community policing

Chief Mike Jez 1

COMMUNITY POLICING

Chief Mike Jez 2

The Evolution of Policing Strategy

The Political Era The Reform Era The Community Era

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Strategy

The pattern of major objectives, purposes, or goals and essential policies and plans for achieving those goals.

“What it is...what it’s going to be!”

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AUTHORIZATION

akin to capital in the private sector, refers to the sources of authority that provide the mandate and resources for public agencies to operate.

Sources of authority include law, legislative intent, politics, and ongoing financial support, professional expertise and tradition.

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FUNCTION

Refers to the values, missions and goals of an organization.

Missions and goals could include crime reduction.

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ORGANIZATION

Organization refers to the structure, human resources, management processes and culture of agencies.– Agencies can be Structured in a variety

of ways:»By Function or geography»Centralized or Decentralized»Professionally, Militarily or Quasi-militarily

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Organization(continued)

Human Resources refers to the portfolio of skills, experiences that an organization must have if it is to accomplish its goals.

Management processes include programming, rewarding and disciplining, and accounting andbudgeting systems of the organization.

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. continued.

Culture: refers to the myths and beliefs of an organization, its informal communications and expected roles, personal values, attitudes andbeliefs.

P o lice D e p t., U S A

O p s . D iv . S u p p o rt D iv. A d m in .D iv .

P o liceC h ie f

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DEMAND

The source of requests for an agencies services.

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ENVIORNMENT

Refers to the pattern of external conditions that effect the organization.

Most often they are technological, economic, social and political in kind.

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TACTICS

Tactics are the methodologies that organizations use to obtain their goals(outputs). These activities can be at the level of an individual worker, combinations of workers, or units in the organization.

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OUTCOMES

Outcomes are the results of an organizations activities, anticipated or unanticipated, desirable or undesirable.

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STRATEGIC ERAS OF POLICING

The Political EraThe Reform Era

The Community Era

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The Political Era (1840-1930s) Authorization-Politics

and Law Function-Broad Social

Services Environment-Intimate Demand-

Decentralized Tactic-Foot Patrol Outcome-Citizen &

Political Satisfaction

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The Reform Era (1920-1970s) Authorization-Law &

Professionalism Function-Crime Control Organization-Centralized

and Classical Environment-

Professionally Remote Demand-Centralized Tactics-Preventive Patrol

and Rapid Response Outcome-Crime Control

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The Community Era Authorization-

Community Support Function-Provision of

Broad Services Organization

Decentralized Environment-Intimate Demand-Decentralized Tactics-Problem Solving Outcome-Improved

Quality of Life

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The Ten Principles of Community Policing

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Community policing is both a philosophy and an organizational

strategy that allows the police and community residents to work

closely together in new ways to solve the problems of crime, fear

of crime, physical and social disorder, and neighborhood

decay. The philosophy rests on the belief that law abiding people in

the community deserve input into the policing process, in

exchange for their participation and support. It also rests on

the belief that solutions to contemporary community problems

demand freeing both people and the police to explore creative,

new ways to address neighbor-hood concerns beyond a narrow focus

on individual crime incidents.

I

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Community Policing’s organizational strategy first demands that

everyone in the department, including both civilian and sworn

personnel, must investigate ways to translate the philosophy

into practice. This demands making the subtle but sophisticated

shift so that everyone understands the need to focus on solving

community problems in creative, new ways that can include

challenging and enlisting people in the process of policing

themselves. Community Policing also implies a shift within the

department that grants greater autonomy to line officers, which

implies enhanced respect for their judgment as police professionals.

II

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To implement true Community Policing, police departments must

also create and develop a new breed of line officer, the (CPO)

Community Policing Officer, who acts as the direct link between the

police and the people of the community. As the department’s

community outreach specialist, CPOs must be freed from the

isolation of the patrol car and the demands of the police

radio, so that they can maintain daily, direct, face-to-face

contact with the people they serve in a clearly defined beat

area.

III

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IV

The CPO’s broad role demands continuous, sustained contact with

law-abiding people in the community, so that together they can

explore creative new solutions to local concerns involving crime, fear

of crime, disorder, and decay, with private citizens serving as

unpaid volunteers. As full fledged law enforcement officers, CPO’s

respond to calls for service and make arrests, but they also go

beyond this narrow focus to develop and monitor broad-

based, long-term initiatives that can involve community

residents in efforts to improve the overall quality of life in the

area over time. As the community’s ombudsman, CPO’s also link

individuals and groups in the community to the public and private

agencies that offer help.

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V

Community Policing implies a new contract between the police and the

citizens it serves, one that offers the hope of overcoming widespread

apathy, at the same time it restrains any impulse to vigilantism. This

new relationship, based on mutual trust, also suggests that the police

serve as a catalyst, challenging people to accept their share of the

responsibility for solving their own individual problems, as well

as their share of the responsibility for the overall quality of life

in the community. The shift to Community Policing also means a

slower response time for non-emergency calls and that citizens

will be asked to handle more of their minor concerns, but in

exchange this will free the department to work with people on

developing long-term solutions for pressing community

concerns.

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VI

Community Policing adds a vital proactive element to the

traditional reactive role of the police, resulting in full-spectrum

police service. As the only agency of social control open 24

hours a day, seven days a week, the police must maintain the

ability to respond to immediate crisises and crime

incidents, but Community Policing broadens the police role

so that they can make a greater impact on making changes

today that hold the promise of making communities safer and

more attractive placesto live tomorrow.

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VII

Community Policing stresses exploring new ways to protect

andenhance the lives of those who are most vulnerable -

juveniles, the elderly, minorities, the poor, the disabled and the

homeless. It both assimilates and broadens the scope of

previous outreach efforts, such as Crime Prevention and

Police-Community Relations units, by involving the entire

department in ways that encourage the police and law-

abiding people to work together with mutual respect

and accountability.

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VIII

Community Policing promotes the judicious use of technology,

but it also rests on the belief that nothing surpasses what

dedicated human beings, talking and working together,

can achieve. It invests trust in those who are on the front

lines together on the street, relying on their combined

judgment, wisdom, and expertise to fashion creative new

approaches to

contemporary community concerns.

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IX

Community Policing must be a fully integrated approach that

involves everyone in the department, with CPO’s as specialist in

bridging the gap between the police and the people they serve.

The Community Policing approach plays a crucial role internally,

within the police department, by providing information and

assistance about the community and its problems, and by

enlisting broad based community support for the

department’s overall objectives.

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X

Community Policing provides decentralized, personalized police

service to the community. It recognizes that the police cannot

impose order on the community from the outside. but that

people must be encouraged to think of the police as a resource

they can use in helping to solve contemporary community

concerns. It is not a tactic to be applied, then abandoned, but an

entirely new way of thinking about the police role in

society, a philosophy that also offers a coherent and

cohesive organizational plan that police departments can

modify to suit their specific needs.

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Community policing is a philosophy, management style, and organizational strategy that promotes pro-active problem solving andpolice-community partnerships to address the causes of crime and fear as well as other community issues…….California Dept. of Justice

COMMUNITY POLICING

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Community Policing

ConsultationAdaptationMobilization

A philosophy of police service delivery that rests on threeessential elements:

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Consultation Police Officers must

consult with citizens to determine the policing priorities.

Neighborhood meetings.

Surveys Telephone One on one!

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POLICE COMMUNITY SURVEY

1. Considering police protection and public safety, how safe would you feel walking alone in thisneighborhood at night? Would you feel very safe, reasonably safe, somewhat unsafe, or veryunsafe?

1) Very safe2) Reasonably safe3) Somewhat unsafe4) Very unsafe5) Don't know

2. Are there some parts of Denton where you would like to go at night and do not because youwould not feel safe? (DO NOT READ RESPONSES)

1) Yes, some parts (ASK #2a)2) No (GO to #3)3) Don't know "

2a. Which parts of the city are these?

3. In the past 12 months, have you had any direct contact with the police for any reasons such ascalling for assistance, reporting a crime, or being stopped by police? (IF YES, ASK:) Howmany total contacts did you have with the police?

1) Yes, one contact2) Yes, two contacts3) Yes, three contacts4) Yes, four or more contacts5) No, no contacts6) I don't remember

Comments:

4. During the past 12 months in Denton, did anyone steal or use any vehicles belonging to you orto members of your household without permission? Do not include vehicles borrowed by othermembers of the household. (DO NOT READ RESPONSES)

1) Yes, did steal or use (ASK #4a & 4b)2) No (GO TO #5)3) Don't know "

4a. How many times did this occur? (DO NOT READ RESPONSES)

1) One2) Two3) Three4) Four or more5) Don't know

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4b. Were all incidents reported to the Denton police? (IF NO, ASK:) How many were not reported? (DO NOT READ RESPONSES)

1) Yes (GO TO #5)2) No, one not reported (ASK #4c)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #5)

4c. What was the main reason for not notifying the police? (DO NOT READ RESPONSES - Checkthe response that comes closes to what respondent says.)

1) Didn't want to go to court2) Didn't think it was important enough3) Didn't think it would do any good4) Didn't want to get involved5) Didn't want to get anybody in trouble6) Afraid my insurance would go up or be cancelled7) Other (specify) 8) Don't know, don't remember

5. In the past 12 months, did anyone break in or was there strong evidence someone tried to breakinto your home or garage? (DO NOT READ RESPONSES)

1) Yes, broke in (ASK #5a & 5b)2) Yes, tried to break in "3) No, neither (GO TO #6)4) Don't know "

5a. How many times did this occur? (Break-ins or attempted break-ins) (DO NOT READRESPONSES)



1) Yes, all reported (GO TO #6)2) No, one not reported (ASK #5.c)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #6)

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5c. (IF ANY NOT REPORTED, ASK:) What was the main reason for not notifying the police?(DO NOT READ RESPONSES - Check the response that comes closest to what respondentsays.)


6. To rob means to take something from a person by force, fear, or by the threat of force. Didanyone rob or try to rob you or a member of your household in the past 12 months in Denton:(DO NOT READ RESPONSES)

1) Yes (ASK #6a & 6b)2) No (GO to #7)3) Don't know

6a. (IF YES, ASK:) How many times did this occur? (DO NOT READ RESPONSES)


6b. Were all incidents reported to the Denton police (IF NO, ASK:) How many were not reported?(DO NOT READ RESPONSES)

1) Yes, all reported (GO TO #7)2) No, one not reported (ASK #6c)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #7)

6c. (IF ANY NOT REPORTED, ASK:) What was the main reason for not notifying the police?(DO NOT READ RESPONSES - Check the response that comes closest to what respondentsays.)


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7. Considering serious physical attacks to include such things as beatings, knifings, shootings,rapings, and so forth, in the last 12 months were you or any members of your householdseriously attacked in Denton? (DO NOT READ RESPONSES)

1) Yes (GO TO #8)2) No, one not reported (ASK #7c)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #8)

7c. (IF ANY NOT REPORTED, ASK:) What was the main reason for not notifying the police? (DO NOT READ RESPONSES - Check the response that comes closest to what respondentsays.)


8. In the last 12 months, has anyone vandalized, that is intentionally damaged, your home, car orother property or that of members of your household in Denton? (DO NOT READRESPONSES)

1) Yes (ASK #8a & b)2) No (GO TO #9)3) Don't know "

8a. (IF YES, ASK:) How many times did this occur? (DO NOT READ RESPONSES)



1) Yes, all reported (GO TO #9)2) No, one not reported (ASK #8c)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #9)

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9. In the last 12 months, has anyone committed any other crimes against you or any member ofyour household in Denton, such as stealing a bicycle, or something from your car like hubcaps orpackages, or something from your yard, or given you a bad check? (DO NOT READRESPONSES)

1) Yes (ASK #9a-c)2) No (GO TO #10)3) Don't know "

9a. (IF YES, ASK:) What were these crimes?

9b.What was the total number of crimes committed? (DO NOT READ RESPONSES)

1) One2) Two3) Three4) Four5) Five6) Six7) Seven8) Eight9) Nine or more (specify:)

9c. Were all incidents reported to the Denton police? (IF NO, ASK:) How many were not reported? (DO NOT READ RESPONSES)

1) Yes, all reported (GO TO #10)2) No, one not reported (ASK #9d)3) No, two not reported "4) No, three not reported "5) No, four or more not reported "6) Don't know (GO TO #10)

9d. (IF ANY NOT REPORTED, ASK:) What was the main reason for not notifying the police? (DO NOT READ RESPONSES - Check the response that comes closest to what the respondentsays.)


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9x. Coder inserts total number of times household was victimized (that is the sum of reported andunreported incidents for all police questions, 4-9).

0) No crimes1) One crime2) Two crimes3) Three crimes4) Four crimes5) Five crimes6) Six crimes7) Seven crimes8) Eight crimes9) Nine or more crimes

9y. Coder inserts total number of unreported incidents. (Zero, if all are reported.)

0) No unreported crimes (all reported)1) One unreported crime2) Two unreported crimes3) Three unreported crimes4) Four unreported crimes5) Five unreported crimes6) Six unreported crimes7) Seven unreported crimes8) Eight unreported crimes9) Nine or more unreported crimes

10. Did you receive any traffic tickets for a moving violation in Denton during the past 12 months?(DO NOT READ RESPONSES)

1) Yes2) No3) Not a driver4) Don't know

10a. In your personal experience, would you say the enforcement of traffic laws against movingvehicles in the City is generally too strict, generally not strict enough, about what it should be, oris it inconsistent?

1) Generally too strict2) Generally not strict enough3) About right4) Inconsistent5) Don't know

11. In your personal experience over the past 12 months, do you think the Denton Police weregenerally fair in their handling of people? (DO NOT READ RESPONSES)

1) Yes2) No3) Don't know

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12. In your personal experience over the past 12 months, do you think the Denton Police weregenerally courteous in their dealings with people? (DO NOT READ RESPONSES)

1) Yes2) No3) Don't know

13. Do you think the amount of police patrolling in your neighborhood is too much, about right, or isnot enough?

1) Too much2) About right3) Not enough4) Don't know

14. On the whole, would you say the service provided to you and your household by the DentonPolice over the past 12 months was excellent, good, fair, or poor?

1) Excellent2) Good3) Fair4) Poor5) Don't know

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It is the purpose of the Denton Police Department to serve the citizens and visitors ofDenton. Periodically, we like to survey a select group of people to see how we are doing.

According to our records, you may have had the opportunity to come in contact with us. We would like you to complete the survey on the back of this letter and let us know whatyour impressions were. Please answer the questions and mail it in the enclosed envelope. No postage is necessary.

Favorable comments are welcome, but don't be afraid to let us know if you think we failedto provide you with the high degree of service you deserve.

Thank you for helping us serve you better.

Sincerely,

Michael W. JezChief of PoliceCity of Denton

wp

Enclosure

Police/Forms/PoliceCommSurvey.doc

Chief Mike Jez 39

POLICE SERVICE QUESTIONNAIRERace Sex Age Area________

CIRCLE YOUR ANSWER TO THE QUESTIONS

IF YOU WERE THE PERSON WHO CALLED THE POLICE, ANSWER THE FOLLOWING:

Did you contact the Police through 9-1-1? YES NOHow would you rate the operator's courtesy? SUPERIOR GOOD AVERAGE FAIR POOR

Did you contact the Police directly dialing the Police Department? (566-8181 .......... YES NOHow would you rate the operator's courtesy? SUPERIOR GOOD AVERAGE FAIR POOR

IF YOU HAD THE OCCASION TO OBSERVE OR COME INTO CONTACT WITH THE OFFICERS WHO CAME TO THE SCENE, ANSWER THE FOLLOWING:

Rate the officers on the amount of time it took them to arrive SUPERIOR GOOD AVERAGE FAIR POORRate the officers' courtesy SUPERIOR GOOD AVERAGE FAIR POORRate the officer's helpfulness SUPERIOR GOOD AVERAGE FAIR POORRate the officer's appearance SUPERIOR GOOD AVERAGE FAIR POOR

HOW WOULD YOU RATE THE DEPARTMENT ON THE SERVICE RENDERED ON THIS OCCASION? SUPERIOR GOOD AVERAGE FAIR POOR

Have you had prior occasions to request service from the Denton Police Department? YES NOHave you ever been a victim of crime in Denton and did not file a report with thePolice Department? YES NO

What do you feel the Police Department should be concerned with in the What are your concerns over safety and security within yourCity of Denton? (#1 should be the most important) neighborhood?

1. 1. 2. 2. 3. 3.

If you would allow a Police supervisor to contact you for further information, please complete the following:

Name: Telephone Number:

OVERALL, HOW WOULD YOU RATE THE DENTON POLICE DEPARTMENT?........... SUPERIOR GOOD AVERAGE FAIR POOR

Please write any comments or suggestions in the remaining space: (Use another piece of paper if needed.)_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

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Sample Questionnaire to DetermineCommunity Policing Effectiveness

Name Phone Beat Area #

Address Age Gender Race

Is this a residence or business address?

Number of years you have been in the neighborhood Date

1. Are you aware of the community policing effort in this neighborhood?2. How did you become aware of it?3. Do you know what the community officer is required to do by the police department?4. What do you, as a citizen, expect of the community policing officer in your neighborhood?5. Are you satisfied personally with community policing officer in your neighborhood?6. Have you personally seen or spoken to the community policing officer?7. How often?8. What is his/her name? (What does he/she look like?)9. Is the crime problem more or less serious in your neighborhood as compared to other

neighborhoods in the city? What types of crimes are you most concerned about?10. Has the community policing effort lowered the crime rate in your neighborhood?11. Do you know of crime in the neighborhood that has gone unreported? How much?12. Has the community officer encouraged citizens to report crime and become involved in crime

prevention programs?13. Have you been the victim of a crime in the past three years?

If yes, did you report it? If you did not report it, why not?14. Have you talked with neighbors about community policing?15. What is their opinion of it?16. Are you aware of any neighborhood projects that your community policing officer is involved in,

in cooperation with neighborhood residents?17. Do you have suggestions as to how the community policing effort can be improved?18. Has the community policing effort increased the safety of women, the elderly, and young people?19. How can the protection for women, the elderly, and children be improved?20. Do you feel safer because of the community policing effort?21. On the items below, state who is more effective, motorized patrol officers or community policing

officers (use MP or CP).

a. preventing crime _________b. encouraging citizen to help

protect themselves _________c. responding to complaints _________

d. investigating the circumstancesof crime ___________

e. working with juveniles ___________f. following up on complaints ___________

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Interactive Patrol SystemCitizen Survey

Name: Bus. Contact: Y / N

Address: Contacted___________________ Phone #

Contact Location:______________________________________________ Date/Time:

Speeders Y / N Narcotics/Alcohol Y / N Street Lights Out Y / N Zoning Concerns Y / NTraffic Problems Y / N Gang Problems Y / N Solid Waste Y / N Other Concerns Y / NNoise Disturbance Y / N Road Maintenance Y / N Animal Control Y / NJuvenile Problems Y / N Parking Y / N Parks Y / N

Brief description of problem areas/concerns:

Are you currently involved in a neighborhood group? Y / N If so, what group?

If not, would you be interested in participating in a neighborhood community group? Y / N

How long have you lived in this neighborhood? ________________________

If you have an alarm on your business/residence, do you have a permit? Y / N

Use the listed scale to rate the following questions:0 = Don't Know 1 = Very Unsafe 2 = Somewhat Safe 3 = Reasonably Safe 4 = Very Safe

How safe would you feel walking alone in your neighborhood in general? ____ After dark? ____ During the day? ____

How safe would you feel walking alone in a business area in general? ____ After dark? ____ During the day? ____

During the past three months, were you or a member of your household the victim of any crime? Y / N

If yes, did you report the crime(s) to the police? Y / N

Have you had any contact with the police department in the last twelve months? Y / NIf yes, how would you rate the police contact? Excellent ____ Good ____ Fair ____ Poor ____

Have you had any contact with any other city department in the last twelve months? Y / NWhich department? _______________________________________If yes, how would you rate the city service contact? Excellent ____ Good ____ Fair ____ Poor ____

What are the police doing in your neighborhood that you would like to see continued?

What would you like to see the police doing in your neighborhood that they are not currently doing?

Follow UpAction taken to address identified concerns:

Will you re-contact the subject after your follow-up? Y / N

District / Grid ______ / ______ Officer:_______________________________ ID#_______

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Adaptation Police agencies and

personnel must be willing to change in order to address priorities identified in the Consultation process.

Challenge the traditional!

New Methods!

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DENTON POLICE DEPARTMENTCOMMUNITY ORIENTED POLICING

GOAL STATEMENTSUPERVISOR: DATE:

PATROL AREA: DISTRICT/GRID:

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PROGRAM OBJECTIVES WORKSHEETSUPERVISOR: DATE:


GOAL:

OBJECTIVE:

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ACTION PLANSUPERVISOR: DATE:


GOAL:

OBJECTIVE:

ACTIVITY & DESCRIPTION:

MANPOWER INVOLVED:

EQUIPMENT NEEDED:

OTHER UNITS AFFECTED:

COSTS:

ANTICIPATED RESULTS:

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Date: Dist./Grid Neighborhood No.Field Operations DivisionProblem Management Plan Name of Officer Completing Form:

HOW WAS THIS PROBLEM IDENTIFIED?

_____________________________________________________________________________________________

_____________________________________________________________________________________________

_____________________________________________________________________________________________

PROBLEM ANALYZATION:

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

RECOMMENDED RESPONSE

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

(ATTACH SUPPLEMENTAL INFORMATION AS NEEDED)

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RESOURCES FOR PROGRAM/STRATEGY IMPLEMENTATION

DATE: TIME: LOCATION:

Personnel:

1. _______________________________

2. _______________________________

3. _______________________________

4. _______________________________

Equipment

1. _______________________________

2. _______________________________

3. _______________________________

4. _______________________________

5. _______________________________

6. _______________________________

7. _______________________________

8. _______________________________

5. _______________________________

6. _______________________________

7. _______________________________

8. _______________________________

Plan Progress / Assessment:

Reviewed By:I.D.# Date:

Approved By:I.D.# Date:

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MISSION STATEMENT

The mission of the Denton Police Department is to positively impact the quality of life throughout the community. To achieve these ends, the Department is committed to forming practical partnerships with the citizenry, which includes a mutual goal setting process aimed at resolving problems, reducing fear, preserving the peace, and enforcing the law; thereby providing a safer environment for all citizens

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MISSION STATEMENT

Positively impact the quality of life. Form practical partnerships with

citizens. A mutual goal setting process aimed

at resolving problems. Reduce fear. Preserve the peace. Enforce the law.

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Mobilization We must identify all

the stakeholders and resources and bring them to the table.

Look both internally and externally!

The police serve as a catalyst to drive them to action!

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Community Policing

A New Role for All

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Beat Officer’s Role

Develop meaningful information exchanges within the department and with neighborhood residents.

Develop the officers ability to acquire information which would help him formulate a set of reliable neighborhood needs and expectations.(action plans)

Incorporate accessing a variety of different types of internal and external data sources.(We must go beyond the officer’s own “experiences” and actually teach them the problem solving process)

Develop and implement both short range and long term intervention strategies.

Evaluate intervention strategies.

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Sergeant’s Role

Discuss with officers identified service demands. Assess, adjust, devise alternate, and implement plans as

developed. Coordinate plans in multiple neighborhoods. Provide feedback to officers. Convey feedback to neighborhood groups. Ensure efficient utilization of resources. Procure necessary resources. Identify training needs to further enhance officer’s COP

skills. Be a facilitator, motivator and coach to personnel! Keep Lt.s informed

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Lieutenant’s Role Coordinate recommendations received from all Sgts. Convey to Captain all activities within command area, districts, and

neighborhoods. Coordinate a multitude of potentially different and similar requests.

(Different from Sgt in that Lt. must also coordinate across shifts). Must verify information collected, accuracy of analysis, availability

of resources and compatibility of the recommendations.(Practicality)

Must assume a delicate role in coordinating the needs of numerous independent entities, all of whom have legitimate concerns.

Organize demands, manage implementation and assess effectiveness by conducting field inspections.

Be a facilitator, motivator and coach to personnel.

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Captain’s Role

Ultimate responsibility is to approve or disapprove all plans.

Compare the Officer’s, Sgt’s, and Lt’s performance .within the criteria developed for the activities, strategies or programs administered.

Reviews the progress of all plans so a determination of the results can be made.

Coordinate the distribution of resources across command areas.

Procures resources Be a facilitator, motivator, and coach to personnel! Reports progress and results to superior officers.

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•Is it the right thing for the Community ?•Is it the right thing for DPD ?•Is it ethical and legal ?•Is it something you are willing to be held accountable for ?•Is it consistent with the Department’s values and policies ?

….. If the answer is YES to all these questions don’t ask permissionJUST DO IT

EMPOWERMENTask yourself...

Chief Mike Jez 57

Denton Police DepartmentAnnual Performance Evaluation

Police Officer

________________________ Employee Name

________________________ Badge Number

______________________ Evaluation Due Date

________________________ Date of Employment

________________________ Date of Last Evaluation

________________________ Supervisor/Evaluator

INSTRUCTIONS

Using the number scale below, compare the performance of the employee being rated against the performance criteria listed for eachfactor. Select the number which best indicates your perception of that individual’s performance on each of the criterion and enter it inthe box provided. Then enter a number indicating a composite, or overall evaluation for the factor. Your complete evaluation shouldnot necessarily reflect an average of the criteria rating since some criterion are more important than others. Examples of pastperformance must be cited.

EVALUATION SCALE

O E M B U

9 8 7 6 5 4 3 2 1

(O) Outstanding - Exemplary performance far exceeding performance criteria. (E) Exceeds Expectation - Performance which exceeds the level supervisor normally expects. (M) Meets Expectation - Generally meets supervisor’s expectation on performance criteria. (B) Below Expectation - Erratic performance on criteria, falling short of that normally expected…

requires remedial attention.(U) Unsatisfactory - Unacceptable performance which must receive immediate attention. (NA) Not Applicable - Evaluation of the factor or criterion is inappropriate for the employee being rated.

FACTOR A: SUPPORT OF UNTI’S OBJECTIVES: PLANNING/TEAMWORKPerformance Criteria:

Works with supervisor and other officers in planning and building an effective community oriented policing strategy.Officer’s objectives, talents and efforts are directed toward the needs of the department and accomplishment of the unit’s goals.Improved methods are suggested and readily tried to improve effectiveness and solve traffic, crime, and/or community problems.Accepts and supports new philosophies related to the department’s mission statement.New and additional assignments are readily accepted and performed.Composite Evaluation for Factor.

Cite examples of past performance to support your evaluation.________________________________________________________

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Chief Mike Jez 58

FACTOR E: ENFORCEMENT OF TRAFFIC REGULATIONSPerformance Criteria:

Traffic tickets are issued.

Actions taken are appropriate to the offense.

Citations are rarely returned for correction.

Traffic is controlled as required.

Composite Evaluation for Factor.


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FACTOR F: ENFORCEMENT UNDER STRESSFUL, EMERGENCY OR UNUSUAL CONDITIONSPerformance Criteria:

No serious deviations from expected performance are demonstrated under unusual circumstances.

Demonstrates ability to take command of emergency situations.

Composure is maintained under stress.

No major errors identified by supervisor in post-operation reviews.



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FACTOR G: RELATIONS WITH CITIZENS AND THE COMMUNITYPerformance Criteria:

Courtesy is demonstrated in all citizen contacts.

Identifies and appropriately addresses community concerns and problems.

Observes, reports, and takes appropriate steps to correct environmental concerns that may exist in assigned district.

Remains pro-active toward solving neighborhood concerns.

Participates in community meetings and interacts with community groups to accomplish goals and objectives of assigned area/beat.

Anger and verbal abuse from citizens does not adversely affect performance.



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Chief Mike Jez 59

AREA COMMANDER BEAT INSPECTION

IPS Area: 103 – 685, 690, 695

Inspection Type: Physical Appearance

Inspection Date: 03-28-97

Officer: David Bernal

This beat is 90% residential (houses and apartments) with businesses along Eagle Dr. andthe I-35 service road, as well as the Carriage Square Shopping Center.

Rental property makes up the majority of the residences of this district, and therefore thecare and maintenance of properties is not the same as in neighborhoods where the housesare resident/owner. With that in mind, the beat is in pretty good shape overall.

There are still small “pockets” of houses in the older areas of the beat that have existingconditions which constitute code violations of the nuisance variety, i.e. high weeds, oldcars, piles of trash. These types of code violations are quality of life issues for theresidents living around the blighted areas.

A few of the problems cited in the last inspection appear to have been taken care of byOfc. Bernal and/or City Code Enforcement. However, the below cited violations existedduring the 2nd quarter inspection report of 07-08-96.

Both sides of Cleveland St. between Eagle and Collins have many houses where there areviolations of the nuisance code Sec. 20-3 (old cars, trash, etc.) Mainly junk cars.

1219 Ave. A – old car (Saab) on front lawn behind the hedges.

1317 Norman – have cars in disrepair and not of current registration or inspection on theproperty in violation of the nuisance code.

900 Lindsey – junk cars, although an attempt has been made to cover one of them.

And, found during this inspection:

1307 Neff – cars in the backyard.

1310 Neff – 2 cars and a pickup truck.

Chief Mike Jez 60

There is no documentation in Ofc. Bernal’s A.C. file showing that he worked on the above citedviolations in his district.

As Code Enforcement is generally backed-logged it might take some time to get these violations,but Ofc. Bernal should keep submitting the RFAs each quarter until the problems are abated.

An alternate approach might be to personally contact the residents at those addresses and explainthe code violation to them and how to go about remedying the problem. Or, possibly anarrangement with a local wrecking yard to remove the vehicles at no cost to the owner wouldhelp in some cases.

Inspected by: Lt. Woods

Chief Mike Jez 61

One Last Thing!!!

Other Duties as Assigned!

Chief Mike Jez 62

Seven Step Plan for Problem Solving

1..........................identify problem

2. Set goals and objectives

3. Evaluate and review data and information

4. Develop and evaluate all possible alternatives

Select the best plan.....5

Implement the plan..6

Evaluate.7

Chief Mike Jez 63

Problem Solving Process

Scanning- Officers are expected to look for possible problems as part of their daily routine.

Analysis- Officers then collect information about the problem. Officers should examine offenders, victims, the social and physical environment, and previous responses to the problem. The goal is to understand the scope, nature, and causes of the problem.

Response- The knowledge gained in the analysis stage is then used to develop and implement solutions. Officers seek the assistance of other police units, other public and private organizations, and anyone else who can help.

Assessment- Finally, officers evaluate the effectiveness of their responses. They may use the results to revise a response, collect more data, or even redefine the problem.

Chief Mike Jez 64

Community Policing Checklist

This checklist, adapted from community-oriented policing workshop material developed by Gayle Fisher-Stewart, is designed to help your organization or department assess how well it is positioned to implementcommunity-oriented policing strategies. Answer each question by marking the appropriate box. In thespace that follows, include any notes that are relevant. (E.g., community policing is currently a specialtyunit in a target neighborhood; plans are in place to incorporate it department-wide in three years.)

The police department

1. Is community policing a department-wide commitment rather than a specialty unit? Yes

No

2. Is the department’s commitment to community policing reflected in its missionstatement?

Yes

No

3. Is the department’s commitment to community policing reflected in its recruitmentand selection guidelines?

Yes

No

4. Is the department’s commitment to community policing reflected in its promotionguidelines?

Yes

No

5. Has the department implemented a comprehensive strategy to educate police,citizens, civic officials, community agencies, and the media about the benefits,trade-offs, and risks of community policing before, during, and afterimplementation?

Yes

No

6. Has the department developed a strategy for soliciting and analyzing formal andinformal feedback from the community, such as surveys, a citizen advisory council,etc.?

Yes

No

7. Is everyone in the department (including civilians) receiving special training incommunity policing?

Yes

No

8. Does the training entail not only initial orientation to the community policingphilosophy but also adequate follow-up training to help build skills?

Yes

No

9. Do performance evaluations and rewards reflect both a quantitative and qualitativeassessment?

Yes

No

Top command

10. Does top command clearly communicate the differences between communitypolicing and traditional strategies?

Yes

No

11. Has top command structured and implemented a plan to educate and involve police,citizens, civic officials, community agencies, and the media?

Yes

No

12. Has top command communicated to everyone within the department what isexpected of them?

Yes

No

13. Has top command addressed the need to revise hiring and promotional criteria aswell as training to reflect the department-wide commitment to community policing?

Yes

No

Chief Mike Jez 65

14. Has top command developed and implemented a deployment plan that allowsofficers sufficient time and opportunity to embrace the community policingphilosophy?

Yes

No

15. Has top command developed and implemented a plan to empower front-lineemployees, including clerks, dispatchers, and line officers?

Yes

No

16. Will top command foster creativity and innovation? Yes

No

17. Is top command implementing community policing as a total philosophical andorganizational commitment, and not as a set of tactics to be applied to specificproblems?

Yes

No

18. Does top command communicate that community policing focuses on both short-and long-term results?

Yes

No

19. Does top command explain to others that problem solving requires focusing onarrests as only one tool in achieving results?

Yes

No

20. Has top command structured and implemented a training program to provide lineofficers and their supervisors with information on how to optimize communitypolicing?

Yes

No

21. Has top command structured and implemented a plan to reduce internal friction,particularly between community officers and motor patrol officers?

Yes

No

22. Has top command developed and implemented a system so that supervisors and lineofficers document their efforts?

Yes

No

23. Does top command have a strategy to handle rotation of officers and use of officersas fill-ins that does not rely unduly on interrupting community officers’ continuityof service?

Yes

No

24. Does top command make periodic visits to the field to encourage line officers andto monitor performance?

Yes

No

25. Does top command encourage a two-way flow of information within thedepartment?

Yes

No

26. Has top command developed and implemented a system to measure communitypolicing’s impact on crime, fear of crime, and disorder?

Yes

No

27. Has top command communicated its willingness to tolerate well-intentionedmistakes and give officers the freedom to “fail”?

Yes

No

28. Has top command developed and implemented a plan to assist officers in efforts tonetwork with public and private agencies within the community?

Yes

No

29. Has top command developed and implemented a plan to facilitate teamwork andcross-fertilization between community officers and sworn and nonsworn personnelin other divisions?

Yes

No

30. Has top command structured a means of promoting and monitoring coordinationamong community policing efforts and the activities of other divisions and units,such as vice, narcotics, motor patrol, etc.?

Yes

No

Chief Mike Jez 66

31. Has top command determined and provided the resources required to implementcommunity policing?

Yes

No

Front-line supervisors

32. Have supervisors been involved in the planning process? Yes

No

33. Have supervisors received training in community policing? Yes

No

34. Have supervisors been included as part of a community policing team effort? Yes

No

35. Do supervisors make both announced and unannounced visits to the beats toprovide assistance and monitor performance?

Yes

No

36. Have supervisors taken steps to reduce red tape? Yes

No

37. Have supervisors communicated encouragement for innovation and a tolerance forwell-intentioned mistakes?

Yes

No

38. Have supervisors addressed how to reduce friction between community officers andmotor patrol officers and special units?

Yes

No

39. Have supervisors communicated to motor patrol officers how they can express thecommunity policing philosophy through their jobs?

Yes

No

40. Have supervisors found ways to express creativity and problem solving? Yes

No

Line officers

41. Does the community policing plan include clearly defined beat areas? Yes

No

42. Has the community had input into determining boundaries of beat areas? Yes

No

43. Is the size of the beat appropriate, as reflected in analysis of the area’s geographicsize, population, and number of crimes and calls for service?

Yes

No

44. Has an officer been permanently assigned to the beat (for at least eighteen months)? Yes

No

45. Are officers freed from the patrol car to allow for daily, face-to-face contact withthe public?

Yes

No

46. Have line officers been delegated sufficient authority to initiate innovations with aminimum of red tape?

Yes

No

47. Are community officers full-service officers who make arrests? Yes

No

48. Are community officers provided with enough time to do more than answer calls forservice?

Yes

No

49. Are community officers allowed the continuity required to develop rapport andtrust?

Yes

No

50. Have community officers been instructed to try to introduce themselves to everyonewithin the beat?

Yes

No

Chief Mike Jez 67

51. Are community officers given the time, opportunity, and instruction to applyproblem-solving techniques to address community problems, including crime, fearof crime, drugs, and community disorder?

Yes

No

52. Are community officers selected for superiority in communications skills, as well asfor their empathy and sensitivity to ethnic, racial, sexual, religious, and culturaldifferences?

Yes

No

53. Are community officers evaluated on parameters that reflect qualitative as well asquantitative measures appropriate for assessing community policing?

Yes

No

54. Do community officers have input into their performance evaluations? Yes

No

55. Are community officers used unduly to fill in for shortages elsewhere in thedepartment?

Yes

No

56. Do community officers complain of being bogged down in red tape? Yes

No

57. Do departmental policies allow line officers, including community officers, to talkwith media about their initiatives and activities?

Yes

No

58. Do officers have backing from their supervisors for making well-intentionedmistakes?

Yes

No

59. Is duty as a community officer meted out as punishment? Yes

No

60. Does duty as a community officer enhance promotability? Yes

No

61. Do community officers have authority to initiate projects on their own? Yes

No

62. Do community officers have the support of each of the following groups: topcommand, middle management, motor patrol and other units, sworn and nonswornpersonnel, the police union or association, local politicians, and the community?

Yes

No

63. Have community officers actively enlisted the support, participation, or cooperationof the media, citizens, community leaders and groups, other government agenciesand officials, nonprofit agencies (such as the Salvation Army, Boy Scouts, etc.), theprivate sector, or private security companies?

Yes

No

Problem solving and quality of life

64. Do community officers initiate proactive short- and long-term efforts to reducecrime, drugs, fear of crime, and social and physical disorder, includingneighborhood decay?

Yes

No

65. Do officers tailor their response to local priorities, needs, and resources of thecommunity?

Yes

No

66. Are “average” citizens allowed input into the process of setting priorities? Yes

No

67. Do community officers take into account the capacity of the courts and correctionsagencies in developing strategies to reduce problems such as street-level drugdealing?

Yes

No

Chief Mike Jez 68

68. Do community officers balance the efforts of the narcotics unit to target the supplyof drugs with initiatives aimed at reducing demand?

Yes

No

69. Do community officers work with landlords on efforts to screen tenants as a meansof eliminating dope houses?

Yes

No

70. Do community officers work with code enforcement to close dope houses? Yes

No

71. Do community officers work with drug education or treatment specialists? Yes

No

72. Do community officers target “at-risk” populations for special attention? Yes

No

73. Do community officers help develop positive activities for youth as an alternative tomisbehavior?

Yes

No

74. Do community officers interact with youth in ways designed to promote self-esteem?

Yes

No

75. Do community officers support families in efforts to encourage youth to live withinthe law?

Yes

No

76. Do community officers take petty crime seriously? Yes

No

77. Do community officers promote informal conflict resolution among residents? Yes

No

78. Do community officers address the needs and problems of special groups, includingwomen, the elderly, substance abusers, the homeless, youth gangs, etc.?

Yes

No

79. Do community officers work with the community on prioritizing and addressingproblems of social disorder, such as panhandling, gambling, prostitution, etc.?

Yes

No

80. Do community officers work with the community on prioritizing and addressingproblems with physical disorder and neighborhood decay, such as graffiti,abandoned cars and buildings, potholes, trash in yards, uncollected garbage, etc.?

Yes

No

81. Do community officers work with code enforcement and landlords to upgradeproperties while maintaining affordable rents?

Yes

No

82. Do community officers delegate to fellow officers, social service providers, citizenvolunteers, etc., as appropriate?

Yes

No

Ethical and legal concerns

83. Are community officers trained in and evaluated on building rapport with membersof the community in ways that promote mutual respect?

Yes

No

84. Has the department taken specific steps to stress respect for individual civil rights? Yes

No

85. Are there safeguards in place to ensure that sworn personnel do not harass or abusecitizens?

Yes

No

86. Have steps been taken to ensure that civilian personnel express the communitypolicing philosophy through courteous interactions with citizens?

Yes

No

Chief Mike Jez 69

87. Do community officers take steps to restrain vigilantism within their beats? Yes

No

88. Do community officers know and follow the legal and ethical constraints on theirbehavior?

Yes

No

89. Does training and supervision reinforce the importance of ensuring that communityofficers do not initiate efforts that favor one group over another?

Yes

No

90. Do all officers express respect for racial, ethnic, religious, cultural, and sexualdifferences?

Yes

No

91. Are measures taken to ensure that community officers do not function as the “goodcops” while other sworn and nonsworn personnel conduct “business as usual”?

Yes

No

92. Are community officers free from political pressure? Yes

No

93. Are measures taken to avoid corruption and the perception of corruption amongcommunity officers?

Yes

No

Review your responses to the above questions. In which of the five areas identified do the strengths ofyour program lie? Where are your weaknesses? How might you address these weaknesses?

community policing

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