GEORGIA LAW ENFORCEMENT COMMAND COLLEGEANNUAL TRAININGMAY 29th 2013

“Future Issues in Public Safety”

John B. Edwards

PEACE OFFICERS’ A ASSOCIATION OF GEORGIA

“ We measure what is reasonable on the part of the Police by looking at what they know” ---- Paula K. Smith, Georgia V. Randolph 547 US 2006

What do we know and how good a job do we do selling it ?

Require specific resources that are available as soon as possible to mitigate or eliminate risk of an adverse or unintended consequences Learn/Innovate Collaborations and partnershipsChange/AdaptAnalyze/Evaluate Manage/Lead

THE FUTURE ISSUES IN PUBLIC SAFETY

SocialTechnologicalEconomicPolitical

Modern forces at work upon 21st Century

Policing

THE POLITICAL BASKET WE LIVEBudgetPerceptionsAdaptability PerformanceResultsAccountability

Todays Issues in Police work

Technological infrastructure (Radio and computer) Vehicles (How they are used or limited) The cost comparison and utility of

video versus police officer Community Corrections nexus with

Police

The Future Issues Basket

Increased Foreign Diversity and “ The Melting pot versus Salad the Bowl” development in our Communities

Additional non-traditional roles and responsibilities

Non sworn or volunteer alternatives (Police Community Support Officers PCSO’s)

London, Jacksonville, Orlando

The Future Issues Basket

Evolution of Human Resource Issues and Conditions

The efficiency and effectiveness of our communication abilities (To stay in tune and real-time with the method and manner people obtain information)

The ability to work in partnerships with other government agencies, the private sector, community groups and citizens in collaborative efforts

The Future Issues Basket

For years capturing our performance has been limited and narrowly tailored by our reporting to the FBI UCR’s and our calls and reports filed in our internal records management systems ----Dr. Michael Scott POP UW Policing in 2022 /COPS

Developing Credible Means to Measure Performance

Work hours and unemployment rates

Manufacturing and consumption Construction Stock Prices and Bond Rates Credit and Interest Rates Consumer Expectations and Sales

How do we Measure our Economy?“The Composite Index of Leading

Economic Indicators”

Prevalence and Transmission of Disease

Injuries, Premature Fatalities, Infant Mortality and Longevity

Exposure to Toxins Access to Medical Care, Diet and Physical Activity

Environmental Issues and Concerns

Measuring Public Health

Temperature Humidity Air Pressure Wind Speed and Direction Precipitation Clouds Jet Stream

Measuring the Weather

Our Effectives and Efficiency in Achieving our Objectives and our Fairness in Achieving them

Measures of Crime that go Un-reported Crime and Disorder Prevented Order Maintenance Affects Public Health Records (Intentional Injury) Information from Insurance Industry Claims as a

result of Criminal Conduct Non-criminal complaints regarding disorder and

unsafe conditions Citizen / Stakeholder Surveys Information regarding Prosecution and Conviction Complaints, Suits filed or lack thereof

How can Policing be Measured more Effectively

1.) Possessing an analytic capacity 2.) Gun Violence 3.) Information Sharing 4.) Personnel Issues (The millenniums’, young different values based cultures and loss of experienced people with specific expertise)

BJA Top 10 Future problem areas

5.) Social Media (Its use and impact) 6.) Southwest Border Violence7.) Prison downscaling and Closing 8.) Out sourcing Police operations and business

Problems continued

9.) Prescription Drug abuse and medical marijuana10.) Police legitimacy issues regarding the use of forceHonorable mention was computer crimes and identity theft

Problems continued

Budget cuts and fiscal constraintsDemand for accountability and fugal use of resources

Political and Legal liability issuesDynamic social change through technologies

21st Century policing

“Budgets will drive all policy debates, you will not have the luxury to say “no were not going to change anything”, because the budget will demand the change. Now the question becomes… how do you manage it ?

Douglas Holtz-Eakin, Former Director Congressional

Budget Office 2011

21st Century Government

Late 20th CenturyIdeaProgram/Project components and

nomenclatureCostEarly 21st CenturyCostWhat will the budget allow you to do(Not what you want, but what you can afford)

Operations Progression

Effective LeadershipHuman ResourcesApplication, use and management of technologies

Communications (internal and external)Collaborations and partnershipsPrioritization and delivery of police service

Institutional, Cultural and Economic Drivers that Create Challenges

Civilianization or contract employees

Downsizing Consolidation Regionalization Shared services

Organizational Challenges

Reduced Crime Reduced Cost Less Resource inventory Equipment and maintenance problems

More Responsibilities Multitasking “Bottom Line…Do More With Less”

Operational Demands

Patrol Investigations Specialized units Community Corrections Mental Health Ordinance and Code Enforcement

Operational Challenges

New Generation Officers and Technology

Innovations: Drivers of Change in PolicingManaging Drivers of Change in a

Multigenerational Workforce Recruiting, staffing, competency and

training People skills and the ability to critically

thinkLeadershipSafety and wellness

Personnel Demands

Reduction in forceFurloughs, shift changes and overtime

reduction or eliminationNo COLA or pay incentivesSecondary employment issuesPension reformHealth care

Personnel Challenges

Sustain our leadership Manage our Agency or Unit Grow and develop our people Build our Reputation Enhance our Image Garner, develop and build Public Trust and

Support Network Key Stakeholders Document performance and results

SO WHAT SHOULD BE IN OUR PLAN ?

Does everyone do their jobs ? Are people held accountable ? Do we sustain a professional

culture through zero-tolerance of poor conduct and behavior ?

Do we train, mentor and adapt to change well ?

Do we constantly measure and evaluate our performance and results ?

Are we a learning organization ?

Are we Organizationally Competent

Do we focus upon our people as our most important resource?

Do we place a high Value upon providing competent and effective leaders?

Do we have a zero-tolerance for a Culture of Mediocracy?

Do we cast vision, sale and empower ? Do we foster desire?

Are we Organizationally Competent Continued

Officer Safety and wellbeing can broadly be defined under

four categories

Leadership and Management

Operational and Emergency Responses

Training Mental and Physical

Health Wellness

Competence and job PerformanceImageMoraleStressReputationOur most valuable resource is our people and good leadership influences that resource more than anything else…

All have a huge impact on the agency

“The primary stressors for police officers are not the external pressures or dangers of the job, but rather are exerted internally from within the organization and administration”

Academic Studies in 74,91,98,99,2002,04,05,07

“ Stress occurs when demands are placed upon an individual that exceeds that individuals capacity to deal with them, and that stress intensifies when the individual lacks the means to avoid, alter or control those demands”

Stinchcomb 2004

“Work in a bureaucratic police agency is often frustrating and stressful due to the perceptions by officers that the agency is self-serving and unresponsive…the less control employees have over what they are expected to do and the outcome of their efforts, the more likely they are to experience significant stress”

Research Suggests

“In law enforcement organizations officers are confronted with an unsupportive management system that cause them to experience stress due To a lack of control, and the less control an officer has over a situation the more stressful it will be”.

Research Suggests

Officers cited organizational stressors to be more severe than operational stressors, primary because they cannot control them.

Davey, Orbst and Sheehan 2001

“Stress causes irritability” that can result in… Bad attitude Negativity Unnecessary conflict Poor decision making Being Prone to act out of anger

Problems with stress in Police Citizen encounters

Officers may respond with inappropriate aggression to the slightest provocation by misjudging the magnitude of the perceived threat or event.

Stress

Many Police leaders continue to view officer stress as an occupational health and safety issue rather than an exigent concern that is central to the management practices of the organization.

Wright and Cropanzano 2000

“While there seems to be concerned over how the police behave, there is little concern as to how the police feel as a result of there assigned role, and as to how these feelings correlate with behavior and with emotional and physical well being.”

Kelling and Pate 1975

Many studies results indicate that officer perception of stress induced by the traditional organization could be reduced by leaders adapting and implementing employee participative management practicesManagers have to invest by training and mentorship to develop our peoples skill sets and provide supervision in a “situational” leadership Context…“You can either prepare or repair” Dr. John Maxwell

In Summary

Continuously cast vision and explain “why” we do like we do…”teach”

Communicate specific expectations to employees

Define and promote consequence thinking for employees

Promote and develop the critical thinking skills of employees

THE KEYS FOR 21st Century LEADERS

Promote the use of good people skills by employees

Remain emphatic toward employees, maintain social awareness and self-awareness

Foster Desire from employees Give Ownership to employees

THE KEYS FOR 21st Century LEADERS

How many of the 12 start with the Officer, their mental state, behavior and conduct ?Further, how many could be mitigated through bottom up Policy formulation, training regarding the policy and supervision to insure policy is followed ?How would exemplary leadership and mentorship affect these 12 ?

Modern and future 12 “High Risk” Areas for Liability in Police work

Use of Force Pursuit and Emergency Vehicle

Operations Arrest, Search and Seizure Arrest Care, Custody and Control of

Prisoners Domestic Violence Property and Evidence Off-Duty Conduct

TOP 12 “High Risk" Liabilities Areas

Sexual Harassment / Misconduct Selection, Hiring and retaining Internal Investigations Special Operations Dealing with the Mentally Ill or

Emotionally Disturbed People

Top 12 “High Risk” areas continued

Do Not Subject Employees to Trial and Error ManagementSuch has a tremendous affect upon… Personnel Administration Operations Productivity Risk Reputation and Image

THERE IS AN ABSOLUTE DEMAND FOR LEADERSHIP TRAINING BEFORE THEY

LEAD

Findings – Ratings suggest respondents saw effective and ineffective leaders as expressing nearly opposite sets of traits and habits. Efficacy was most strongly linked with integrity, work ethic, communication, and care for personnel; ineffective leaders were characterized as failing to express these traits. Respondents cast leadership development as a process best-achieved through a mixture of training/education, experience, and feedback. Surprisingly, the most highly-rated barriers to the expansion of effective leaders and leadership practices were not fiscal, but cultural, structural, and political.

Schafer 2010

“The most dangerous thing we do is drive”Not to forget about the dangerous humans we encounter…

Don’t forgot how dangerous Police work has become and will be in our future…

Silo mentalitiesNo sharing of informationCompeting influencesTrapped in the paradigm of

“routine”Reactive mentality versus proactive

thought processSatisfaction with status quo

To not evolve or Change can cause complete failure

Inertia, momentum and roller coasters (caught up in the crisis makes it difficult to stop and/or change direction)

Internal rumors versus structured communications

Ego, stubbornness, closed minded and fatigue

Group think (no internal debate…”no one wants to tell the emperor, he has no clothes”

Organizational traps

Perhaps the biggest challenge facing police executives of the 21st Century will be to develop police organizations that can effectively recognize, relate and assimilate the global shifts in culture, technology and information.

IACP “Police leadership in the 21st Century” May 1999

Changing community expectations, workforce values, technological power, government arrangements, policing philosophies, and ethical standards are but a sample of the forces that must be understood and constructively managed by the current and incoming generation of chief executives.

IACP report continued

The movement of an organization from it’s current state to some future and hopefully more effective state

Dr. JL Pierce, Dr. DG Gardner and Dr. RB Durham Managing organizational change and development South-Western College Publishing

Organizational Change Defined

The planned and implemented movement of an organization from it’s current state

To a more effective and efficient state in advance of future problems and issues

“Noah built the ark…before the rain”

A More Proactive definition

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most

adaptable to change.”- Evolutional Theory

“In all our work, we should ensure clarity in our aims, responsibility in action, humility in our approach and civility in our attitudes, especially

when we differ…you can walk hand in hand without seeing eye to eye.”

- Rick Warren

“In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world

that no longer exist.”- Eric Hoffer

“A wise person will hear, and will increase learning; and a person of understanding

shall attain unto wise counsels.”- Proverbs 1:5

Smart is the new rich (The ability to assemble new ideas and facilitate new initiatives)

Effective collaboration, knowledge sharing, stakeholder engagement and co-creations of new offerings for sustainability

WE MUST BECOME SMARTER

59

Strategic Management

Analysis and Research

Technology

SMART POLICING

Enhance performance and costThrough research, identify evidence-

based practices and encourage their implementation

Employ more data-driven strategiesIntegrate emerging technologies for

more cost effective operations

Bureau of Justice Assistance recommendations through “Smart Policing Initiative”

Evidence-based policing uses

research to guide practice and

evaluate practitioners. It uses the

best evidence to shape the best

practice.

Dr. Lawrence W. Sherman

62

Of all the ideas in policing, one stands out as the most powerful force for change: police practices should be based on scientific evidence about what works best.

Early in this century, Berkeley Police Chief August Vollmer’s partnership with his local university helped

generate this idea (Carte and Carte 1975)

Evidence-based Policing

Identify and recognize problems and issues “Before” they impact, then have the objective

insight and personal integrity to manage the people and issues proactively.

“Unimpeachable integrity is the greatest asset a Police Administrator can have. Without it your other qualifications and attributes are meaningless.”

Dr. Curtis McClung

My prayer is:“lord let me see things”

“One who turns a blind eye to the facts is dangerous…they are led by their subjective assumptions and beliefs versus the objective and pragmatic rules and applications of real life.”

- J.B. Edwards

Be deliberate to remain objective, Factor out emotions and beliefs

“Luck is when preparation and opportunity come together”

Dr. Archie Rainey

Remember

Always practice “ethical politics”Never do something that you

could not live with if it became public in the AJC

Develop good people skillsUnderstand the political processUnderstand roles and

responsibilities Be guarded, careful and accurate

in all communications

We must understand the role of politics upon government

Be truthful, Never lie, build credibility and reputation with people

Work toward helping people (The difficult “yes” over the easy “No” )

Understand the importance of “unintended” consequences forecasted during the decision making process

Manage stakeholders well

Politics continued

Manage StakeholdersManage PersonnelManage AdministrationManage OperationsManage communicationsManage mediaManage image

21st Century Environments impact upon the political landscape

Social networking can polarize people to extreme positions and create huge emotional outcries based upon little or no facts… at lighting speed.

You must have a proactive outreach with social media

Social networks effect upon 21st Century Political Environment

1. The tendency is to react emotionally rather than act rationally to a new issue or controversy (Our conclusion is largely based

upon what feel rather than what we think)

Political AxiomsDr. David Carter, Michigan State University

2. Superficial suppositions about ideas, programs, and initiatives will have a greater influence than in-depth substantive knowledge

(embracing an idea or concept because it “sounds good”, not because they truly understand the meaning of the concept and what it involves.)

Political Axioms

3. When it takes too long to explain an idea and if it requires thought to understand it, then the battle for acceptance will be difficult

(The media sound bite paradigm)

Political Axioms

4. A conceptual initiative needs a hook or a gimmick that can be easily identified with in order to get a political foothold.

(The presence of a readily identifiable icon of a broader, usually more complex, endeavor is a necessity to gain recognition and support.)

Political Axioms

5. Timing is everything; to gain maximum political support a new initiative must be proposed at the time it appears to respond to a current, emotional, high profile public need.

( “It has to be done now society” )

Political Axioms

6. The probability for greater political support will increase if credit is given where it is not due.

(Never underestimate the power of Ego)

Political Axioms

7. If some measures of activity or success cannot be visibly shown in the short- term, political support for the initiative will be limited.

(No demonstrable success, no demonstrable support)

Political Axioms

8. There is a direct relationship between fickleness of the public and political maneuvering; as the public changes its mind, political support for an initiative will change at light speed.

(It is the nature of our republic that political support will follow the winds of public concern)

Political Axioms

“These axioms illustrate, our complex political interactions are based on simple assumptions”

“The prudent executive/administrator will use these axioms as guidepost to help maneuver through the political terrain”

----- Dr. David Carter MSU

Political Axioms

Perpetual Politically-led Arrogance and Ignorance

Causes personal and professional conflictBarriers to communicationRumors assumptions and negative

perceptionsBudget and program attacksPhilosophical attacksNo supportMovements to change leadership

The PPAI Condition(My View)

Perpetual : {Nature} Never ending always

changing

Political: {Source} Of or relating to the ideas or strategies of a particular

group or party

The PPAI Condition

Arrogance: {Human Condition} Overbearing pride evidenced by a

superior manner toward inferiors, lack of humility and huge ego

Ignorance: {State} Lack of knowledge or

information

PPAI Condition

The Combination of reactive versus proactive attitude, subjective assumptions, emotionally driven process and stagnancy in an ever changing environment…

Politics is the ultimate source of thought compounded by the weakness of the human condition

Such demonstrates the importance for proactive outreach and involvement to educate and advance image and forge intended perceptions

PPAI Condition

The 21st century culture brings a general distrust of institutions and

leadership… government, corporations, church and media.

Values and how we treat people is of paramount importance.

1.Learning and Innovation2.Vision, Planning and

Policy3.Adaptability4.Sustainability5.Collaborations and

Partnerships6.Transparency7.Reputation and Image

7 Components to Organizational Change for the 21st Century

  We are living in a very competitive learning

environment  We must be innovative and creative to be

better than anyone else

EG: Jack Maple and William Bratton’s productive strategies and tactics along with their COMSTAT program that changed New York’s environment and proved that “Police Matter”

The New Landscape

Dr. Franklin E. Zimring,(The City that became safe: New York's lessons for urban America)

“The way Police define problems, develop information and deploy resources on the street can have a major impact on levels of crime and citizens safety.”

POLICE MATTER

“Police Matter” and they matter a lot more than many experts thought as recently as 20 years ago, and because police matter, the public importance of specific information about what works and what doesn’t work in street policing is tremendous more than any period in US History

POLICE MATTER

Tactics cannot drive strategy

Police matter in crime prevention

Police need citizen support and partnerships

“Bratton and Kelling” Dec. 2012Cops Count, Police matter: of tactics and strategy IACP Police Chief Mag.

Bratton and Kelling

In a democracy, the first and most important obligation of government to its people is to ensure freedom from fear, crime, and disorder. Without this freedom, all the pillars that support our society—education, health, freedom of speech and religion, tolerance, and equal rights—cannot be guaranteed. Police are essential to that obligation. Police count. Police matter.

In the 1990s, after almost three decades of steadily increasing crime and violence the police led the way in tipping the crime epidemic.

Police designed and implemented a new strategy: community policing. Community policing emphasizes partnerships with the community and other government agencies; problem solving and prioritization; and, most importantly, a return to an emphasis on prevention and a new focus on accountability.

strong public demand that order be restored and crime controlled;

the addition of 6,000 new police officers;

the subway as a successful pretest of ideas developed during the previous decades—problem solving and broken windows;

a mayor elected on the basis of the demand for order;

The New York Experience

A theory of action, broken windows, that was shared by subway officials, the newly elected mayor, his appointed police commissioner, and powerful business improvement district leadership;

the creation of the Midtown Community Court—also initiated by powerful private sector leadership—dedicated to dealing with disorder and minor offenses in the heart of Manhattan; a “quick win” dealing with squeegeemen; and within the New York City Police Department (NYPD), the development of an interactive system, CompStat, that fostered both problem solving and accountability.

Disorderly behavior and minor crimes (farebeating) nexus to serious crime (Robbery)

Problem Solving and broken windows policing

Partnerships and collaborations Assertive and targeted policingGood policing sought approval and

cooperation of community

New York Model

Elaine Kaufman ran a restaurant in New York… I watched her at Elaine’s come in at unexpected times and go read the receipts, then go adjust the waiters or waitresses to concentrate their efforts on certain tables or customers or engage the customers herself.

From Jack Maples book…“The Crime Fighter”

I saw the advantages of: Accurate and timely Intelligence

Rapid deployment Effective Tactics Relentless follow up and assessments

“The birth of COMSTAT”

From Jack Maples book…“The Crime Fighter”

Started ILP Program in 2009 Full time Intelligence/Crime Analyst E-Roll Call System and LISTSERV Network

with ALL agencies SARA Model Framework focus upon crime

and disorder

Intelligence Product Structured and real time dissemination

Information based and data driven operations

Evans County Sheriff’s Office www.smartpolicinginitative.com

UCR Evans County POP 11000

Goal: The Protection of People and Property

Methods

1. By Enforcing Law ( Focus on Prosecution )

2. By Performing an “Order Maintenance

Function” ( Focus on Caretaking )

Modern Police Responsibilities

Overwhelming majority of calls are not crime related

Most calls are based upon and rooted in problems associated with people, incidents and events

The future will require the police to be more of a problem-solver

Why is Policing called Law Enforcement ?

Enforcement Vs. Order Maintenance

Law Enforcement Clear cut law to follow Unambiguous Policy Regular training Procedure driven Identification of offender Black and WhitePolice feel more confident

and comfortable( Police run toward)

Order Maintenance No criminal law to

follow No Policy Seldom any training Common sense driven Problem solving GrayPolice feel more

incompetent and uncomfortable

(Police run away from)

Crime Fighting Vs. Community Policing

Crime Fighting Passive and

Reactionary Calls for service Report or Investigate Return to service Focus upon ArrestNon-Relational focus

Community Policing Proactive Scanning for Problems Diagnose Problems Solve problems Focus upon PreventionFocused, Rooted in

and based upon relationships

Studies suggest when the Police focus upon order maintenance, there is a direct nexus to the reduction of crime

The Problem is Police do not like to deal with things that are aggravating, labor intensive and require consensus…police like total control.

Police Culture

Police do not recognize the benefits of the investment of their time toward building relationships and “dealing with potential Problems up front”…instead of letting them fester and evolve into a future Call, Crisis and/or Crime.

We run away from the very problems that cause the Calls we hate to deal with, when if we addressed them in their infancy, we could mitigate them.

Police Culture Continued

What is our MissionWho are our StakeholdersWhat do our Stakeholders ValueWhat are our ResultsWhat is our Plan Dr. Peter Drucker

What Business are we in?

They are never StaticThey become more DiverseTheir needs, wants, expectations and perceptions are constantly evolving

They want to see results

About our Stakeholders

Peele put forward a model of policing that reconciled it with urbanization, industrialization, and democratization. Conspicuous police were to meld into the population and by their presence and persuasion were to prevent crime and maintain order. Police were to be evaluated by the absence of crime and disorder.

The key has been in place for years through Peelian policing philosophy

Peele’s Policing Principles from 1829 are even more

important and meaningful in the 21st century.

1)The basic mission for which the police exist is to prevent crime and disorder.

2)The ability of the police to perform their duties is dependent upon the public approval of police actions.

3) Police must secure the willing co-operation of the public in voluntary observation of the law to be able to secure and maintain the respect of the public.

4) The degree of co-operation of the public that can be secured diminishes proportionately to the necessity of the use of physical force.

5) Police seek and preserve public favor not by catering to public opinion but by constantly demonstrating absolute impartial service to the law.

6) Police use physical force to the extent necessary to secure observance of the law or to restore order only when the exercise of persuasion, advice, and warning is found to be insufficient.

7) 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 the public are the police.

8) Police should always direct their action strictly toward their functions and never appear to usurp the powers of the judiciary.

9) The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.

Secure the willing cooperation of the public

The basic mission is to prevent crime and disorder

The 2 Central Tenets

1.Be Value driven2.Be a Catalyst for Change3.Be Legitimate to those you

serve4.Be a Learning

Organization

Four guiding Principles Jim Bueerman, American Policing in 2022

COPS

Create a foundational belief system on which all organizational and individual decision making can be based

Police leadership must help their followers understand not just what to think, but how to think about the world ahead of them

Value driven

Police become more brokers than providers

Define crime and disorder problems then interweave scare public and private resources to solve problems

Become a crime control social activist

Catalyst for Change

When people perceive police actions as legitimate they are more likely to be supportive

Be fair, neutral, transparent and unbiased in decision making

Treat people with courtesy, dignity and respect

Build relationships and provide results

Be Legitimate to those you Serve

Articulate core set of values framed around transparency and legitimacy

Police lead change within themselves and in the community

Train and hold officers accountable for behavior in highly legitimate ways

Keys to being legitimate

Manage knowledge by on going learning through evaluation

Always seek ways to improve Seek and use “evidence based” best practices

Become a learning Organization

Embrace “Smart policing”

strategies and tacticsSolicit constant feedback

Become a learning Organization

1. Crime is rarely random; patrols shouldn't be either.Focusing on small geographic

locations when and where crimes occur, and targeting specific, high-impact repeat offenders, can effectively decrease crime.

National Institute of Justice five things executives can do

to make a difference

2. Quality is more important than speed.Thorough investigations, problem

solving and careful forensic evidence collection all contribute more to arresting suspects than shaving a few seconds off initial response times in most cases.

3. DNA works for property crimes, too.Collecting and using DNA

evidence substantially increases the likelihood of solving property crimes — twice as many arrests and twice as many cases accepted for prosecution.

We have to be mindful in Georgia of our limited lab resources and violent crime priority

4. In police work, perceptions matter.When people see the police as

fair, lawful and respectful, officers are safer and citizens are more likely to obey the law and comply with police orders. For example, how an officer treats a stopped motorist influences the motorist’s opinion more than whether the officer issues a citation.

5. Make officer safety and wellness a priority.Safety training, certain shift

lengths and body armor usage can prevent injuries and save lives. For example, the “Shift Length Experiment” study showed that officers who worked 10-hour shifts (compared to 8- and 12-hour shifts) made fewer errors and worked less overtime.

“The world we created today… has problems which cannot be solved by thinking the way we thought when we created them.”

Albert Einstein once said…

“Our charge is not to simply be reflexive to crime trends but to challenge those conditions that contribute to crime and disorder”

Chief Michael Davis

Must be “Mobile” Must be “Flexible” Must be “Regional” Colonel Kriste K. Etue Michigan State Police

By 2022 we must implement no boundaries policing strategies

within our jurisdictions

We must start by looking in the mirror before looking out the window…Our TraditionOur CultureOur BeliefsOur AttitudesOur Desire

It always is… always about the “Leadership”

Police must become more socialLess Para-militaryDevelop and build relationshipsBecome problem solversBe smarter and use best practiceBecome information driven and

intelligence ledDevelop excellent critical thinking

skillsPossess exemplary people skills

The Change of Culture

THE VALUE OF “PROBLEM ADOPTION”Demonstrates care and sincerityDevelops trust and relationshipFosters corroborationsBuilds credibilityCreates influence and efficacyProvides information and intelligenceInsulates agency and officer when

aggressive tactics or use of force is deployed

Police Social Strategy

ILP is a Business Model and Management Philosophy (Dr. Jerry Ratcliff)

All agencies regardless of their size need an analytical component (Global)

Agencies require systems and networks for structured outreach and information sharing among all nearby jurisdictions

Real-time interoperability with local, state (Fusion center) and Federal (NdeX/HSIN)

Modern agencies must become Intelligence Led

A “Dedicated” analyst positionData/evidence based driven decision

makingStructured systems, protocols,

processes and productsProactive “out-reach” cooperation,

communication and coordination with all criminal justice stakeholders

Becoming Intelligence Led

The intelligence analysis involves the development of critical and substantive products that support law enforcement decision-making efforts that are centered on organized criminal activity. Crime analysis, on the other hand, involves the use of various geographical and socio-demographic information, in combination with spatial techniques, to analyze, prevent, and solve crime and disorder problems.

Intelligence Analyst versus Crime Analyst

Proactive scanning and identification of threats of crime and disorder

Use of the SARA Model Real time social media and other

Web Open source scanning to corroborate and communicate (Situational awareness)

Modern Policing requires the “Hybrid Analyst” that combines

those roles

Development of intelligence for leadership to formulate strategies and design tactics to prevent, mitigate and eliminate crime and disorder

Evaluate and Document results

Modern Policing requires the “Hybrid Analyst” that combines

those roles

Leadership and ManagementBuy in from all officersWriting Policy, Training on Policy

and Enforcement of Policy28 CFR 23 ComplianceSimplicity Total information sharingMeaningful results

ILP Requirements

Technology, regardless of its type, is merely a law enforcement tool. It is not the answer for every problem nor is it a substitute for good police work.

When technology is employed, the basic principles of law enforcement continue to apply.

New Technology and Law Enforcement By Vernon Keenan

Law enforcement actions must be lawful

Law enforcement actions must not conflict with community standards

Law enforcement actions must have a defined objective and a valid purpose

Know what you are doing and why you are doing it. 

Law Enforcement Principles

What is the purpose for using the technology?

 What information will be collected

and how will it be used? Will the technology and/or

information be used for secondary purposes? If so, under what circumstances?

Questions that must be answered: 

Will the technology and/or information be shared with others?

 Will the information be

aggregated with other data?

Questions continued

What measures will prohibit: 

Unauthorized access or use of technology/information

Unauthorized release of information

  

Additionally

Two Key Questions: Do we do our Job ? How we do our Job ? Do we improve how we do our Job ? How do we capture, document and sell what

we do… “There are police agencies that report crime and police agencies that investigate crime” …Which one are you?

Our Operations

Our Policies Do we write good Policy Do we keep our Policies current and

up to date Do we train everyone on the Policy Do we enforce the compliance of the

policy on everyone fairly and appropriately

Our Operations

Agency culture is developed and sustained by leadership Zero-tolerance for poor behavior and

conduct Hold people accountable and deal with

poor performance Demand proper work ethic and attitude Mentor, train and manage Provide exemplary leadership

Our Operations

Promote Proactive training Promote Proactive mentorship

and story telling

Promote critical thinking and decision making

Provide 7 steps training

Develop and Grow Officers

“If we handle today correctly, tomorrow will take care of itself” Dr. John Maxwell

WE MUST PREPARE FOR TOMORROW

BUDGET VERSUS OPERATIONAL NEEDSPUBLIC PRESSURE AND POLITICIANS REACTIONSIts all the perceptions afoot…

CURRENT MEDIA EXAMPLES OF POLICE ISSUES

Oakland California Jan. 24th 2013Council president Pat Kernighan

"It's a relief after four years of budget cutting," Kernighan said. "However, we need to hold most of that surplus in case the state takes back redevelopment funds. The state is being very aggressive with cities, including Oakland."Kernighan said that despite the unexpected surplus, Oakland faces a big financial drain in the form of pension debt.

"Our future revenues are not anticipated to be enough to pay for the level of public services that people were accustomed to before the financial crash," she said.

Oakland Issues

Oakland Issues

She said that compared with other urban city police departments, the Oakland Police Department is starkly understaffed. She's pleased that Oakland has hired William Bratton, Los Angeles and New York City's former police chief, as a consultant.

Oakland Issues

Oakland's Police Department, whose force was drastically reduced in 2010 in a round of budget cuts, is inadequately staffed to perform a department's normal functions, Kernighan said.

"Some people in Oakland don't believe more police is the long-term solution," she said. "I think it is not only the solution, but essential, particularly now when so much crime is happening."

Oakland Issues

Oakland Issues

The Oakland City Council voted 7-1 early Wednesday morning to bring Bratton on board after a contentious meeting. The council also voted to fund another police academy, hire 21 civilian staffers and bring in Alameda County Sheriff's deputies to help patrol Oakland's streets.

Everett Mass.

“Overall, the tone set by the Board is that crime is rising and the city needs to make an investment in police resources to ensure public safety.”

HEADLINE: Police and Public Safety Issues top Aldermen’s

AgendaApril 10, 2013

It may not be a sexy issue, but safety in the Dallas Arts District will be one of Catherine Cuellar's top goals as executive director of the district, she told me in a recent interview.Cuellar, who started her new job on April 15, said without a safe environment, nothing else matters.

Dallas Business Journal May 24th 2013

Primary among those risks is rejection by voters, who are primarily concerned about crime in Stockton, which tallied a record 72 homicides in 2012, and may worry their taxes go mostly to the city's creditors instead of making the streets safer.Silva said his police-first initiative is aimed directly at diffusing those concerns."For me, public safety has to remain the priority. And some money, the part that is earmarked for public safety, that has to be restricted," he said Friday.

Stockton, CaliforniaMay 25th, 2013 - Mayor Anthony Silva

Oldest and largest law enforcement association in State

Started POAB Pension Represents “ALL” law enforcement Most inclusive “In unity there is Strength” …POAG Motto Most Diverse and Expert Pool of Members in the

State to provide support and assistance Creation of a Foundation to use Corporate and

Private Resources to support and fund law enforcement projects

HOW CAN POAG HELP

“We try to do for you… what you don’t have time to do.”

Training Research Resource Pool Peer to Peer Counseling Scholarships Valor and Meritorious service recognition Active Website resource Discounts, insurance, financial vest

program The Foundation benefits

POAG SERVICES

Scholarships for active officers and dependents

Training both regional and at the annual Conference

Research to develop best practicesCollaborations to promote intelligence led

policingHistory “The Georgia Peace officer Archive” Death Benefit for Peace Officers

THE POAG FOUNDATION 501 (c) (3)

Promotes professional behavior and conduct

Reduces complaints and problems Reduces risk of adverse political issues

and social conflicts Mitigates risk of civil liability Builds credibility and develops

professional reputation Enhances image and promotes positive

perceptions

POAG 7 Steps training

1. Do Right at all times: Follow the law, your agency policy, procedures and training.

2. Never be held hostage to your emotions: Never let your anger influence your conduct and behavior or be drawn into a situation where your personal feelings conflict with your professional obligations, responsibilities or duties.

Seven Steps for Officers

Never make poor or marginal cases based upon people being disrespectful through their behavior or speech. Insure that disorderly conduct, obstructions and other charges based upon bad behavior and conduct are objective and clearly violate elements of a particular crime. NO P.O.P. Don’t violate the First Amendment. Maintain a professional attitude at all times, free from anger and motivated to placate situations, rather than aggravate and intimidate. Treat everybody with dignity and fairness and be consistent.

Seven Steps Number 2 Continued

3. Learn to think critically, be proactive and prepare. Always be objective, skeptical and specific in your observations and when gathering facts. Make careful judgments based upon evidence and context within a practical and pragmatic process to support and justify your conclusions. Always be prepared and anticipate the unexpected consequences of any event, action or decision. Case preparation starts before you ever turn on your blue light. 

Seven Steps Continued

4. Develop excellent people skills. Always be professional and courteous toward people and develop a positive attitude and interpersonal skills. Be conscientious and empathetic when possible, and use tactful non-verbal and verbal communications. Focus on de-escalation and minimizing events through careful choices of words and empathetic actions. Always remain alert and aware while keeping yourself in a secure position of tactical safety. 

Seven Steps Continued

5. Stay current in your craft. Be proactive in research regarding the latest and most current police issues and legislations. Read professional law enforcement publications; use the credible police organization websites regarding professional and proven evidence-based, best practices; and stay abreast of the latest court rulings regarding criminal procedure, search and seizure, and civil liability.

Seven Steps Continued

6. Seek advice, guidance and council when you’re unsure. Always consult with your supervisors when you’re unsure or uneasy regarding any issue. You should also regularly talk and consult your prosecutors regarding cases and new court rulings. Your agencies legal component should never be surprised because supervisors are unaware of your actions during a critical event. 

Seven Steps Continued

7. Document well. Reports are one of the most crucial and critical components to your job. They provide the necessary means to prosecute successfully and promote important information and intelligence resources. Reports also protect you and your agency by serving as the most important mechanism to preserve integrity, credibility and reliability of your accounts and actions.

Seven Steps

Premier training Statewide networking opportunity

Hospitality suite and discounts on restaurants

Golf and firing range

POAG Training Conference SavannahAugust 10-13

1. Establishing and Maintaining Credibility (A 21st Century requirement for Police)2. Agency Integrity, Values and Perception by the Community (An agency cannot be successful without this leadership direction and top down culture)3. Five Dysfunctions of a Team (Why and how management teams fail)

Executive Management Courses GACP approved training

4. Civil Liability for Law Enforcement Agencies (Latest cases and legal issues)5. State Aviation Assets (What’s available and what it can accomplish for you)6. Critical Reconstruction of Incidents (In difficult environment and terrain)

Executive Management Courses GACP approved training

1. Juvenile Justice Update (New and current issues in Juvenile Justice)2. Elder Abuse (Law, features and trends)3. Legal Update (Latest cases in criminal procedure, arrest and search and seizure)4. Countering Violent Extremism (Sovereign Citizen Radicals) 5. PTSD and the Returning Veteran (What Officers need to know and skill sets needed)

General Track Courses

6. Autism – How Police Respond (Key elements and strategies for Officers)7. Below 100- How to reduce officer line of duty deaths to below 100 (5 key factors officers need to know and can use to greater reduce their odds of being killed in the line of duty)

General Track Courses Cont.

8. The Psychology of Officer Survival (Focus upon the mental preparedness and mental mindset to enhancing officer survival skills)9. SARS Update (Important new information regarding suspicious activity reporting to GISAC)

General Track Courses Cont.

1. Spanish for the Street Officer

(Must attend the entire Class 8-11 thru 8-13)

Uniform Patrol Track

JOHN B. EDWARDSOffice 912 557 4793Home 912 739 2737Cell 912 618 9193

Thank you and God Bless you all !