Florida Regional Community Policing Institute Presents

1. Changing Roles: Supervising Today’s Community Policing Officer Florida Regional Community Policing InstitutePresents With Funding from: Department of Justice, COPS Office

2. 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

3. 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

4. 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

5. Adult Learning Telling is not teaching … … and listening is not learning

6. 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

7. 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

8. So What’s the Problem? Assessing the Need for COPPS Supervisory Training

9. 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

10. So You’re a COPPS Supervisor Congratulations Sgt. Jones! Report to COPPS on Monday…

11. The Florida State Study • Few training models available for COPPS supervisors • The field is emerging at this time

12. 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%

13. 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 ?

14. Training Buy In/Commitment Hiring More Bodies Selection of Personnel Consistency/Policies Manpower, Time, Resources Undefined Expectations Statistic Driven Lack of Understanding Staff Understanding Class Results Two Classes Ago Last Class

15. Agreeing on the Basics An Overview of the Community Policing Philosophy

16. 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

17. What Words Describe COPPS?

18. 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

19. Key Elements of Definition • Department wide philosophy • Partnership with other community and other government agencies • Pro-active problem solving • Addresses more than just crime

20. 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)

21. Key Elements of Definition • Shared responsibility • Prevention • Officer discretion

22. Evolution to Community Policing 1833 1929 1985 Political Era Traditional Era Community Policing Era

23. 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

24. 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

25. Components of Community Policing • Traditional Policing (Reactive) • Problem Solving (Proactive) • Community Partnerships (Coactive)

26. Core Components of Community Policing Community Partnerships Problem Solving

27. Core Components of Community Policing Community Partnerships Problem Solving

28. Community Policing Is Not COPPS

29. 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

30. Black, White or Grey? Contrasting Traditional and Community Policing Supervision

31. 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

32. “Leaders cannot be neutral; they must stand for something. They must have a set of values - a commitment, goals, and governing principles.” - Herman Goldstein

33. 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?

34. PastFuture control empower command coach coordinate facilitate mandate guide decree influence dictate enjoin admonish counsel reactive proactive punish exonerate pessimistic optimistic closed open status quo visionary passive creative punish mistakes error allowance

35. Changing Officer Behavior • Is there a difference between the Baby Boomers, Gen Xers and Millenials who comprise our work force today?

36. 1970s - 1980s1990s - 2000 passive involved dependent independent subordinate equal lack of trust mutual trust ordered self-directed autocracy democratic workplace closed communication open communication acceptance commitment conventionality spontaneity conforming nonconforming rules dominate goal attainment domin quantity quality personal goals personal goals ignored attained value-neutral value-oriented

37. How We Supervise & Influence • Transactional vs. Transformational • Supervisory influence over officers • The findings are inconsistent: Some say lots… some say little influence

38. Four Styles of Police Supervision • Traditional • Innovative • Supportive • Active (Engel, 2001)

39. 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

40. 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

41. 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

42. 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

43. 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)

44. Best Practices for Sergeants

45. Community Policing Sergeants • Encourage creative thinking • Customer orientation • Problem solving • Analysis and supervision • Recognition • Scheduling

46. Remember, model the behavior you are expecting.

47. What Works… What Doesn’t Leadership Styles in Community Policing

48. Situational Leadership • Directive Behavior • Supportive Behavior • Development Level

49. 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

50. 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