mpd culture final nov23 _2

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City of Maricopa, Ar izona

Police Department Cultural Audit

Report of Findings and Next Steps

November 23, 2010

Presented by:

Elizabeth Harwood, Ph.D.

BL Management Consulting LLC

1731 E. Samuel Drive

Phoenix, AZ 85024


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Index

I. Purpo se of cultural assessmen t pages 3 - 4

II. The Role and Attributes of Organizational Culture pages 5 - 11 Introduction to Culture

Cultural Emergence

Occupational Culture

Deciphering Culture

III. Data Collection and Method ology pages 11 - 13

Data collection method Focus Group Process

IV. Categories and Themes pages 14 - 15

V. Focus Group Sum mar y page 16 - 17

VI. Actions and Next Steps page 17 - 18

Appendix pages 19 - 30

E-mail communications to PD staff

Background information on PD foundation

Hand-outs distributed at focus groups

Maricopa PD organization chart

E-mail communication launch Action Teams

References


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I. Maricopa Police Department Culture AssessmentProject Scope approved Ju ne 28, 2010Purpose: A culture assessment is being conducted to determine the values and beliefsthat currently drive behavior within the Maricopa Police Department in order to identify

areas of strength to capitalize on as well as opportunities or barriers to achieve itsdesired future.

Assessments of culture are launched to identify aspects of the environment that affect itsability to achieve results through people. The specific question being addressed in thisassessment is the following: Does the environment of the Maricopa PD demonstrate thevalues and behaviors conducive to accomplishing its vision and mission?

Sponsorship: The assessment is being sponsored by the Maricopa City Manager KevinEvans. An initial e-mail communication will be sent from the City Manager to all PDemployees introducing the project, approach and its intent. Additionally, the project willbe reviewed with the City Council July 1, 2010.

Out of project scope: The project is not designed, nor does it seek to, address issuesrelated to individual performance, performance management, discipline, compensation,or contractual relationships. It is not designed to solicit or evoke particular responsesand it will not promote or endorse any points of view.

In scope: The project seeks to understand the environment, perceptions, collectiveexperiences and assumptions about work within the Police Department related to itsfuture success.

Assessment facilitator: Dr. Elizabeth Ely Harwood will facilitate the assessment.

Dr. Harwood holds a Ph.D. in Organizational Development and has expertise andextensive experience in conducting similar assessments at the federal, state and locallevel as well as within private industry. She is an independent consultant based inPhoenix with no ties to the City outside of this project.

Methodology: Culture is a social phenomenon best understood through theinterpretations of groups of staff and leaders who currently work in the environment.The proven methodology that will be employed is a combination of focus groups,interviews, and review of existing organizational data.

The Police Department population, in groups of 7-8, will be asked a series of questions

about the way we do things here in two-hour focus group sessions. Given that therewas a desire and request for this type of review by the employees, it is believed that therewill be interest and enthusiasm in participation. Participants will be required to attendand will be compensated for their attendance through regular pay and overtime;scheduling will be impacted by and sensitive to work schedules; the goal will be tominimize meetings outside of the regular work schedule. Should participants be unableto attend their scheduled session for reasons of vacation, illness, etc Dr. Harwood will


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conduct interviews with these individuals one-on-one to ensure all staff members havethe opportunity to participate.

The information sought from the groups is focused solely on understanding the impactof current behaviors and assumptions on the future. Issues that surface outside of this

scope will be documented on a parking lot flip chart and attended too in a differentvenue. Three categories of questions will be asked to ascertain the cultural data: visibleaspects of the organizations, espoused and real values, and core beliefs.

Results: Through data collection methodologies outlined above, a summary report willbe created for the City Manager that provides an analysis, interpretation andrecommendations based on the question above: Does the environment of the MaricopaPD demonstrate the values and behaviors conducive to accomplishing its vision andmission?

Use of findings: The assessment output will be used as a tool for leaders to planspecific actions to build on and emphasize within the current environment, and targetopportunities for change. A meeting with the City Manager and selected leaders andstaff will be held in order to review findings and devise an action plan, priorities andtime-lines. The assessment results and planned actions will be shared at a high levelwith the entire organization and its themes will serve as the foundation forcommunication and change related projects and actions in the long term.

Confidentiality: Comments made during focus groups will be documented on a flipchart during the session without any attribution. The goal is to understand collectiveexperiences; therefore, the themes across focus groups are being sought. Dr. Harwoodwill not share the contents of any specific comments or discussions outside of the focusgroups. The only information that will be shared is the overall themes as contained in

the summary report. There may be quotes or stories utilized, anonymously, to reinforcepoints related to the themes.


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II. The Ro le and Attributes of Organizational CultureA.Introduction to CultureOrganizational culture is a collectively internalized deeply embedded set of beliefs,expectations and assumptions that impact every aspect of an organization including itsstrategy, management processes, decision-making and ultimately its effectiveness,

impact and success.

Culture is not an entity or part of an organization; rather an organization is a culture.It is an organizations code, way of operating and beliefs that form over time which serveas the collective guide for what to do and how to do it. It is a positive force that providesmeaning and identity which is shared and taken for granted. It is considered the gluethat holds the organization together.Cu l t u r e i s b r o a d a n d s t a b l e , i t :

sets the style and pace for the organization establishes communication patterns defines an organizations approach to management is the organizing framework for planned change and development sets expectations and priorities, and drives performance sets the context for human resources strategy and practices sets the pattern for internal relationships will make or break a major organizational change is the most significant contributor to an organizations performance and success

Cu l t ure i s learn ed

It is taught and reinforced in a multitude of ways everyday through behaviors, decisionsand actions and is transmitted through orientation processes to new employees.Employees who have been with an organization even a short time can tell you how

things really work there and if they stay with the organization they become carriersof the culture and transmit and reinforce it to others without conscious awareness.

Cu l t ure i s deep

Culture matters because it is a powerful and latent set of forces that determine and driveindividual and collective behavior. Its driver - its essence - is the learned, shared, tacit(understood or implied without being stated openly) assumptions on which people basetheir daily lives. Employees just know it as the way we do things around here and theycount on it.

A formal definition of culture is: A pattern of shared basic assumptions that was

learned by a group as it solved its problems of external adaptation and internalintegration that has worked well enough to be considered valid and therefore to betaught to new members as the correct way to perceive, think and feel in relation to thoseproblems. Schein (2004, p17).

The definition addresses the key issues of external and internal survival and the balanceof stability and growth.


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Cu l t ure i s abou t . ..

External survival issues - (Do we know where we are going?)Mission Vision and strategic direction Mission, goals, objectives

Adaptability Customer/stakeholder focus Ability to create change and learn

Internal survival issues - (Are people aligned and engaged?)Consistency Coordination and integration of systems, structures, and processes Alignment of systems and processes with core valuesInvolvement Authority and levels of empowerment Teaming and relationship issues - ways of relating Development and allocation of recognition/rewards

Stability and Flexibility issues - (Are we both predicable and flexible?)The balance of stability and flexibility is a delicate one, faced by all complexorganizations. They must be solid and predictable enough to weather changes but agileenough to change to survive.

(Denison Model, 2005)


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B. Cultural EmergenceThe process of forming or creating a culture is one of striving toward patterning andintegration as highlighted in the previous section. In this section two salient pointsrelated to cultural formation will be introduced: The role of the founder(s) and potentialcultural patterns that may emerge when combining organizations.

H o w c u lt u r e i s e m b e d d e d

Culture is not created from scratch. The culture which exists in an organizationoriginates primarily as a result of three factors: a) the values and beliefs of thefounder(s), b) the process of learning in groups as the organization changes and adaptsand c) new leaders and new members.

In formal organizations a founder(s) will have certain personal visions, goals, beliefs,values and assumptions about how things should be. They will initially impose these onthe group and select members on the basis of their similarity of thoughts and values.

The imposition of the values and goals does not automatically produce culture; rather itproduces compliance in the followers to do what the leader asks of them. Only if theresulting behavior leads to success - in the sense that the group accomplishes its tasksand the members feel good about their relationships to each other - will the foundersbeliefs and values be confirmed and reinforced, and most importantly, come to berecognized and shared.

Founder/leaders internal embedding mechanisms or actions are listed below. Whatmatters the most with any of the actions is the behaviors associated with them, the keyis what is done not what is said. If words and deeds match, internal stability and identitybegin to emerge. If there are inconsistencies it is extremely difficult to stabilize andcreate predictability, the consequence can be chaos, lack of trust, frustration and

personnel departure from the organization.

Leaders primary embedding mechanisms: What they pay attention to, measure and control regularly

How leaders react to critical incidents and organizational crises

Observed criteria by which leaders allocate scare resources

Deliberate role modeling, teaching and coaching

Observed criteria by which leaders allocate rewards and status

Observed criteria by which leaders recruit, select, promote, retire and excommunicateorganizational members

Leaders secondary reinforcement mechanisms: Organization design and structure

Organizational systems and procedures

Organizational rites and rituals

Design of physical space, facades, buildings

Formal statements of organization philosophy, values, and creed


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Culture and leadership are two sides of the same coin, in that leaders first createcultures when they create groups and organization. Once cultures exist they determinethe criteria for leadership which determines who will or wont be a leader.

Because of the unique position of leaders it is essential they keep a pulse on cultural

elements and actively manage cultural issues when necessary. The bottom line forleaders is that if they are not aware of the cultures in which they are embedded orsurrounded those cultures will manage them.

P o t e n t i a l c u l t u r a l p a t t e r n s

Particularly relevant here is the emergence of culture in a new organization created bymerging systems, practices and personnel from like kind organizations. Extractingprimary and secondary embedding mechanisms to the new organization quite quicklyand visibly creates one of three patterns listed below.

The patterns may or may not be successful depending on the organizational situationand context. They are identified as a resource to explain potential outcomes and may beuseful in planning for interventions based on their appropriateness:Separate cultures - the cultures stay separate and processes and systems arent

aligned.

Dominant culture - one of the cultures dominates the others and their processes andsystems are adopted into the new organization. Some generic procedures or policiesmay remain and some approaches from less dominate organizations may be utilized aswell, but overall the dominant culture approach is adopted.

Combined or blended cultures - In this situation, founders or leaders, for practicalreasons, typically seek to take the best of the cultures being brought together andextract proven practices with the desire of fitting the puzzle pieces together to create astrong new organization.

In theory blending produces the new way, however evidence suggests that in practicewhat often happens is that values and systems are superimposed on the organizationand communicated as the new way. Producing a truly integrated culture requirescareful complex planning and due diligence, high levels of involvement, openness andshared understanding and meaning by those participating.

C.Occupational CulturesGiven the assessment was conducted within a law enforcement organization; it is

significant to incorporate an understanding of occupationally specific norms andattitudes.

To be clear, this assessment deals with the internal alignment of the organization and itsculture, the assessment was not designed to study or audit aspects of law enforcementwithin the department or the City. However, it is germane to understand the type andstyle of police organizations to analyze the expectations and assumptions associatedwith such organizations and the type of people attracted to policing work.


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Police culture shares a number of attitudes, values, and beliefs that separate them fromother occupations.

Cop culture works in large part because cops start out with a common residue ofmoral values ... The fires of cop culture are not suitable for everyone - the texture

of the clay has to be just so. Police culture transforms and unifies cops with ashared perception of social justice. Assigned to a territory for which they a reresponsible, they hold dominion over a shared vision of justice. Crank (2004)

The literature outlines many individual and environmental characteristics of Police thatmake their work unique, some are: They act out of their subjective shared sense of morality when they decide whether,

how and when to intervene with citizens

They are naturally suspicious and anticipate and prepare for danger

Control is a central element; psychological and strategic advantages must bemaintained

Survival depends on blending training with common sense and practical knowledge

Unpredictability and uncertainty are the hallmarks of their work

Their work is self-regulated and individualistic

They are loyal; trust and relationships are central to the work

Their work demands are episodic and sporadic

Both caution and risk taking are necessary for success

Organizational structures are typically low and flat hierarchies where members onthe bottom take the greatest risks

They develop a "working personality" or police view of the world. This view is oftenan "us versus them" orientation that allows officers to identify themselves asdifferent from citizens

The ethos of police culture has been described as including bravery, autonomy,secrecy, isolation, and solidarity

Ethics, accountability, and integrity ar e cor ePolice organizations focus intensely on the accountability of the individual and holdhim/her responsible for a wide range of ethical behaviors.

Police organizations have elaborate accountability mechanisms to monitor and controlthe behaviors of their officers such as: a militaristic chain of command, internal affairsunits, elaborate bureaucratic rules and complex standard operating procedures.


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D. Deciphering CultureDeciphering a culture is a deliberate process of understanding key drivers and valuesthat impact how an organization operates and in turn how those drivers impact thebusiness issue or problem being solved.

Getting at culture is not as simple as asking someone to describe the fundamentalassumptions that drive them, that would result in a very short conversation. Rathercultural components can be deciphered by asking questions and listening to stories atthe levels developed by E.H. Schein which are outlined below.

Levels of cultureCulture can be analyzed at several different levels tangible to unconsciously, deeply heldbasic assumptions.

ArtifactsVisible

Values

Behaviors

Underlying shared tacit

Assumptions

Ar t i fac t s - Exploration of cultural levels begins with Artifacts. Artifacts include all thephenomena that one sees, hears, and feels when one encounters a new group. This levelof culture is easy to observe and very difficult to decipher.

E s p o u s e d v a lu e s - The second level of deciphering culture explores values,specifically, the consistency and inconsistency between real and espoused values.Most organizations have articulated a list of values and associated behaviors which maybe posted on their website, brochures, or on posters and placards throughout theorganization. The values indicate what should guide behaviors, for example, integrity orrespect.

U n d e r ly i n g S h a r e d A s su m p t i on s - Underlying assumptions, during a culturalassessment, are inferred based on data collected in the first two levels. The data, ifrobust enough, provides clues as to what drives what is seen. Typically lists ofassumptions are clustered by categories which need to be validated by organizationalmembers to ensure the assumption categories and statements embody what they believeto be true.

Visible - what people see; physical

environment, public information such aswebsite, meetings, ceremonies

Values - guides behavior; how peopleaccomplish work, relate to each other

Shared Core Assumptions/Beliefs - they areunderstood or implied without being statedopenly; internalized taken for granted way

we do thing here


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Once the assumptions are validated the original business issue/problem seeking to besolved is examined against the assumptions. Discussions are facilitated with seniorleaders and appropriate stakeholders to explore the impact of the assumptions on thebusiness issue and questions.

Steps in deciphering culture:The steps utilized in this process are listed below.

1. Define a business problem.

2. Understand the concept of culture and its role in an organization.

3. Utilize a skilled facilitator to uncover culture at three levels: Artifacts, EspousedValues and Underlying Shared Assumptions.

4. Assess and validate shared assumptions.

5.

Apply the learning to the business problem/issue.

III. Data Collection MethodologyA.Data Collection MethodThe interview and focus group portion of the data was collected July 9 - 29, 2010.Communication via e-mail was sent to all Police Department employees from the CityManager on July 6 followed by an e-mail sent July 9 from Dr. Harwood, copies ofcommunications appear in the Appendix.

Meetings were held in two neutral locations within Maricopa: 1.) The Public Library,and 2.) University of Arizona, Agriculture Center. In addition to focus groups and fourinterviews, the Citys strategic plan and specific Police Department archival informationwas reviewed; all sources are cited below.

In total, twelve focus groups, each 2 hours in length were conducted. All employees wereinitially scheduled for focus groups of 7 - 8 people between July 9 - 14, however due toscheduling conflicts, vacations, work etc.. four additional group meetings were held.

Individuals were selected to attend focus groups based on a random process,specifically, an alphabetized list of employees by occupational title was made available;

each employee was assigned a number between one and seven (the initial number offocus groups).

Participants signed a standard meeting sign-in log in order to track participation andpay individuals attending outside of their normal work schedule. Participants nameswere NOT linked to comments or used in this report in anyway.


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Focus groups were held from 9:00 - 11:00 am and 1:00 -3:00 pm on the following dates:Friday, July 9

Monday, July 12

Tuesday, July 13

Wednesday, July 14

Thursday, July 22 (AM session only)

Friday, July 23

Thursday, July 29 (AM session only)

In total, 58 employees and one volunteer participated in the focus groups. Two officerswere unable to attend due to being out of the country and medical leave.

Four Interviews lasting 60 minutes each were conducted with the following:Police Chief

Internal Affairs Detective

City Manager

Assistant City Manager

Printed and Media Sources were utilized as background information, they were: Review of City of Maricopa website (http://www.maricopa-az.gov/vns/).

The City of Maricopa 2010 - 2013 Strategic Plan obtained from City website. Ofparticular relevance to this assessment are pages 6-7 of the Public Safety Plan. Item 4of the objectives and activities reads Enhance Positive Organizational Culture

Documents received from Police Chief (all documents appear in the appendix)

- Police Department organization charts

- High level history of accomplishments- Purpose, Mission, Values and Code of Ethics

B. Focus Group ApproachParticipants were asked a serious of questions at the artifacts and espoused valueslevels of culture to identify experiences and perceptions related to the business questionDoes the environment of the Maricopa PD demonstrate the values and behaviorsconducive to accomplishing its vision and mission?.

The open ended and follow-up questions posed to each group were designed to collectexperiences about joining the new Police Department, surface level or visiblephenomena in the environment and lastly, values or guides to peoples behavior.Through stories, examples and discussions commonalities and themes amongrespondents were generated and appear in the following section.

Cultural levelsThe purpose of the focus groups was to collect information at the first two levels ofculture outlined in the introduction section and detailed on the following page.


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1. ArtifactsArtifacts include all the phenomena that one sees, hears, and feels when one encountersa new group. Artifacts are the visible products of the groups such as the physicalenvironment, its language, its technology and products, and its style as embodied by theitems below.

Questions about the following topics wer e posed, starting with Tell me about

Location/Space

Manners of address/Hierarchy

Observable ceremonies/Recognition

Meetings/Style of communication

Organization structure

Decision making practices

Conflict resolution styles

Performance feedback/Measures

Promotions/Hiring

Work/life balance

Use of technology

Team/Individual orientations

Pace/rate - reactive vs. proactive

Website/Public Communications

2. Espoused valuesThe second level of deciphering culture explores values, specifically, the consistency andinconsistency between real and espoused values. To understand how values operate,the following questions were posed in focus groups and interviews:

First set of questions

Tell me about the last celebration held here. What was celebrated and how was itcelebrated?

Think of a time when someone made a mistake or error, what happened?

What appears on your leaders agenda regularly? What do they talk aboutrepeatedly?

Tell me about the last time the organization was in a situation that required fastaction (a crisis of sorts), how was it handled? What steps were followed?

If you were to create a list the top three things that are really important here, whatwould be on that list and why?

What are people rewarded/recognized for? How are they recognized?

Second set of questionsH a n d -o u t li s t o f M P D v a l u e s , a s k :

Are you familiar with these values?

Are there one or two values listed that stand out as most important to you? Why?

Can you give me examples of how people demonstrate the values?

What happens when someone violates a value? Please share an example.


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IV. Categories and Them esFlip chart comments documented during each focus group and interview notes weretranscribed by Dr. Harwood onto a spreadsheet. Comments were sorted in largecategories and then refined into narrower categories to identify themes from whichassumptions can be inferred.

Themes extracted from the data are designed to identify core culture componentsimpacting the internal environment and thereby the results of the organization. Actionplans were developed with input from City and organizational leaders based on thetotality of the information to determine how to capitalize on the positive aspects andplan for change where necessary.

Eight Key Them es1. We love the wo rk

Police work is a choice, a calling. It is not only a style of life, but a way of life webelieve in and are deeply commit too.

2. We seek success for ou rselves and the organizationWe want to grow professionally and be a part of an organization with a strongreputation for excellence and success. We have hope that the Maricopa PoliceDepartment can and will be a place for that success.

3.We ar e comm itted to serving our com mu nityWe strive to provide the best service to our community. The City is supportive of thePolice Department and we put service calls first; citizens have a priority and voice.

4.Wh en w e started it was the best of timesIt was a unique opportunity to be a part of something new, to leave a legacy. A placeto prosper and grow; people were eager, open, excited, engaged and ready.

5.We wanted a unique MPD way to emergeWe looked forward to creating a new culture that integrated our experiences andideas and resulted in a distinctive and shared way of operating that didnt occur asanticipated.

6.We need to be guided by a com mon direction and set of values that fit ourorganization

There are perceived inconsistencies in some areas between what is said and what is

done which impacts the internal environment.

7. We desire open and two wa y commu nicationE-mail is the primary way of communicating; face-to-face meetings and briefings arenot regular modes of communication, as a consequence we rely on the grape vine. Wewant to communicate in an open, honest and respectful way and receiveformal/informal feedback.


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8.We need strong leadership at all levelsOur leaders were new to their assignments and did not receive development andcoaching that would have supported their transitions and ability to collectivelyachieve results through others.

Additiona l input:Participants were asked W hat would it take? to impr ove the environmen t:> Lead by example - demonstrate integrity and respect

> Consistency, fairness, accountability, transparency of decision making

> Training - Provide leadership training and field training officer

> Open forums for communication - verbal, face to face, two way collaborative, talk topeople involved in decisions

>Visibility of Chief to staff and proactive communication to City

> Loyalty to officers, recognition, feedback

> Clarify expectations, mission and direction> Step increases

> Create a memo of understand - contract

>Act on all this information, set a course for action and follow-through

V. Focus Group Sum mar yOnce an organization has an understanding of what values, beliefs and behaviors driveaction it can determine how those assumptions impact the business problem it is tryingto solve and determine how it wants to proceed in growing positive attributes andaffecting areas that potentially impede solving the business problem.

Of importance in any culture assessment is the recognition that culture is a positiveforce to be capitalized on rather than an obstacle or constraint to be overcome. Cultureis at the core, the heart of an organization, and a significant underlying operating force,therefore, when considering changes attention should be paid to ensure that whilesolving the business problem there are not unanticipated or undesirable consequences.

Cultural assessments typically uncovered issues that are not cultural, such as processimprovements or performance issues. Included in the findings are those things withinthe scope of the project that were related to cultural assumptions that are supportingand impeding the organization.

Based on the key themes several initial observations were made and have beenincorporated to inform next steps.

There is hope and a desire to improve the situation.

A unique and shared Maricopa Police Department culture needs to emerge.


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A few, core issues need to be addressed and vigilant action taken to restore trust andconfidence at all levels.

Behaviors appear to be caught in a self perpetuating cycle that must be broken.

Values and behaviors need to match consistently. A common set of values need to becreated, committed to and upheld.

Leaders and leadership practices need to be addressed.

Lines of communication and methods of communication need to be established toensure two-way interaction.

Actions taken going forward need to be collaborative, team-based and transparent.

Aligning Next Steps and FindingsA series of steps were developed to influence the organization in positive and tangibleways to build on its strengths and create new ways of operating and interacting.

The approach to aligning findings with actions is depicted below.

VI. Actions and Next Steps

Key Themes

We love the work

We seek success for ourselves and theorganization

We are committed to serving our

When we started it was the best oftimes

We wanted a unique MPD way toemerge

We need to be guided by a commondirection and set of values that fit ourorganization

We desire open/ two waycommunication

We need strong leadership at all levels

Building on strengths

Identify deliberate approaches tobuild on the positive attributes.

Integrate the positive attributes andstrengths into the work of each of thefour teams outlined below.

Addressing opportunities

Team-based efforts to address:

Mission and Values

Integrating Practices

Communication and Recognition

Leadership Competencies


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The findings suggest that to have the most impact, actions need to be inclusive andhighly participative. Given that, the next steps focus on team-based approaches andtransparency and are complemented with high levels communication regarding actions.

Post focus group actions include: Presentation of findings, Creation of Action Teams, a

variety of communications, and planning for leadership learning based on findings.

1. Presentations and r eporting of audit findings August - Draft report was presented to City Manager

September - Debrief meetings held and planning for next steps solidified

October - Presentations and reports of findings were delivered in face-to-face venuesto City Council Members, Command Staff, and PD employees. A communication wassent by the Chief of Police to staff regarding findings, and inviting them to one ofthree debrief meetings which were co-facilitated by Dr. Harwood and the Chief.

It is important to note that participation in the debrief meetings was voluntary. Fifty-

three employees attended out of the 61 in the total population, which confirms theinterest and commitment to this process.

Volunteers were solicited for Action Teams to create new ways of operating focusedin four areas: Mission and Values, Integration of Practices, Communication andLeadership Competencies.

2. Action Team objectives/mem bershipFour Action Teams have been created to target and make progress on key opportunitiesidentified in the audit. Based on registrations for teams, membership was establishedand two e-mails were sent, one from the Chief and one from Dr. Harwood outlining the

team process and membership.

Each team will meet twice for 2-hours and will be facilitated by Dr. Harwood. Teams willmeet from Nov 10, 2010 - Feb 3, 2011. A follow-up meeting will be held with each team6-months after its launch to assess progress, integration, needs and next steps.

Ac t i on Team ob j ec t ive s

Mission and Values Team - Nov 10 and 22, 2010

Purpose: Review the current MPD mission and values, and recommend modifications ifappropriate to strengthen the organization and its ability to deliver results.

Members: Alsidez, Angulo, Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, McCabe,

McLean, Ortega, Pantoja, Sneezy, Soanes, Thornton, Turner, Ward

Integration o f Practices Team - Dec 1 and 15, 2010

Purpose: Identify a priority list of organizational practices/procedures that requiremodification or updating to fit with MPD, document new or modifiedpractices/procedures and propose approaches to integration.


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Members: Alsidez, Angulo,Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, Koozer,McCabe, McLean,Pantoja, Pokrant, Sneezy, Soanes, Turner, Ward

Comm unication Team - Dec 29, 2010 and Jan 11, 2011

Purpose: Identify practical and multi-channel communication approaches to meet the

information needs of staff, and identify specific behaviors to recognize and reward thatare consistent with organizational values and results.

Members: Alsidez, Angulo, Bribiecas, Drane, Hendrix, Hudspeth, Judd, McCabe,McLean, ONeal, Ortega, Pantoja, Perez, Sneezy, Soanes, Truett, Turner, Ward

Leadership Com petencies Team - Jan 19 and Feb 2, 2011

Purpose: Identify a set of competencies (knowledge, skills and abilities) that will serveas the standard and foundation for leading and developing leaders. This teams workwill inform future efforts to develop resources for leading, coaching, and succession.

Members: Alameda, Alsidez, Angulo, Bribiecas, Drane, Evans, Hudspeth, Jordan, Judd,

Koozer, McAtee, McLean, Molus, ONeal, Pantoja, Perez, Sneezy, Soanes, Thornton,Truett, Turner, Valenzuela, Ward

3.Leadership MeetingsDay-long leadership meetings are scheduled for November and December with PDleadership groups, Command Staff and Sergeants, to build on learnings from the audit,develop and enhance skills associated with culture change, leading change andresilience.

The focus on leading change is designed to support the new ways of operating which will

emerge from the Action Teams. Key to maintaining credibility and sustaining themomentum for change will be leaders matching their words and deeds. During changepeople are particularly in tune with what their leaders are doing to demonstrate supportor lack of support to change. The leadership meetings will provide insight, discussionsand tools to support leaders in serving as positive role models to reinforce and recognizechange.


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Appendix

E-mail communications to PD staff pages 20 - 21

Background information on PD foundation pages 22 - 24

Hand-outs distributed at focus groups pages 25 - 26

Maricopa PD organization chart page 27

E-mail communication to PD Staff regarding page 28 - 29Action Teams

References page 30


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1. Initial e-mail introdu cing the cultural assessme ntTo: Maricopa PD all staff

From: Kevin Evans, City Manager

Subject: Internal culture assessment of PD

Date: July 6, 2010

The Maricopa Police Department since its inception four years ago has successfullygrown, diversified and adapted in response to the changes and needs of the City ofMaricopa and its people. Meeting the demands of the external environment is animportant part of achieving results; equally important is maintaining an open andpositive internal working environment.

Keeping a pulse and adapting to both sets of needs is vital to assuring the health andprogress of the organization and its members. To that end, I am sponsoring an internalcultural assessment designed to explore key attributes of the environment such asvalues, behaviors and modes of operating in order to understand strengths and areas ofopportunity.

Getting a full picture of the organization will required input from all Police Departmentemployees. That input will take the form of each staff member attending one 2-hourfocus group in the next couple of weeks. The meetings will be facilitated by Dr. ElizabethHarwood who holds a Ph.D. in Organizational Development, and has extensiveexperience in conducting similar assessments at the federal, state and local level as wellas within private industry.

You will be hearing more about the focus group schedules and locations in the nextcouple of days; participants will be compensated for their attendance through regularpay and overtime.

I wanted to provide an introduction to this process which I am confident will provideuseful information from which to build and grow. I also want to reinforce that it is apositive confidential venue to share your experiences and ideas.

If you have any questions, please let me know.


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2. Follow-up e-mail outlining assessmen t process and involvementTo: Maricopa PD all staffFrom: Elizabeth Harwood, PhDSubject: Upcoming Cultural AssessmentDate: July 7, 2010

Greetings, I am following-up regarding the cultural assessment project introduced bythe City Manager. The objective, purpose and approach are outlined below. I will befacilitating the eight groups on July 9, 12, 13 and 14, 2010; participants were selectedrandomly across the department within occupational areas. You will be receivingscheduling information for the focus groups from Jackie Shaulis.

A focus group methodology is being used because culture is social and shared, and bestexplored by bringing people together to discuss their perceptions and experiences.Assessments of culture are launched to address specific business questions; in this casethe specific question being addressed is: Does the environment of the Maricopa PDdemonstrate the values and behaviors conducive to accomplishing its vision andmission?

To answer the question central to the assessment, each group will be asked toparticipate in discussions based on a set of open-ended questions, such as, What arethe aspirations of this organization? and Can you recall what it was like to enter thisorganization?

To be clear, this project is designed to create an objective big picture analysis of theorganization at this point in time. It does not seek to address individual issues,performance, or contractual relationships. It is not designed to solicit or evokeparticular responses and it will not promote or endorse any points of view.

There is no preparation needed, simply arrive when you are scheduled and be preparedto share to the extent that you are comfortable. The information from each group will becompiled and reported collectively. Be assured that common themes across focus groupsare being sought and no comments will be linked to individuals.

I look forward to meeting with you. Thank you, Ely Harwood

Facilitator/Project Sponsorship: Dr. Elizabeth Ely Harwood holds a Ph.D. inOrganizational Development and has expertise and extensive experience in conductingsimilar assessments at the federal, state and local level as well as within private industry.

She is an independent consultant based in Phoenix with no ties to the City outside ofthis project.

Dr. Harwood is working directly with the City Manager and will be reporting overallthemes to him in a summary report and facilitating action planning as appropriate tobuild and capitalize on the organizations strengths and address opportunities impedinggrowth and progress.


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3. Maricopa Police Departm ent Historical Inform ationProvided by Chief Fitch June, 2010

Brief history of Maricopa PDOn July 2, 2007, the Maricopa Police Department began routine patrol duties within the

city of Maricopa. Starting with day shift operations and employing 21 Officers andProfessional staff, the department responded to or answered a variety of calls. Today,the department is a 24/7 operations, with 61 FTEs of which 55 are sworn peace officers.The department averages approximately 14,000 calls for service per year.

Departmen t Development -timeline of personnel:Chief hired in October, 2006Assistant Chief hired October, 2006First non-sworn hired February, 2007First sworn supervisor hired April, 2007Day shift begins July, 2007

Second shift begins October, 2007

Third shift begins, January 1, 2008

The department operates a Traffic unit, a Community Services Unit, aProperty/Evidence unit, an Investigations unit, a professional development unit and thePatrol section, which is the largest section within the department. The department alsohas a records section, which is staffed by dedicated non-sworn professionals.

In February 2007, the department moved from one room in the interim city hall, acrossthe parking lot into a 700 sq. ft. modular building, which became police headquarters.An additional modular building, connected by an enclosed walkway, later became the

property and evidence modular. Today, the MPD operates out of 6 buildings, with allbut one building located on the temporary city campus.

Major accomplishmen ts include:Patrick R. Melvin named Chief of Police September 5, 2006Community meetings attendedEstablish Maricopa PD Patrol staffing modelInitial staff employment / developmentDepartment is recognized with the issuance of an ORI designatorDepartment Badge and Patch / uniforms designed and orderedDepartment Vehicles selected and orderedMPD grows from (2) to (4) buildings on city interim campusRMS system selectedContract signed to extend law enforcement and dispatch services with PCSODepartment goes live with 21 personnel and starts day time patrol duties on July,1,

2007( A ll of t h e a b o v e co m p l et e d in 8 m o n t h s )


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Since July 2007:

Crime rates for UCR crimes are down between 12%-56%

MPD calls for service (CFS) have increased from 11,000 per year to almost 20,000 per year (3- less sworn officers than previou s years)

Over-all budget has remained constant or been re duced since inception

Total citations have increased, fatalities / serious injury crashes per year decreased

Department operations have come in under budget each year

Honor Guard Established

Police Chaplains organized

CALEA started, AZPOST compliant each year

Volunteers in Police Service (VIPs) and Victim Assistance Provider (VAPs)established

Police Reserve program established

Police Explorer program established

Graffiti Hot Line and partnership with citys Code enforcement established to abategraffiti

K-9 unit formed

Street Crimes Unit (SCU) formed resulting in several major arrests

Several vehicle seizures have been converted to city use ( i.e. Graffiti AbatementVehicle)

Alarm registration, sex offender registration and fingerprinting services all started

Grant process completed on Public Safety Command Vehicle which will be deliveredbefore 08/2010

The latest in technology used and supplied to officers including: Laptops (with

mounts in cars) , digital cameras, digital voice recorders, supervisors issued smartphones, computerized fingerprint recognition system (Livescan), Tasers with digitalcameras, Laser radar, State of the art cars/SUV for patrol, Urban rifle programimplemented, training has increased every year.

All of the command staff will have completed Leadership in Police Organizations(LPO) by 2011. (LPO is a nationally recognized command training regime, endorsed-sponsored by AZPOST and the IACP)


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1. MARICOPA POLICE DEPARTMENT PURPOSE STATEMENTTo ensure safety a nd security for each person in our community through proactive,progressive and professional law enforcement services

2. MISSION STATEMENT

The mission of the City of Maricopa Police Department is to be a leader in providingproactive, progressive law enforcement services to a culturally rich community. We shallcontinuously strive to foster a safer environment by maintaining a high state ofreadiness, cultivating community partnerships and creating innovative communityprograms. We shall strive to accomplish these objectives without prejudice, with thehighest of integrity, and with the support of the citizens we serve

3. CORE VALUESA. Human Life - We value human life and dignity above all. We will be sensitive to theneeds and feelings of others and to the cultural diversity of our community.

B. Professional and Personal Excellence - We will engage in behavior that is beyond

reproach and we will remain committed to the highest standards in our profession andin our personal lives.

C. Integrity - We exemplify honesty and moral principles that earn the trust of ourcommunity, and we also live by the laws we enforce.

D. Loyalty - We are loyal to the Constitution, the law, our families, our community, ourdepartment, and to each other.

E. Courage - We act with good judgment in the face of adversity and acceptaccountability for our actions and those of our department

4. CODE OF ETHICSAll employees of the Maricopa Police Department (whether paid or volunteer) will

conduct themselves in a manner that is consistent with the policies and philosophies ofthe City of Maricopa Police Department. All employees will read and sign the followingcode of ethics. During the performance of their duties, they will strive to project aprofessional image and abide by the following code of ethics:

I will exercise self-restraint and be constantly mindful of the welfare of others. I will beexemplary in obeying the laws of the land and loyal to the State of Arizona, my agency,and its objectives and regulations. Whatever I see or hear that is of a confidential natureor that is confided to me in my official capacity will be kept secure unless revelation isnecessary in the performance of my duty.

I will never take selfish advantage of my position and will not allow my personalfeelings, animosities, or friendships to influence my actions or decisions. I will exercisethe authority of my office to the best of my ability with courtesy and vigilance; withoutfavor, malice, or ill will; and without compromise. I am a servant of the people, and Irecognize my position as a symbol of public faith. I accept it as a public trust to be heldso long as I am true to the law and serve the people of Arizona.


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4.Focus Group Hand-outs; Distributed at each meeting and interviewMaricopa Police Departm ent Culture Assessment Focus Gr oups - July 2010

Objective: The purpose of the assessment is to answer the business question: Does theenvironment of the Maricopa PD demonstrate the values and behaviors conducive toaccomplishing its vision and mission?

M a r i c o p a Po l ic e D e p a r t m e n t M i s s io n S t a t e m e n t

The mission of the City of Maricopa Police Department is to be a leader in providingproactive, progressive law enforcement services to a culturally rich community. We shallcontinuously strive to foster a safer environment by maintaining a high state of readiness,cultivating community partnerships and creating innovative community programs. Weshall strive to accomplish these objectives without prejudice, with the highest of integrity,and with the support of the citizens we serve

Approach: A series of open-ended questions will be asked of PD employees in focus groups

to better understand employee experience and perceptions of the internal and externalenvironment.

You r role: Share your stories and experiences related to the questions to assist in creatinga big picture view of the type and style of the organization at this point in time, and how thatimpacts the culture question.

Outcomes: Focus group input will be compiled in a summary report as collective overallthemes which will point to the strengths and opportunities of the environment. Based on thereport, action planning will occur to build and capitalize on the strengths and address areaspotentially impacting growth and progress.

W hat is organizational culture?Culture is the collectively internalized set of beliefs, expectations and assumptions thatinfluence and guide thinking and behavior among an organizations members.

It is learned, deep and stable and impacts everything from how people relate to oneanother to how decisions are made to how work is accomplished.

It is not something that is obvious; it operates at a sub-conscience level but can be inferredby probing the experiences of members at visible and more internalized levels.

It can best be understood by the people who work in the organization by asking questions atthree levels:

ArtifactsVisibleValuesBehaviors

BasicAssumptionsBeliefs

Visible - what people see; physicalenvironment, public information such as

website, meetings, ceremonies

Values - guides behavior; how peopleaccomplish work, relate to each other

Basic Assumptions/Beliefs - internalizedtaken for granted way we do thing here


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Maricopa Police Department Core ValuesHuman LifeWe value human life and dignity above all. We will be sensitive to the needs and feelingsof others and to the cultural diversity of our community.

Professional and Personal ExcellenceWe will engage in behavior that is beyond reproach and we will remain committed to thehighest standards in our profession and in our personal lives.

IntegrityWe exemplify honesty and moral principles that earn the trust of our community, andwe also live by the laws we enforce.

LoyaltyWe are loyal to the Constitution, the law, our families, our community, our department,and to each other.

CourageWe act with good judgment in the face of adversity and accept accountability for ouractions and those of our department

Code o f EthicsAll employees of the Maricopa Police Department (whether paid or volunteer) willconduct themselves in a manner that is consistent with the policies and philosophies ofthe City of Maricopa Police Department. All employees will read and sign the following

code of ethics.

During the performance of their duties, they will strive to project a professional imageand abide by the following code of ethics:

I will exercise self-restraint and be constantly mindful of the welfare of others. I will beexemplary in obeying the laws of the land and loyal to the State of Arizona, my agency,and its objectives and regulations. Whatever I see or hear that is of a confidential natureor that is confided to me in my official capacity will be kept secure unless revelation isnecessary in the performance of my duty.

I will never take selfish advantage of my position and will not allow my personalfeelings, animosities, or friendships to influence my actions or decisions. I will exercisethe authority of my office to the best of my ability with courtesy and vigilance; withoutfavor, malice, or ill will; and without compromise. I am a servant of the people, and Irecognize my position as a symbol of public faith. I accept it as a public trust to be heldso long as I am true to the law and serve the people of Arizona.


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5.Follow-up e-mail outlining assessmen t process and involvementTo: All MPD EmployeesFrom: Ely HarwoodSubject: Action Team Launch

Date: Nov 8, 2010

This week, the first action team associated with the culture audit will launch. I want toprovide a brief outline of the approach to teams, their objectives and share the names ofparticipants.

Four teams will be meeting from November - February with intent of collaborativelydeveloping new ways of operating within the organization. While you may not beparticipating on a team directly, rest assured that your input and suggestions areimportant and will be sought by each team. Also, please feel free to provide your ideas toteam members.

The approach to each team will be as follows: Review current processes/ opportunities Discuss and recommend specific actions and integration of change Develop measures of success to track and communicate progress long-term.

I will be facilitating the teams, and look forward to working with each team to createtangible and positive new ways of operating and interacting. If you have any questionsplease feel free to contact me. Thanks, Ely

Team objectives

Mission and Values Team - Nov 10 and 22, 2010Purpose: Review the current MPD mission and values, and recommend modifications ifappropriate to strengthen the organization and its ability to deliver results.

Members: Alsidez, Angulo, Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, McCabe,McLean, Ortega, Pantoja, Sneezy, Soanes, Thornton, Turner, Ward

Integration o f Practices Team - Dec 1 and 15, 2010

Purpose: Identify a priority list of organizational practices/procedures that requiremodification or updating to fit with MPD, document new or modifiedpractices/procedures and propose approaches to integration.

Members: Alsidez, Angulo,Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, Koozer,McCabe, McLean,Pantoja, Pokrant, Sneezy, Soanes, Turner, Ward

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Comm unication Team - Dec 29, 2010 and Jan 11, 2011

Purpose: Identify practical and multi-channel communication approaches to meet theinformation needs of staff, and identify specific behaviors to recognize and reward thatare consistent with organizational values and results.

Members: Alsidez, Angulo, Bribiecas, Drane, Hendrix, Hudspeth, Judd, McCabe,McLean, ONeal, Ortega, Pantoja, Perez, Sneezy, Soanes, Truett, Turner, Ward

Leadership Com petencies Team - Jan 19 and Feb 2, 2011

Purpose: Identify a set of competencies (knowledge, skills and abilities) that will serveas the standard and foundation for leading and developing leaders. This teams workwill inform future efforts to develop resources for leading, coaching, and succession.

Members: Alameda, Alsidez, Angulo, Bribiecas, Drane, Evans, Hudspeth, Jordan, Judd,Koozer, McAtee, McLean, Molus, ONeal, Pantoja, Perez, Sneezy, Soanes, Thornton,Truett, Turner, Valenzuela, Ward


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