Community Policing !!!

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

COP(P)S 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 scapecoat 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: 
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:

   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

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

Important Concepts, Key Terms, and Information

Adding Problem Solving to COP (COPPS) makes no sense

COP involves significant organizational change

SGTs and LTs resist due to loss of power

Best management style for COP is the Delegating Style

Style used least often in policing is the Delegating Style

Author indicates that chiefs need to develop basic management skills
(this means most agencies have been or are mismanaged)

Promotions are typically based on high performance at lower level

Different responsibilities at higher level can result in lower performance

Assessment Center Tests were seen useful in overcoming the
discriminatory impact of typical or traditional paper/pencil tests
in the promotional or hiring process.

AC Testing requires an assessment of multiple behavioral and personality dimensions

The short tenure of most police chiefs results in an inability to make significant changes

Most chiefs have no job protection and can be fired at will (without cause)

Chiefs should be evaluated in the area of honesty-but they are usually already police officers
(Should not ALL police officers already be honest?)

Use of firearms (shootings with or without injuries/death) typically result in a formal shooting inquiry

Accidents while on duty also result in a formal accident review board

Such boards and inquiries impact police officer behavior

Accreditation of Police Agencies CALEA 436 standards Accreditation of Police Agencies CALEA 436 standards (what is it, benefits and criticism)