typical pencil/paper tests.

The Assessment Center type exam is useful in evaluating a greater variety of skills needed for a position

Knowing when to give in is noted as a needed trait in police chiefs, but can result in ethical compromises

The power of police chiefs to manager their agencies as they see fit has steadily eroded

The number of patrol officers assigned o particular areas is not usually based on scientific study/analysis

A departmental policy of investigating all uses of force and use of firearms by police typically results in a reduction of such cases.