Police executive workshop icjia september 2012 leadership
1. Police Executive Workshop on
Leadership and Accountability
ILLINOIS CRIMINAL JUSTICE
INFORMATION AUTHORITY
2. “The 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
that the public are the police”
Sir Robert V. Peel, c.1829
Founder, London Metro Police Dept.
3. LEADERSHIP
“If you have positive energy, communicate the why, and possess the right
attitude, ANYTHING is possible”
Willie F. Carden Jr.
6. CHARACTERISTICS OF LEADERSHIP
1. People Skills
2. Communication Skills
3. Organization Skills
4. Motivation
5. Patience
6. Courage
7. Serenity
8. Wisdom -Willie F. Carden Jr., Director CPD
However, a police leader must make clear that the department is not intended to
be a microcosm of society. The bigotry, brutality, corruption, and incompetence in
the society at large are among the very facts that compel the department to live
up to higher standards (Delattre, 2002).”
7. LEADERSHIP
“Leaders win through logistics. Vision, sure.
Strategy, yes. But when you go to war, you
need both toilet paper and bullets at the right
place at the right time.”
Tom Peters
9. Leadership and the Theory of
Community Oriented Policing
Partnerships or Relationships? - Hurtt, 2011
For the police it is an entirely different way of life. It is
a new way for the police officers to see themselves
and to understand their role in society. The task
facing the police chief is nothing less than to change
the fundamental culture of the organization.
-Malcolm Sparrow, Detective Chief Inspector, UK police service, 1989
18. REALLY? ARE YOU SERIOUS? I JUST GOT BACK FROM
CHICAGO AND THE PERF CONFERENCE!
19. THE POWER OF INFLUENCE AND THE NEED TO KNOW MY PERSONAL HISTORY!
Who must assume responsibility for the department?
What is my role as a leader?
When is the right time to make the right decision?
Where should I look for guidance?
Why is my oath of office important?
THE NATURE OF SECOND-GUESSING!
AM I REALLY A LEADER?
I didn’t ask for this!
Nobody told me this would happen!
Why me? Where did I fail? Why not someone else?
20. “A person or an institution should not be preoccupied with public image.
Inordinate concern for it can lead to indifference about how well we are actually
doing. Public opinion may be uninformed and irrational and may be
manipulated by demagogues…Cowards betray their obligations and forsake
other people because they are inordinately concerned about their own survival,
be it physical of occupational. They do not rise to their duties, because they
fear the consequences. Failure to control fear, rather than fear itself, makes
them cowards.”
Delattre, 2002
Character and Cops
22. EFFECTS OF ECONOMIC CRISIS ON POLICING IN
AMERICA?
By end of 2012, US LE agencies will have:
Laid off 12,000 police officers
Left 20,000 positions unfilled
100,000+ officers will have been furloughed at least 4 days.
Even if the economy recovered today, local economies could not support a
demand to maintain the status quo!
PERF 2011
23. EFFECTS OF ECONOMIC CRISIS ON OUR WORLD AS
WE KNOW IT TODAY!
Greater reliance on technology
Greater reliance on volunteers
Alternative delivery of services
Regionalization & Consolidation
Bernard Melekian
MCC/IACP 2011
24. LEADERSHIP AND THE FUTURE
OF YOUR REGION
Our Role as Police Officers
Our Role as Ambassadors
Our Role as a City
Our Role as an Entire Region
Our Role as a State
Our Role as the United States of America
“A police leader must make clear that the department is not intended to be a
microcosm of society. The bigotry, brutality, corruption, and incompetence
in the society at large are among the very facts that compel the department
to live up to higher standards.”
Delattre, 2002
25. RISK MANAGEMENT IN LAW
ENFORCEMENT
Successful law enforcement organizations
operate under the premise that we can:
Reduce the risk of injuries to our employees
and our citizens.
Address errors that have a negative effect on
our limited resources.
Deter intentional misconduct that has a direct
impact on our entire community.
Change the underlying organizational causes
that have allowed a cultural permissiveness
to exist.
ACCOUNTABILITY is a fundamental principle
of a democratic society that the police should
be held to account for their actions.
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26. A NEW PROFESSIONALISM
Across the United States, police organizations are striving for a new
professionalism. Their leaders are committing themselves to stricter
Accountability - for both their effectiveness and conduct
Legitimacy - in the eyes of those they police
Innovation - that is continuous in police practices
National Coherence - in adherence to best practices
…together they provide an account of developments in policing
during the last 20 years that distinguishes the policing of the present
era from that of 30, 50 or 100 years ago.
- Stone & Travis in NIJ, 2011
27. RISK MANAGEMENT IN LAW
ENFORCEMENT
Benefits of On-Body Recording Systems in Law Enforcement
1 2 3
Evidence and Training and Employee Enhanced Accountability
Data
Collection
+ Intervention
Employee
= Ultimate goal
of any police
and Preservation accountability administrator
Legal
accountability
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29. EVIDENCE IDENTIFICATION, DATA
COLLECTION, AND PRESERVATION
Evidence and Data Recording
All law enforcement agencies – and all law
enforcement officers – have an ethical,
legal and moral obligation to identify,
collect and preserve the best evidence of
each encounter between an officer and
any member of the public that may result in
some type of police intervention.
Recorded data provides the agency with specific reference points
and an unprecedented opportunity for academic research.
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30. EVIDENCE AND DATA COLLECTION AND
PRESERVATION
Systematic Collection and Analysis of Data
“The overall strategy of any police administrator should be to
develop a fact-based picture of officer activity for the purpose of
identifying recurring problems that merit corrective action. The
strategy of collecting and using systematic data for purposes of
organizational improvement and improving the delivery of social
services is increasingly used in other professions: medicine, private
enterprise, and other governmental agencies… systematic data
collection embraces the principles of problem-oriented policing.”
– Walker, 2005
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31. EVIDENCE AND DATA COLLECTION AND
PRESERVATION
When Memory Commits an Injustice
“The biggest lie of human memory is that it feels true. Although
our recollections seem like literal snapshots of the past, they’re
actually deeply flawed reconstructions, a set of stories constantly
undergoing rewrites.
Consider our collective memories of 9/11. For the last 10 years,
researchers led by William Hirst of the New School and Elizabeth
Phelps of New York University have been tracking the steady
decay of what people recall about the tragic event… after 1 year
37% of details had changed.”
- New York Times, 2012
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32. EVIDENCE AND DATA COLLECTION AND
PRESERVATION
The More You Remember an Event,
the Less Reliable the Memory Becomes!
Eyewitnesses are repeatedly asked to recall what they saw,
but their answers are inevitably influenced by the questions
being asked. The result is more confidence in increasingly
less accurate testimony.
According to the Innocence Project… about 75% of false
convictions that are later overturned are based on faulty
eyewitness testimony.
- New York Times, 2012
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34. TRAINING AND EMPLOYEE
INTERVENTION SYSTEMS
Enhanced Ability to Identify Potential Problems
Command officers and supervisors can use comprehensive data about agency and
officer performance to identify management problems that are likely to lead to
misconduct by individual officers.
“Supervisor feedback may help
reduce role and performance
ambiguity among employees,
assisting them in correcting
performance deficiencies to better
meet expectations.”
PERF, 2012; Komaki, 1986
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35. TRAINING AND EMPLOYEE
INTERVENTION SYSTEMS
An on-body recording system has the potential
to assist agencies in correcting performance
problems and – more importantly – to detect
and reward excellent police performance.
These systems can vastly improve police performance
evaluations through fact-based recordings of officer
performance versus the traditional subjective
assessments that involve vague categories such as
“works well with people or supports department rules.”
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38. A Positive Impact on Department Culture
Using on-body recording systems in law enforcement agencies has the potential to
change the culture of a department as a whole by altering both the formal and
informal norms of the organization with respect to accountability.
Police discretion can be limited when this technology is combined with effective
supervisory practices and policies that mandate defined police action where
specific conditions warrant police intervention
Employing on-body recording
equipment reflects a serious effort to
correct performance problems –
particularly in police departments
where inappropriate behavior has
been pervasive and tolerated.
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40. ENHANCED ACCOUNTABILITY
The potential of
True Reform Calls for using on-body
Day-to-Day Accountability recording systems
to enhance
One of the great failures accountability lies in
of many past police reforms their capacity to
is that they did not reach penetrate police
deep into the working norms operations by
that shape day-to-day capturing the behavior
operations. of officers on
the street.
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42. ENHANCED ACCOUNTABILITY
Transforming the Role of Frontline Supervision
On-Body Recording systems:
Creates a new standard of intensive
supervision.
Provides a fact-based, readily accessible
database for assessing officer
performance and accountability.
Emphasizes proactive supervision
by identifying potential problems for
early intervention.
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47. WHAT ABOUT THOSE GUYS IN THE TUNNEL?
Still in use today!
100+ years – Whodathunkit?
Recognize the potential effects of your efforts
Be a great leader by convincing others that everything you do today is
important?