1. Police Executive Workshop onLeadership and Accountability ILLINOIS CRIMINAL JUSTICEINFORMATION AUTHORITY

2. The police at all times should maintain arelationship with the public that gives reality to thehistoric tradition that the police are the public and that the public are the policeSir Robert V. Peel, c.1829Founder, London Metro Police Dept. 3. LEADERSHIPIf you have positive energy, communicate the why, and possess the right attitude, ANYTHING is possibleWillie F. Carden Jr. 4. WATER WORKSTUNNELING UNDER THE RIVER 1896-1899 5. CHARACTERISTICS OF LEADERSHIP1. People Skills2. Communication Skills3. Organization Skills4. Motivation5. Patience6. Courage7. Serenity8. Wisdom-Willie F. Carden Jr., Director CPD However, a police leader must make clear that the department is not intended tobe a microcosm of society. The bigotry, brutality, corruption, and incompetence inthe society at large are among the very facts that compel the department to liveup to higher standards (Delattre, 2002). 6. LEADERSHIPLeaders win through logistics. Vision, sure.Strategy, yes. But when you go to war, you need both toilet paper and bullets at the rightplace at the right time. Tom Peters 7. Leadership and the Theory of Community Oriented PolicingPartnerships or Relationships?- Hurtt, 2011For the police it is an entirely different way of life. It isa new way for the police officers to see themselvesand to understand their role in society. The taskfacing the police chief is nothing less than to changethe fundamental culture of the organization.-Malcolm Sparrow, Detective Chief Inspector, UK police service, 1989 8. THE MEDIA BEAST 9. Chief Surrounded by Angry Protestors! orOfficer Takes Time to Speak with Concerned Citizens 10. LEADERSHIP & RESPONSIBILITYPower & AuthorityTo whom are we Accountable Why should I tell the TruthApril 7, 2001 11. CULTURE OF THE ORGANIZATION Peers Conduct& Performance 12. MANAGEMENT OF WORK FORCEQAVERAGE0 Q 13. DECISION MAKINGRight Does Not AlwaysEqual Popular 14. REALLY? ARE YOU SERIOUS? I JUST GOT BACK FROMCHICAGO AND THE PERF CONFERENCE! 15. THE POWER OF INFLUENCE AND THE NEED TO KNOW MY PERSONAL HISTORY! Who must assume responsibility for the department? What is my role as a leader? When is the right time to make the right decision? Where should I look for guidance? Why is my oath of office important? THE NATURE OF SECOND-GUESSING! AM I REALLY A LEADER? I didnt ask for this! Nobody told me this would happen! Why me? Where did I fail? Why not someone else? 16. A person or an institution should not be preoccupied with public image. Inordinate concern for it can lead to indifference about how well we are actually doing. Public opinion may be uninformed and irrational and may be manipulated by demagoguesCowards betray their obligations and forsake other people because they are inordinately concerned about their own survival, be it physical of occupational. They do not rise to their duties, because they fear the consequences. Failure to control fear, rather than fear itself, makes them cowards.Delattre, 2002Character and Cops 17. EFFECTS OF ECONOMIC CRISIS ON POLICING INAMERICA? By end of 2012, US LE agencies will have:Laid off 12,000 police officersLeft 20,000 positions unfilled 100,000+ officers will have been furloughed at least 4 days.Even if the economy recovered today, local economies could not support a demand to maintain the status quo!PERF 2011 18. EFFECTS OF ECONOMIC CRISIS ON OUR WORLD AS WE KNOW IT TODAY!Greater reliance on technologyGreater reliance on volunteersAlternative delivery of servicesRegionalization & Consolidation Bernard MelekianMCC/IACP 2011 19. LEADERSHIP AND THE FUTUREOF YOUR REGION Our Role as Police Officers Our Role as Ambassadors Our Role as a City Our Role as an Entire Region Our Role as a State Our Role as the United States of AmericaA police leader must make clear that the department is not intended to be amicrocosm of society. The bigotry, brutality, corruption, and incompetencein the society at large are among the very facts that compel the departmentto live up to higher standards.Delattre, 2002 20. RISK MANAGEMENT IN LAWENFORCEMENT Successful law enforcement organizations operate under the premise that we can: Reduce the risk of injuries to our employees and our citizens. Address errors that have a negative effect on our limited resources. Deter intentional misconduct that has a direct impact on our entire community. Change the underlying organizational causes that have allowed a cultural permissiveness to exist. ACCOUNTABILITY is a fundamental principle of a democratic society that the police should be held to account for their actions. 25 21. A NEW PROFESSIONALISMAcross the United States, police organizations are striving for a new professionalism. Their leaders are committing themselves to stricterAccountability - for both their effectiveness and conductLegitimacy - in the eyes of those they policeInnovation - that is continuous in police practicesNational Coherence - in adherence to best practices together they provide an account of developments in policing during the last 20 years that distinguishes the policing of the present era from that of 30, 50 or 100 years ago.- Stone & Travis in NIJ, 2011 22. RISK MANAGEMENT IN LAWENFORCEMENTBenefits of On-Body Recording Systems in Law Enforcement12 3Evidence and Training and Employee Enhanced AccountabilityDataCollection+Intervention Employee = Ultimate goalof any policeand Preservation accountability administrator Legal accountability 27 23. RISK MANAGEMENT IN LAWENFORCEMENT 28Shooting in Fort Smith Arkansas 24. EVIDENCE IDENTIFICATION, DATACOLLECTION, AND PRESERVATIONEvidence and Data RecordingAll law enforcement agencies and all lawenforcement officers have an ethical,legal and moral obligation to identify,collect and preserve the best evidence ofeach encounter between an officer andany member of the public that may result insome type of police intervention.Recorded data provides the agency with specific reference pointsand an unprecedented opportunity for academic research. 29 25. EVIDENCE AND DATA COLLECTION AND PRESERVATIONSystematic Collection and Analysis of Data The overall strategy of any police administrator should be todevelop a fact-based picture of officer activity for the purpose ofidentifying recurring problems that merit corrective action. Thestrategy of collecting and using systematic data for purposes oforganizational improvement and improving the delivery of socialservices is increasingly used in other professions: medicine, privateenterprise, and other governmental agencies systematic datacollection embraces the principles of problem-oriented policing. Walker, 200530 26. EVIDENCE AND DATA COLLECTION AND PRESERVATIONWhen Memory Commits an Injustice The biggest lie of human memory is that it feels true. Althoughour recollections seem like literal snapshots of the past, theyreactually deeply flawed reconstructions, a set of stories constantlyundergoing rewrites. Consider our collective memories of 9/11. For the last 10 years,researchers led by William Hirst of the New School and ElizabethPhelps of New York University have been tracking the steadydecay of what people recall about the tragic event after 1 year37% of details had changed. - New York Times, 2012 31 27. EVIDENCE AND DATA COLLECTION AND PRESERVATIONThe More You Remember an Event,the Less Reliable the Memory Becomes! Eyewitnesses are repeatedly asked to recall what they saw,but their answers are inevitably influenced by the questionsbeing asked. The result is more confidence in increasinglyless accurate testimony. According to the Innocence Project about 75% of falseconvictions that are later overturned are based on faultyeyewitness testimony. - New York Times, 2012 32 28. TRAINING AND EMPLOYEEINTERVENTION SYSTEMSEnhanced Ability to Identify Potential Problems Command officers and supervisors can use comprehensive data about agency andofficer performance to identify management problems that are likely to lead tomisconduct by individual officers. Supervisor feedback may help reduce role and performance ambiguity among employees, assisting them in correcting performance deficiencies to better meet expectations. PERF, 2012; Komaki, 198634 29. TRAINING AND EMPLOYEEINTERVENTION SYSTEMSAn on-body recording system has the potential to assist agencies in correcting performance problems and more importantly to detect and reward excellent police performance. These systems can vastly improve police performanceevaluations through fact-based recordings of officerperformance versus the traditional subjectiveassessments that involve vague categories such asworks well with people or supports department rules. 35 30. PO KEVIN CRAYON 9/1/00 31. POLICE OFFICER KEVIN CRAYON 32. A Positive Impact on Department Culture Using on-body recording systems in law enforcement agencies has the potential tochange the culture of a department as a whole by altering both the formal andinformal norms of the organization with respect to accountability. Police discretion can be limited when this technology is combined with effectivesupervisory practices and policies that mandate defined police action wherespecific conditions warrant police intervention Employing on-body recording equipment reflects a serious effort to correct performance problems particularly in police departments where inappropriate behavior has been pervasive and tolerated.38 33. ENHANCED ACCOUNTABILITY AVERAGEQWork Force Management2-5% 5-15%0Q 39 34. ENHANCED ACCOUNTABILITY The potential ofTrue Reform Calls forusing on-bodyDay-to-Day Accountability recording systems to enhanceOne of the great failuresaccountability lies inof many past police reforms their capacity tois that they did not reachpenetrate policedeep into the working normsoperations bythat shape day-to-day capturing the behavioroperations. of officers onthe street.40 35. ENHANCED ACCOUNTABILITYCulture of the Organization Peers Conduct and Performance41 36. ENHANCED ACCOUNTABILITYTransforming the Role of Frontline Supervision On-Body Recording systems: Creates a new standard of intensivesupervision. Provides a fact-based, readily accessibledatabase for assessing officerperformance and accountability. Emphasizes proactive supervisionby identifying potential problems forearly intervention.42 37. ENHANCED ACCOUNTABILITYIt cant happen here!Let me tell you atale of two cities.43 38. ENHANCED ACCOUNTABILITY44 39. ENHANCED ACCOUNTABILITY45 40. ENHANCED ACCOUNTABILITY46 41. WHAT ABOUT THOSE GUYS IN THE TUNNEL?Still in use today!100+ years Whodathunkit?Recognize the potential effects of your effortsBe a great leader by convincing others that everything you do today is important? 42. QUESTIONS AND ANSWERSCOMMENTS? Please shareyour questions,QUESTIONS?comments andconcerns.ANSWERS?48