Community and Problem-Oriented Policing

Community and Problem-Oriented Policing Seventh Edition Chapter 8 Changing Agency Culture: Toward Constitutional and Legitimate Policing

Learning Objectives (1 of 2) 8.1 What is meant by a police organization’s “culture”. 8.2How and why the police are considering “new” means of becoming professional. 8.3 Several essential elements for cultural change in contemporary policing, including engaging in constitutional policing and police legitimacy. 8.4How the use of force and responses to mass demonstrations must be modified under the new culture.

Learning Objectives (2 of 2) 8.5 How a police organization can change from being “good” to “great” and what is meant by “moments of truth”. 8.6 The importance and challenges of recruiting quality officers, to include the Millennial generation. 8.7The roles of police leaders in seeing that all of the above are accomplished in order to modify the agency culture as necessary.

Introduction • Community policing is entrenched in U.S. policing and a new meaning to “changing the culture” is in effect • Now changing the culture requires a return to the basics, and strengthening relationships with the community • Additional change is needed from the “guardian” mindset and the “New Professionalism”

First things First: What is a Police Organization’s “Culture”? • A police organization’s culture is derived from its mission, values, customs, and rituals • Comes from the organization’s history and how its members interact with one another and with those outside the organization • Influenced by how leaders reward, recognize, or discipline behaviors • Imperative the each organization develop and publicize its values and mission statements

Revisiting the “New Professional”A New Mindset • Today police organizations are striving for New Professionalism includes: • Accountability: internally and civilian review boards • Legitimacy: engage in police activities with the consent, cooperation, and support of the community • Innovation: actively experimenting with new ideas and changing policies and procedures accordingly • A national coherence: agencies participate in national conversations about professional policing

Two Essentials for this Environment: Constitutional Policing and Procedural Justice- The Constitution as “Boss” • Use of police force keeps policing practices at the forefront of the national consciousness • Race relations are at the heart of this issue • Police chiefs are more heavily involved in constitutional policing when devising policies and procedures • Constitutional policing forms the foundation of community policing • Trust is needed in the police that their mission is protecting civil rights and providing public safety

Greater Cooperation Through Legitimacy (1 of 2) • Legitimacy is the extent to which the community believes that police actions are appropriate, proper, and just • High levels of legitimacy leads to communities that are more willing to cooperate • Legitimacy is reflected: • People having an opportunity to explain their situation to the police • People want the police to be neutral • People want to be treated with dignity and politeness • People focus on cues like benevolence, caring, and sincerity

Greater Cooperation Through Legitimacy (2 of 2) • Example: New York City’s “stop and frisk” program may reduce legitimacy • August 2013 U.S. District Court rule it unconstitutional • Police need to focus on the influence that their values, mission, policies, and practices have on public views about their legitimacy • How the citizens view police practices and deem as appropriate, reasonable, and just

Angst from Hot Spot Policing and Other Strategies • Police crime reduction strategies can alienate citizens or appear to be oppressive • Strategies may be effective, but at what cost • Officers must consider how community member might feel living in a “zero-tolerance” crime-fighting area • Crime might be down, but citizen satisfaction may also go down

Use of Force in the New Culture of Policing • Police culture of use of force begins in recruit training in the academy • Boston wants officers to be problem-solvers • Kansas City says policing is mostly about manners and courtesy

Responding to Mass Demonstrations • 2014-2015 riots and protests changed how many police agencies react to mass demonstrations • A soft approach is now recommended • Police communicating with protest leaders before and during the event • Police responses are to be measured and proportional to what is happening during a demonstration • “Optics” of a police response- what kind of equipment the police bring to a demonstrations

The “Level 5 Leader” • Author Jim Collins wrote two books on becoming a great organization • “Level 5 leader” has ambition directed to the organization and its success, driven to produce results, self-effacing, and self-motivated • Important to have the right people in the organization • “Culture of discipline”

“Moments of Truth” • Moments of truth are anywhere that someone has an opportunity to make a lasting impact on others • Police have this opportunity every day • Police leaders have a critical role in changing the agency’s culture to a customer service orientation

Recruiting Quality Officers for Community Policing: The Applicant Pool (1 of 2) • Community policing increases the number of functions police undertake • Difficult to maintain a large pool of applicants for police positions • Great Recession, retirement of Baby Boomer employees • Need for police officers is great, while the ability to pay for more officers is limited • Police attrition can be both positive and negative • Younger generations of workers have less organizational commitment

Recruiting Quality Officers for Community Policing: The Applicant Pool (2 of 2) • Lack of promotional opportunities, lower salaries, lucrative private-sector careers, and the negative image of police also create less recruits • Aggressive recruitment strategies are needed • Including techniques for minorities and women • Federal Office of Community Oriented Policing Services Hiring Program has $126 million to allocate • Problem: they receive $426 million in requests from police agencies • Homeland security has priority in hiring

Attracting Candidates: Strategies • Strategies for hiring quality community policing officers: • Integrate the community in the hiring process • Use internal recruiting strategies • Assess internal employee engagement strategies • Use “word of mouse”: social networking • Brand your department • Target second-career applicants and train them appropriately

Workforce of the Future: From Baby Boomers to Millennials (1 of 2) • Between now and 2020, a large number of baby boomers will reach retirement age • Millennials or Generation Y (born between 1982-2000) will be the largest employed generation • Technically savvy, eager for quick advancement and higher starting salaries, and more likely to change entire careers • Police agencies can’t compete with the private sector

Workforce of the Future: From Baby Boomers to Millennials (2 of 2) • Recruitment and retaining of millennials: • Offer opportunities for specialization and training • Reduce annual performance evaluations and move to a more individual, informal and frequent feedback system • Compressed work week and job sharing

Beware the “Toxic Leader” • Toxic leaders: • Poison the workplace environment • Demoralize personnel • Create disincentives • Produce unnecessary stress • Stifle creativity • Decrease risk taking • Promote themselves • Present an obstacle to organizational transformation

Chief Executives • Police chief executive is ultimately responsible for all the facets of philosophy and practice • From implementation to training to evaluation • Chief executives need to be risk takers • Be a viable change agent • Articulate a clear vision to the organization • Assemble a management team that is committed to translating the new vision into action • Be committed to removing bureaucratic obstacles

Middle Managers • Middle managers must secure, maintain, and use authority to empower subordinates, and help officers creatively resolve issues • Protect their subordinates from organizational and political recrimination • Must not allow problem-solving officers to not revert to traditional methods • Must be diplomats and facilitators, work toward win-win solutions via persuasion and negotiation • During periods of change, aid in strategic planning, eliminate red tape, and conduct regular meetings

First-Line Supervisors (1 of 2) • First-line supervisors are the primary contact of street officers and may present the most challenging aspect of a changing culture • Most officers see their sergeants only as authority figures

First-Line Supervisors (2 of 2) • Role and responsibilities of first-line supervisors: • Understanding and practicing problem solving • Managing time, staff, and resources • Encouraging teamwork • Helping officers to mobilize stakeholders • Tracking and managing officers’ problems solving • Providing officers with ongoing feedback and support

Community and Problem-Oriented Policing