chief mike jez1 community policing. chief mike jez2 the evolution of policing strategy l the...
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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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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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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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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) One2) Two3) Three4) Four or more5) Don't know
5b. 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 #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.)
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
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)
1) One2) Two3) Three4) Four or more5) Don't know
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.)
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
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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.)
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
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) One2) Two3) Three4) Four or more5) Don't know
8b. 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 #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.)
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
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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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DENTON POLICE DEPARTMENTCOMMUNITY ORIENTED POLICING
PROGRAM OBJECTIVES WORKSHEETSUPERVISOR: DATE:
PATROL AREA: DISTRICT/GRID:
GOAL:
OBJECTIVE:
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DENTON POLICE DEPARTMENTCOMMUNITY ORIENTED POLICING
ACTION PLANSUPERVISOR: DATE:
PATROL AREA: DISTRICT/GRID:
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)
Chief Mike Jez 47
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:
Chief Mike Jez 48
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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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.
Chief Mike Jez 56
•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.
Cite examples of past performance to support your evaluation.________________________________________________________
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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.
Composite Evaluation for Factor.
Cite examples of past performance to support your evaluation.________________________________________________________
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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.
Composite Evaluation for Factor.
Cite examples of past performance to support your evaluation.________________________________________________________
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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 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?
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