1. GEORGIA LAW ENFORCEMENT COMMAND COLLEGE ANNUAL TRAINING MAY 29 th 2013 “Future Issues in Public Safety” John B. Edwards PEACE OFFICERS’ A ASSOCIATION OF GEORGIA

2. “ We measure what is reasonable on the part of the Police by looking at what they know” ---- Paula K. Smith, Georgia V. Randolph 547 US 2006 What do we know and how good a job do we do selling it ?

3. Require specific resources that are available as soon as possible to mitigate or eliminate risk of an adverse or unintended consequences  Learn/Innovate  Collaborations and partnerships  Change/Adapt  Analyze/Evaluate  Manage/Lead THE FUTURE ISSUES IN PUBLIC SAFETY

4.  Social  Technological  Economic  Political Modern forces at work upon 21 st Century Policing

5. THE POLITICAL BASKET WE LIVE  Budget  Perceptions  Adaptability  Performance  Results  Accountability Todays Issues in Police work

6.  Technological infrastructure (Radio and computer)  Vehicles (How they are used or limited)  The cost comparison and utility of video versus police officer  Community Corrections nexus with Police The Future Issues Basket

7.  Increased Foreign Diversity and “ The Melting pot versus Salad the Bowl” development in our Communities  Additional non-traditional roles and responsibilities  Non sworn or volunteer alternatives (Police Community Support Officers PCSO’s) London, Jacksonville, Orlando The Future Issues Basket

8.  Evolution of Human Resource Issues and Conditions  The efficiency and effectiveness of our communication abilities (To stay in tune and real-time with the method and manner people obtain information)  The ability to work in partnerships with other government agencies, the private sector, community groups and citizens in collaborative efforts The Future Issues Basket

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

10.  Work hours and unemployment rates  Manufacturing and consumption  Construction  Stock Prices and Bond Rates  Credit and Interest Rates  Consumer Expectations and Sales How do we Measure our Economy? “The Composite Index of Leading Economic Indicators”

11.  Prevalence and Transmission of Disease  Injuries, Premature Fatalities, Infant Mortality and Longevity  Exposure to Toxins  Access to Medical Care, Diet and Physical Activity  Environmental Issues and Concerns Measuring Public Health

12.  Temperature  Humidity  Air Pressure  Wind Speed and Direction  Precipitation  Clouds  Jet Stream Measuring the Weather

13.  Our Effectives and Efficiency in Achieving our Objectives and our Fairness in Achieving them  Measures of Crime that go Un-reported  Crime and Disorder Prevented  Order Maintenance Affects  Public Health Records (Intentional Injury)  Information from Insurance Industry Claims as a result of Criminal Conduct  Non-criminal complaints regarding disorder and unsafe conditions  Citizen / Stakeholder Surveys  Information regarding Prosecution and Conviction  Complaints, Suits filed or lack thereof How can Policing be Measured more Effectively

14. 1.) Possessing an analytic capacity 2.) Gun Violence 3.) Information Sharing 4.) Personnel Issues (The millenniums’, young different values based cultures and loss of experienced people with specific expertise) BJA Top 10 Future problem areas

15. 5.) Social Media (Its use and impact) 6.) Southwest Border Violence 7.) Prison downscaling and Closing 8.) Out sourcing Police operations and business Problems continued

16. 9.) Prescription Drug abuse and medical marijuana 10.) Police legitimacy issues regarding the use of force Honorable mention was computer crimes and identity theft Problems continued

17.  Budget cuts and fiscal constraints  Demand for accountability and fugal use of resources  Political and Legal liability issues  Dynamic social change through technologies 21 st Century policing

18. “Budgets will drive all policy debates, you will not have the luxury to say “no were not going to change anything”, because the budget will demand the change. Now the question becomes… how do you manage it ? Douglas Holtz-Eakin, Former Director Congressional Budget Office 2011 21 st Century Government

19. Late 20 th Century Idea Program/Project components and nomenclature Cost Early 21 st Century Cost What will the budget allow you to do (Not what you want, but what you can afford) Operations Progression

20.  Effective Leadership  Human Resources  Application, use and management of technologies  Communications (internal and external)  Collaborations and partnerships  Prioritization and delivery of police service Institutional, Cultural and Economic Drivers that Create Challenges

21.  Civilianization or contract employees  Downsizing  Consolidation  Regionalization  Shared services Organizational Challenges

22.  Reduced Crime  Reduced Cost  Less Resource inventory  Equipment and maintenance problems  More Responsibilities  Multitasking “Bottom Line…Do More With Less” Operational Demands

23.  Patrol  Investigations  Specialized units  Community Corrections  Mental Health  Ordinance and Code Enforcement Operational Challenges

24.  New Generation Officers and Technology Innovations: Drivers of Change in Policing  Managing Drivers of Change in a Multigenerational Workforce  Recruiting, staffing, competency and training  People skills and the ability to critically think  Leadership  Safety and wellness Personnel Demands

25.  Reduction in force  Furloughs, shift changes and overtime reduction or elimination  No COLA or pay incentives  Secondary employment issues  Pension reform  Health care Personnel Challenges

26.  Sustain our leadership  Manage our Agency or Unit  Grow and develop our people  Build our Reputation  Enhance our Image  Garner, develop and build Public Trust and Support  Network Key Stakeholders  Document performance and results SO WHAT SHOULD BE IN OUR PLAN ?

27.  Does everyone do their jobs ?  Are people held accountable ?  Do we sustain a professional culture through zero-tolerance of poor conduct and behavior ?  Do we train, mentor and adapt to change well ?  Do we constantly measure and evaluate our performance and results ?  Are we a learning organization ? Are we Organizationally Competent

28.  Do we focus upon our people as our most important resource?  Do we place a high Value upon providing competent and effective leaders?  Do we have a zero-tolerance for a Culture of Mediocracy?  Do we cast vision, sale and empower ?  Do we foster desire? Are we Organizationally Competent Continued

29. Officer Safety and wellbeing can broadly be defined under four categories  Leadership and Management  Operational and Emergency Responses  Training  Mental and Physical Health Wellness

30.  Competence and job Performance  Image  Morale  Stress  Reputation Our most valuable resource is our people and good leadership influences that resource more than anything else… All have a huge impact on the agency

31. “The primary stressors for police officers are not the external pressures or dangers of the job, but rather are exerted internally from within the organization and administration” Academic Studies in 74,91,98,99,2002,04,05,07

32. “ Stress occurs when demands are placed upon an individual that exceeds that individuals capacity to deal with them, and that stress intensifies when the individual lacks the means to avoid, alter or control those demands” Stinchcomb 2004

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

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

35. Officers cited organizational stressors to be more severe than operational stressors, primary because they cannot control them. Davey, Orbst and Sheehan 2001

36. “Stress causes irritability” that can result in…  Bad attitude  Negativity  Unnecessary conflict  Poor decision making  Being Prone to act out of anger Problems with stress in Police Citizen encounters

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

38. Many Police leaders continue to view officer stress as an occupational health and safety issue rather than an exigent concern that is central to the management practices of the organization. Wright and Cropanzano 2000

39. “While there seems to be concerned over how the police behave, there is little concern as to how the police feel as a result of there assigned role, and as to how these feelings correlate with behavior and with emotional and physical well being.” Kelling and Pate 1975

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

41.  Continuously cast vision and explain “why” we do like we do…”teach”  Communicate specific expectations to employees  Define and promote consequence thinking for employees  Promote and develop the critical thinking skills of employees THE KEYS FOR 21 st Century LEADERS

42.  Promote the use of good people skills by employees  Remain emphatic toward employees, maintain social awareness and self-awareness  Foster Desire from employees  Give Ownership to employees THE KEYS FOR 21 st Century LEADERS

43. How many of the 12 start with the Officer, their mental state, behavior and conduct ? Further, how many could be mitigated through bottom up Policy formulation, training regarding the policy and supervision to insure policy is followed ? How would exemplary leadership and mentorship affect these 12 ? Modern and future 12 “High Risk” Areas for Liability in Police work

44.  Use of Force  Pursuit and Emergency Vehicle Operations  Arrest, Search and Seizure  Arrest Care, Custody and Control of Prisoners  Domestic Violence  Property and Evidence  Off-Duty Conduct TOP 12 “High Risk" Liabilities Areas

45.  Sexual Harassment / Misconduct  Selection, Hiring and retaining  Internal Investigations  Special Operations  Dealing with the Mentally Ill or Emotionally Disturbed People Top 12 “High Risk” areas continued

46. Do Not Subject Employees to Trial and Error Management Such has a tremendous affect upon…  Personnel  Administration  Operations  Productivity  Risk  Reputation and Image THERE IS AN ABSOLUTE DEMAND FOR LEADERSHIP TRAINING BEFORE THEY LEAD

47. Findings – Ratings suggest respondents saw effective and ineffective leaders as expressing nearly opposite sets of traits and habits. Efficacy was most strongly linked with integrity, work ethic, communication, and care for personnel; ineffective leaders were characterized as failing to express these traits. Respondents cast leadership development as a process best- achieved through a mixture of training/education, experience, and feedback. Surprisingly, the most highly-rated barriers to the expansion of effective leaders and leadership practices were not fiscal, but cultural, structural, and political. Schafer 2010

48. “The most dangerous thing we do is drive” Not to forget about the dangerous humans we encounter… Don’t forgot how dangerous Police work has become and will be in our future…

50.  Silo mentalities  No sharing of information  Competing influences  Trapped in the paradigm of “routine”  Reactive mentality versus proactive thought process  Satisfaction with status quo To not evolve or Change can cause complete failure

51.  Inertia, momentum and roller coasters (caught up in the crisis makes it difficult to stop and/or change direction)  Internal rumors versus structured communications  Ego, stubbornness, closed minded and fatigue  Group think (no internal debate…”no one wants to tell the emperor, he has no clothes” Organizational traps

52. Perhaps the biggest challenge facing police executives of the 21 st Century will be to develop police organizations that can effectively recognize, relate and assimilate the global shifts in culture, technology and information. IACP “Police leadership in the 21 st Century” May 1999

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

54. The movement of an organization from it’s current state to some future and hopefully more effective state Dr. JL Pierce, Dr. DG Gardner and Dr. RB Durham Managing organizational change and development South-Western College Publishing Organizational Change Defined

55. The planned and implemented movement of an organization from it’s current state To a more effective and efficient state in advance of future problems and issues “Noah built the ark…before the rain” A More Proactive definition

56. “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” -Evolutional Theory “In all our work, we should ensure clarity in our aims, responsibility in action, humility in our approach and civility in our attitudes, especially when we differ…you can walk hand in hand without seeing eye to eye.” - Rick Warren

57. “In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exist.” -Eric Hoffer “A wise person will hear, and will increase learning; and a person of understanding shall attain unto wise counsels.” - Proverbs 1:5

58.  Smart is the new rich (The ability to assemble new ideas and facilitate new initiatives)  Effective collaboration, knowledge sharing, stakeholder engagement and co-creations of new offerings for sustainability WE MUST BECOME SMARTER

59.  Strategic Management  Analysis and Research  Technology 59 SMART POLICING

60.  Enhance performance and cost  Through research, identify evidence-based practices and encourage their implementation  Employ more data-driven strategies  Integrate emerging technologies for more cost effective operations Bureau of Justice Assistance recommendations through “Smart Policing Initiative”

61. Evidence-based policing uses research to guide practice and evaluate practitioners. It uses the best evidence to shape the best practice. Dr. Lawrence W. Sherman

62. Of all the ideas in policing, one stands out as the most powerful force for change: police practices should be based on scientific evidence about what works best. Early in this century, Berkeley Police Chief August Vollmer’s partnership with his local university helped generate this idea (Carte and Carte 1975) 62 Evidence-based Policing

63. Identify and recognize problems and issues “Before” they impact, then have the objective insight and personal integrity to manage the people and issues proactively. “Unimpeachable integrity is the greatest asset a Police Administrator can have. Without it your other qualifications and attributes are meaningless.” Dr. Curtis McClung My prayer is: “lord let me see things”

64. “One who turns a blind eye to the facts is dangerous…they are led by their subjective assumptions and beliefs versus the objective and pragmatic rules and applications of real life.” - J.B. Edwards Be deliberate to remain objective, Factor out emotions and beliefs

65. “Luck is when preparation and opportunity come together” Dr. Archie Rainey Remember

66.  Always practice “ethical politics”  Never do something that you could not live with if it became public in the AJC  Develop good people skills  Understand the political process  Understand roles and responsibilities  Be guarded, careful and accurate in all communications We must understand the role of politics upon government

67.  Be truthful, Never lie, build credibility and reputation with people  Work toward helping people (The difficult “yes” over the easy “No” )  Understand the importance of “unintended” consequences forecasted during the decision making process  Manage stakeholders well Politics continued

68.  Manage Stakeholders  Manage Personnel  Manage Administration  Manage Operations  Manage communications  Manage media  Manage image 21 st Century Environments impact upon the political landscape

69. Social networking can polarize people to extreme positions and create huge emotional outcries based upon little or no facts… at lighting speed. You must have a proactive outreach with social media Social networks effect upon 21 st Century Political Environment

70. 1. The tendency is to react emotionally rather than act rationally to a new issue or controversy (Our conclusion is largely based upon what feel rather than what we think) Political Axioms Dr. David Carter, Michigan State University

71. 2. Superficial suppositions about ideas, programs, and initiatives will have a greater influence than in-depth substantive knowledge (embracing an idea or concept because it “sounds good”, not because they truly understand the meaning of the concept and what it involves.) Political Axioms

72. 3. When it takes too long to explain an idea and if it requires thought to understand it, then the battle for acceptance will be difficult (The media sound bite paradigm) Political Axioms

73. 4. A conceptual initiative needs a hook or a gimmick that can be easily identified with in order to get a political foothold. (The presence of a readily identifiable icon of a broader, usually more complex, endeavor is a necessity to gain recognition and support.) Political Axioms

74. 5. Timing is everything; to gain maximum political support a new initiative must be proposed at the time it appears to respond to a current, emotional, high profile public need. ( “It has to be done now society” ) Political Axioms

75. 6. The probability for greater political support will increase if credit is given where it is not due. (Never underestimate the power of Ego) Political Axioms

76. 7. If some measures of activity or success cannot be visibly shown in the short- term, political support for the initiative will be limited. (No demonstrable success, no demonstrable support) Political Axioms

77. 8. There is a direct relationship between fickleness of the public and political maneuvering; as the public changes its mind, political support for an initiative will change at light speed. (It is the nature of our republic that political support will follow the winds of public concern) Political Axioms

78. “ These axioms illustrate, our complex political interactions are based on simple assumptions” “The prudent executive/administrator will use these axioms as guidepost to help maneuver through the political terrain” ----- Dr. David Carter MSU Political Axioms

79. Perpetual Politically-led Arrogance and Ignorance  Causes personal and professional conflict  Barriers to communication  Rumors assumptions and negative perceptions  Budget and program attacks  Philosophical attacks  No support  Movements to change leadership The PPAI Condition (My View)

80. Perpetual : {Nature} Never ending always changing Political: {Source} Of or relating to the ideas or strategies of a particular group or party The PPAI Condition

81. Arrogance: {Human Condition} Overbearing pride evidenced by a superior manner toward inferiors, lack of humility and huge ego Ignorance: {State} Lack of knowledge or information PPAI Condition

82. The Combination of reactive versus proactive attitude, subjective assumptions, emotionally driven process and stagnancy in an ever changing environment… Politics is the ultimate source of thought compounded by the weakness of the human condition Such demonstrates the importance for proactive outreach and involvement to educate and advance image and forge intended perceptions PPAI Condition

83. The 21 st century culture brings a general distrust of institutions and leadership… government, corporations, church and media. Values and how we treat people is of paramount importance.

84. 1.Learning and Innovation 2.Vision, Planning and Policy 3.Adaptability 4.Sustainability 5.Collaborations and Partnerships 6.Transparency 7.Reputation and Image 7 Components to Organizational Change for the 21 st Century

85. We are living in a very competitive learning environment We must be innovative and creative to be better than anyone else EG: Jack Maple and William Bratton’s productive strategies and tactics along with their COMSTAT program that changed New York’s environment and proved that “Police Matter” The New Landscape

86. Dr. Franklin E. Zimring, (The City that became safe: New York's lessons for urban America) “The way Police define problems, develop information and deploy resources on the street can have a major impact on levels of crime and citizens safety.” POLICE MATTER

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

88.  Tactics cannot drive strategy  Police matter in crime prevention  Police need citizen support and partnerships “Bratton and Kelling” Dec. 2012 Cops Count, Police matter: of tactics and strategy IACP Police Chief Mag.

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

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

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

92.  strong public demand that order be restored and crime controlled;  the addition of 6,000 new police officers;  the subway as a successful pretest of ideas developed during the previous decades—problem solving and broken windows;  a mayor elected on the basis of the demand for order; The New York Experience

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

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

95.  Disorderly behavior and minor crimes (farebeating) nexus to serious crime (Robbery)  Problem Solving and broken windows policing  Partnerships and collaborations  Assertive and targeted policing  Good policing sought approval and cooperation of community New York Model

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

97. I saw the advantages of: Accurate and timely Intelligence Rapid deployment Effective Tactics Relentless follow up and assessments “The birth of COMSTAT” From Jack Maples book… “The Crime Fighter”

98.  Started ILP Program in 2009  Full time Intelligence/Crime Analyst  E-Roll Call System and LISTSERV Network with ALL agencies  SARA Model Framework focus upon crime and disorder  Intelligence Product Structured and real time dissemination  Information based and data driven operations Evans County Sheriff’s Office www.smartpolicinginitative.com

99. UCR Evans County POP 11000

100. Goal: The Protection of People and Property Methods 1. By Enforcing Law ( Focus on Prosecution ) 2. By Performing an “Order Maintenance Function” ( Focus on Caretaking ) Modern Police Responsibilities

101.  Overwhelming majority of calls are not crime related  Most calls are based upon and rooted in problems associated with people, incidents and events  The future will require the police to be more of a problem-solver Why is Policing called Law Enforcement ?

102. Enforcement Vs. Order Maintenance Law Enforcement  Clear cut law to follow  Unambiguous Policy  Regular training  Procedure driven  Identification of offender  Black and White Police feel more confident and comfortable ( Police run toward) Order Maintenance  No criminal law to follow  No Policy  Seldom any training  Common sense driven  Problem solving  Gray Police feel more incompetent and uncomfortable (Police run away from)

103. Crime Fighting Vs. Community Policing Crime Fighting  Passive and Reactionary  Calls for service  Report or Investigate  Return to service  Focus upon Arrest Non-Relational focus Community Policing  Proactive  Scanning for Problems  Diagnose Problems  Solve problems  Focus upon Prevention Focused, Rooted in and based upon relationships

104. Studies suggest when the Police focus upon order maintenance, there is a direct nexus to the reduction of crime The Problem is Police do not like to deal with things that are aggravating, labor intensive and require consensus…police like total control. Police Culture

105. Police do not recognize the benefits of the investment of their time toward building relationships and “dealing with potential Problems up front”…instead of letting them fester and evolve into a future Call, Crisis and/or Crime. We run away from the very problems that cause the Calls we hate to deal with, when if we addressed them in their infancy, we could mitigate them. Police Culture Continued

106.  What is our Mission  Who are our Stakeholders  What do our Stakeholders Value  What are our Results  What is our Plan Dr. Peter Drucker What Business are we in?

107.  They are never Static  They become more Diverse  Their needs, wants, expectations and perceptions are constantly evolving  They want to see results About our Stakeholders

108. Peele put forward a model of policing that reconciled it with urbanization, industrialization, and democratization. Conspicuous police were to meld into the population and by their presence and persuasion were to prevent crime and maintain order. Police were to be evaluated by the absence of crime and disorder. The key has been in place for years through Peelian policing philosophy

109. Peele’s Policing Principles from 1829 are even more important and meaningful in the 21 st century.

110. 1)The basic mission for which the police exist is to prevent crime and disorder. 2)The ability of the police to perform their duties is dependent upon the public approval of police actions.

111. 3) Police must secure the willing co-operation of the public in voluntary observation of the law to be able to secure and maintain the respect of the public. 4) The degree of co-operation of the public that can be secured diminishes proportionately to the necessity of the use of physical force.

112. 5) Police seek and preserve public favor not by catering to public opinion but by constantly demonstrating absolute impartial service to the law. 6) Police use physical force to the extent necessary to secure observance of the law or to restore order only when the exercise of persuasion, advice, and warning is found to be insufficient.

113. 7)Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police. 8)Police should always direct their action strictly toward their functions and never appear to usurp the powers of the judiciary. 9)The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.

114.  Secure the willing cooperation of the public  The basic mission is to prevent crime and disorder The 2 Central Tenets

115. 1.Be Value driven 2.Be a Catalyst for Change 3.Be Legitimate to those you serve 4.Be a Learning Organization Four guiding Principles Jim Bueerman, American Policing in 2022 COPS

116.  Create a foundational belief system on which all organizational and individual decision making can be based  Police leadership must help their followers understand not just what to think, but how to think about the world ahead of them Value driven

117.  Police become more brokers than providers  Define crime and disorder problems then interweave scare public and private resources to solve problems  Become a crime control social activist Catalyst for Change

118.  When people perceive police actions as legitimate they are more likely to be supportive  Be fair, neutral, transparent and unbiased in decision making  Treat people with courtesy, dignity and respect  Build relationships and provide results Be Legitimate to those you Serve

119.  Articulate core set of values framed around transparency and legitimacy  Police lead change within themselves and in the community  Train and hold officers accountable for behavior in highly legitimate ways Keys to being legitimate

120.  Manage knowledge by on going learning through evaluation  Always seek ways to improve  Seek and use “evidence based” best practices Become a learning Organization

121.  Embrace “Smart policing” strategies and tactics  Solicit constant feedback Become a learning Organization

122. 1. Crime is rarely random; patrols shouldn't be either.  Focusing on small geographic locations when and where crimes occur, and targeting specific, high-impact repeat offenders, can effectively decrease crime. National Institute of Justice five things executives can do to make a difference

123. 2. Quality is more important than speed.  Thorough investigations, problem solving and careful forensic evidence collection all contribute more to arresting suspects than shaving a few seconds off initial response times in most cases.

124. 3. DNA works for property crimes, too.  Collecting and using DNA evidence substantially increases the likelihood of solving property crimes — twice as many arrests and twice as many cases accepted for prosecution. We have to be mindful in Georgia of our limited lab resources and violent crime priority

125. 4. In police work, perceptions matter.  When people see the police as fair, lawful and respectful, officers are safer and citizens are more likely to obey the law and comply with police orders. For example, how an officer treats a stopped motorist influences the motorist’s opinion more than whether the officer issues a citation.

126. 5. Make officer safety and wellness a priority.  Safety training, certain shift lengths and body armor usage can prevent injuries and save lives. For example, the “Shift Length Experiment” study showed that officers who worked 10-hour shifts (compared to 8- and 12- hour shifts) made fewer errors and worked less overtime.

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

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

129.  Must be “Mobile”  Must be “Flexible”  Must be “Regional” Colonel Kriste K. Etue Michigan State Police By 2022 we must implement no boundaries policing strategies within our jurisdictions

130. We must start by looking in the mirror before looking out the window…  Our Tradition  Our Culture  Our Beliefs  Our Attitudes  Our Desire It always is… always about the “Leadership”

131.  Police must become more social  Less Para-military  Develop and build relationships  Become problem solvers  Be smarter and use best practice  Become information driven and intelligence led  Develop excellent critical thinking skills  Possess exemplary people skills The Change of Culture

132. THE VALUE OF “PROBLEM ADOPTION”  Demonstrates care and sincerity  Develops trust and relationship  Fosters corroborations  Builds credibility  Creates influence and efficacy  Provides information and intelligence  Insulates agency and officer when aggressive tactics or use of force is deployed Police Social Strategy

133.  ILP is a Business Model and Management Philosophy (Dr. Jerry Ratcliff)  All agencies regardless of their size need an analytical component (Global)  Agencies require systems and networks for structured outreach and information sharing among all nearby jurisdictions  Real-time interoperability with local, state (Fusion center) and Federal (NdeX/HSIN) Modern agencies must become Intelligence Led

134.  A “Dedicated” analyst position  Data/evidence based driven decision making  Structured systems, protocols, processes and products  Proactive “out-reach” cooperation, communication and coordination with all criminal justice stakeholders Becoming Intelligence Led

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

136.  Proactive scanning and identification of threats of crime and disorder  Use of the SARA Model  Real time social media and other Web Open source scanning to corroborate and communicate (Situational awareness) Modern Policing requires the “Hybrid Analyst” that combines those roles

137.  Development of intelligence for leadership to formulate strategies and design tactics to prevent, mitigate and eliminate crime and disorder  Evaluate and Document results Modern Policing requires the “Hybrid Analyst” that combines those roles

138.  Leadership and Management  Buy in from all officers  Writing Policy, Training on Policy and Enforcement of Policy  28 CFR 23 Compliance  Simplicity  Total information sharing  Meaningful results ILP Requirements

139.  Technology, regardless of its type, is merely a law enforcement tool. It is not the answer for every problem nor is it a substitute for good police work.  When technology is employed, the basic principles of law enforcement continue to apply. New Technology and Law Enforcement By Vernon Keenan

140.  Law enforcement actions must be lawful  Law enforcement actions must not conflict with community standards  Law enforcement actions must have a defined objective and a valid purpose Know what you are doing and why you are doing it. Law Enforcement Principles

141.  What is the purpose for using the technology?  What information will be collected and how will it be used?  Will the technology and/or information be used for secondary purposes? If so, under what circumstances? Questions that must be answered:

142.  Will the technology and/or information be shared with others?  Will the information be aggregated with other data? Questions continued

143.  What measures will prohibit:  Unauthorized access or use of technology/information  Unauthorized release of information Additionally

144. Two Key Questions:  Do we do our Job ?  How we do our Job ?  Do we improve how we do our Job ?  How do we capture, document and sell what we do… “There are police agencies that report crime and police agencies that investigate crime” …Which one are you? Our Operations

145. Our Policies  Do we write good Policy  Do we keep our Policies current and up to date  Do we train everyone on the Policy  Do we enforce the compliance of the policy on everyone fairly and appropriately Our Operations

146. Agency culture is developed and sustained by leadership  Zero-tolerance for poor behavior and conduct  Hold people accountable and deal with poor performance  Demand proper work ethic and attitude  Mentor, train and manage  Provide exemplary leadership Our Operations

147.  Promote Proactive training  Promote Proactive mentorship and story telling  Promote critical thinking and decision making  Provide 7 steps training Develop and Grow Officers

148. “If we handle today correctly, tomorrow will take care of itself” Dr. John Maxwell WE MUST PREPARE FOR TOMORROW

149. BUDGET VERSUS OPERATIONAL NEEDS PUBLIC PRESSURE AND POLITICIANS REACTIONS Its all the perceptions afoot… CURRENT MEDIA EXAMPLES OF POLICE ISSUES

150. Oakland California Jan. 24th 2013 Council president Pat Kernighan "It's a relief after four years of budget cutting," Kernighan said. "However, we need to hold most of that surplus in case the state takes back redevelopment funds. The state is being very aggressive with cities, including Oakland." Kernighan said that despite the unexpected surplus, Oakland faces a big financial drain in the form of pension debt.

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

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

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

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

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

156. Everett Mass. “Overall, the tone set by the Board is that crime is rising and the city needs to make an investment in police resources to ensure public safety.” HEADLINE: Police and Public Safety Issues top Aldermen’s Agenda April 10, 2013

157. It may not be a sexy issue, but safety in the Dallas Arts District will be one of Catherine Cuellar's top goals as executive director of the district, she told me in a recent interview.Catherine Cuellar Cuellar, who started her new job on April 15, said without a safe environment, nothing else matters. Dallas Business Journal May 24 th 2013

158. Primary among those risks is rejection by voters, who are primarily concerned about crime in Stockton, which tallied a record 72 homicides in 2012, and may worry their taxes go mostly to the city's creditors instead of making the streets safer. Silva said his police-first initiative is aimed directly at diffusing those concerns. "For me, public safety has to remain the priority. And some money, the part that is earmarked for public safety, that has to be restricted," he said Friday. Stockton, California May 25 th, 2013 - Mayor Anthony Silva

159.  Oldest and largest law enforcement association in State  Started POAB Pension  Represents “ALL” law enforcement  Most inclusive “In unity there is Strength” …POAG Motto  Most Diverse and Expert Pool of Members in the State to provide support and assistance  Creation of a Foundation to use Corporate and Private Resources to support and fund law enforcement projects HOW CAN POAG HELP

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

161.  Training  Research  Resource Pool  Peer to Peer Counseling  Scholarships  Valor and Meritorious service recognition  Active Website resource  Discounts, insurance, financial vest program  The Foundation benefits POAG SERVICES

162.  Scholarships for active officers and dependents  Training both regional and at the annual Conference  Research to develop best practices  Collaborations to promote intelligence led policing  History “The Georgia Peace officer Archive”  Death Benefit for Peace Officers THE POAG FOUNDATION 501 (c) (3)

163.  Promotes professional behavior and conduct  Reduces complaints and problems  Reduces risk of adverse political issues and social conflicts  Mitigates risk of civil liability  Builds credibility and develops professional reputation  Enhances image and promotes positive perceptions POAG 7 Steps training

164. 1. Do Right at all times: Follow the law, your agency policy, procedures and training. 2. Never be held hostage to your emotions: Never let your anger influence your conduct and behavior or be drawn into a situation where your personal feelings conflict with your professional obligations, responsibilities or duties. Seven Steps for Officers

165. Never make poor or marginal cases based upon people being disrespectful through their behavior or speech. Insure that disorderly conduct, obstructions and other charges based upon bad behavior and conduct are objective and clearly violate elements of a particular crime. NO P.O.P. Don’t violate the First Amendment. Maintain a professional attitude at all times, free from anger and motivated to placate situations, rather than aggravate and intimidate. Treat everybody with dignity and fairness and be consistent. Seven Steps Number 2 Continued

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

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

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

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

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

176.  Premier training  Statewide networking opportunity  Hospitality suite and discounts on restaurants  Golf and firing range POAG Training Conference Savannah August 10-13

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

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

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

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

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

182. 1.Spanish for the Street Officer (Must attend the entire Class 8-11 thru 8-13) Uniform Patrol Track

183. JOHN B. EDWARDS Office 912 557 4793 Home 912 739 2737 Cell 912 618 9193 Thank you and God Bless you all !