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Police Executive Workshop on
Leadership and Accountability
 ILLINOIS CRIMINAL JUSTICE
  INFORMATION AUTHORITY
“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.
LEADERSHIP

“If you have positive energy, communicate the why, and possess the right
                       attitude, ANYTHING is possible”


                          Willie F. Carden Jr.
Police executive workshop icjia september 2012 leadership
WATER WORKS
TUNNELING UNDER THE RIVER 1896-
            1899
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).”
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
Police executive workshop icjia september 2012 leadership
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



  
“THE MEDIA BEAST”
Chief Surrounded by Angry Protestors! …or
Officer Takes Time to Speak with Concerned Citizens
Police executive workshop icjia september 2012 leadership
LEADERSHIP & RESPONSIBILITY

        Power & Authority
        To whom are we
         Accountable
       Why should I tell the
             Truth

          April 7, 2001
Police executive workshop icjia september 2012 leadership
CULTURE OF THE ORGANIZATION

         Peers




       Conduct
          &
     Performance
MANAGEMENT OF WORK FORCE

Q      AVERAGE




0                   Q
DECISION MAKING

Right Does Not Always
    Equal Popular
REALLY? ARE YOU SERIOUS? I JUST GOT BACK FROM
CHICAGO AND THE PERF CONFERENCE!
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?
“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
Police executive workshop icjia september 2012 leadership
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
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
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
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.
                                                     25
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
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




                                                                       27
RISK MANAGEMENT IN LAW
          ENFORCEMENT




                                   28
Shooting in Fort Smith Arkansas
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.




                                                                   29
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




                                                                          30
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




                                                                 31
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




                                                                 32
Police executive workshop icjia september 2012 leadership
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




                                                                              34
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.”




                                                           35
PO KEVIN CRAYON 9/1/00
POLICE OFFICER KEVIN CRAYON
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.




                                                                                      38
ENHANCED ACCOUNTABILITY




                                     AVERAGE
                        Q




Work Force Management


                              2-5%         5-15%

                        0                          Q




                                                       39
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.




                                                                40
ENHANCED ACCOUNTABILITY

Culture of the Organization


         Peers




 Conduct and Performance



                                                41
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.




                                                                                  42
ENHANCED ACCOUNTABILITY



“It can’t happen here!”




                                  Let me tell you a
                                    tale of two cities.




                                                    43
ENHANCED ACCOUNTABILITY




                          44
ENHANCED ACCOUNTABILITY




                          45
ENHANCED ACCOUNTABILITY




                          46
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?
QUESTIONS AND ANSWERS




COMMENTS?                     Please share
                              your questions,
QUESTIONS?                    comments and
                              concerns.
ANSWERS?




                                                48

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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.
  • 5. WATER WORKS TUNNELING UNDER THE RIVER 1896- 1899
  • 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 
  • 11. Chief Surrounded by Angry Protestors! …or Officer Takes Time to Speak with Concerned Citizens
  • 13. LEADERSHIP & RESPONSIBILITY Power & Authority To whom are we Accountable Why should I tell the Truth April 7, 2001
  • 15. CULTURE OF THE ORGANIZATION Peers Conduct & Performance
  • 16. MANAGEMENT OF WORK FORCE Q AVERAGE 0 Q
  • 17. DECISION MAKING Right Does Not Always Equal Popular
  • 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. 25
  • 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 27
  • 28. RISK MANAGEMENT IN LAW ENFORCEMENT 28 Shooting in Fort Smith Arkansas
  • 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. 29
  • 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 30
  • 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 31
  • 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 32
  • 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 34
  • 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.” 35
  • 36. PO KEVIN CRAYON 9/1/00
  • 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. 38
  • 39. ENHANCED ACCOUNTABILITY AVERAGE Q Work Force Management 2-5% 5-15% 0 Q 39
  • 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. 40
  • 41. ENHANCED ACCOUNTABILITY Culture of the Organization Peers Conduct and Performance 41
  • 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. 42
  • 43. ENHANCED ACCOUNTABILITY “It can’t happen here!” Let me tell you a tale of two cities. 43
  • 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?
  • 48. QUESTIONS AND ANSWERS COMMENTS? Please share your questions, QUESTIONS? comments and concerns. ANSWERS? 48