1. WATERTOWN POLICE DEPARTMENT CAREER SURVIVAL TRAINING FOR SUPERVISORS Presented By: Capt. Mark Meddaugh & Sgt. Robert Kaminski

2. CAREER SURVIVAL TRAINING The goal of career survival training is to discuss ethics and ethical behavior. Street Survival vs. Career Survival

3. ETHICS & VALUES Ethics- a code of values that guide our actions and choices that determines our purpose and course of our lives. Values- beliefs upon which our actions and decisions our based. Ethics is a mindset that should permeate every aspect of supervision and training. Trautman 2008

4. ETHICS PRETEST

5. ETHICAL NEEDS ASSESSMENT An ethic needs assessment is the collecting of a wide assortment of information concerning the needs of an organization.

6. ETHICAL NEEDS ASSESSMENT Four ways to collect information Records-discipline records, internal audits, evaluations, and professional standards reports.Records-discipline records, internal audits, evaluations, and professional standards reports. Interviews- group or private conversationsInterviews- group or private conversations Surveys- confidentialSurveys- confidential ExaminationsExaminations

7. ETHICAL NEEDS ASSESSMENT Nationwide research shows that the focus of ethics training should be for officers with 5-10 years of experience. Our own needs assessment confirms this, as the majority of disciplinary actions against officers of the Watertown Police Department falls in this same experience range.

8. ETHICS Where do supervisors fit in. First line supervisors are vital to the future of any agency. Sergeants serve as the first line of defense against wrongdoing- they either condone or ignore minor transgressions, or they confront and stop them.

9. LEADERSHIP: THE FOUNDATION UPON WHICH INTEGRITY GROWS Leadership- the process through which people motivate, direct, influence and communicate with those they work with to get them to perform in ways that will help the organization achieve it’s goals. As a supervisor you assume the responsibility to do the right thing, to get involved, and to make a difference.

10. THE COMMANDMENTS OF LEADERSHIP If you do good, people will accuse you of ulterior motives. Do good anyway Do good anyway If you are successful, you win false friends and true enemies. Succeed anyway Honesty will make you vulnerable. Be honest anyway The biggest men with the biggest ideas can be shot down by the smallest men with the smallest minds. Think big anyway What you spend years building maybe destroyed overnight. Build anyway People really need help, but may attack you if you help them. Help them anyway Give the world the best you’ve got, knowing you may get kicked in the teeth. Give the world the best you’ve got anyway

11. LEADERSHIP You serve your officers by being able to confront them when they have a problem and hold them accountable for there actions. You are not their friend, you are their sergeant.

12. WIIFM “What’s in it for me” Malcom Knowles, the father of adult learning. How do you benefit from this training? - Civil / Vicarious liability -More ethical officers make your job easier. -Your officers are a reflection on you. -Fair and consistent leadership

13. CAUSES OF MISCONDUCT The four most common causes of misconduct. (ranked highest to lowest) -Greed-Anger-Lust -Peer Pressure

14. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS How many officers across the United States were decertified between 1990 and 1995? -2,296 (this does not include officers who were allowed to resign and several states including Wisconsin do not decertify officers) The average age of decertified officer was? - 32 NATIONAL INSTITUTE OF ETHICS

15. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS Decertified officers worked at an average of how many departments? -2.16

16. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS Other statistics -56% were city officers- 66% of work force -33% were county deputies- 25% of work force -11% were state officers- 8% of work force

17. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS Rank of decertified officers -Patrolman-59%-Deputy-22%-Sergeant-5%-Trooper-4%-Detective-3% -Special Agent-3%

18. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS What was the average years of service for decertified officers? -7.2 years

19. NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSIS The four most common acts of unethical misconduct are? 1. False reports / statements 2. Theft 3. Sex offense other than rape 4. Battery

20. CORRUPTION CONTINUUM 1. LEADERSHIP INDIFFERENCE TOWARD INTEGRITY 2. IGNORING OBVIOUS ETHICAL PROBLEMS 3. HYPOCRISY AND FEAR 4. HOPELESSNESS AND SURVIVAL

21. COROPTION CONTINUUM Phase 1- Leadership indifference towards integrity - Administrators say they want an ethical workplace, but their actions don’t mirror that sentiment.

22. CORRUPTION CONTINUUM Phase 2- Ignoring obvious ethical problems -Lack of knowledge- Administrators don’t know what they can do to prevent or stop unethical behavior. - Self-centeredness- Administrators believe that if they bring attention to their integrity needs it could hurt them personally.

23. CORRUPTION CONTINUUM Phase 3- Hypocrisy and fear -This phase is only possible after an administration has ignored the ethical needs of their organization for years.

24. CORRUPTION CONTINUUM Phase 4- Hopelessness and survival - Employees will do whatever it takes to survive in a corrupt environment - Honest employees fear corrupt employees - FTO’s are resentful and bitter - Officers that should be fired are allowed to resign - Officers don’t believe the situation will improve

25. SIGNS OF MISCONDUCT Red flags to watch for -Anger-Bitterness -Poor performance -Change in behavior -Cynicism-Withdrawal

26. COMMON ETHICAL PROBLEMS Supervisors may encounter -Lying -Time theft -Excessive force -Insubordination -False reporting -Favoritism -Code of Silence -Sexual Harassment

27. SELF ACCOUNTABILITY The five requirements for self accountability 1.Administrators acknowledge and correct flaws of the current discipline system. 2.Administrators openly hold themselves accountable for addressing ethical problems. 3.Track levels of integrity and hold meetings to address data. 4.Establish a training program on corruption and consequences of misconduct. 5.Transform view of administrators so employees want to hold themselves and others accountable for their actions.

28. SELF ACCOUNTABILITY Correct the flaws of your current disciplinary system -Use progressive discipline -Clear expectations -Fair rules and regulations -Employee ability to voice dissatisfaction with policy -Clear understanding of consequences of policy violations -Employees opinions on policy are welcome

29. SELF ACCOUNTABILITY Administrators hold themselves accountable for addressing obvious ethical problems -Integrity needs assessment - Role models for self accountability

30. SELF ACCOUNTABILITY Leaders held accountable by tracking statistical indicators of integrity -CAT (Constant Accountability Tracking )

31. SELF ACCOUNTABILITY Education as an element of accountability -Research findings -Case studies

32. SELF ACCOUNTABILITY Steps to transform an adversarial culture into one of self accountability -Address obvious internal problems -Demand honorable, respectful leadership -Promote self-accountability rather then discipline -Conduct powerful career survival training

33. CONTINUM OF COMPROMISE The progression towards compromise or becoming embroiled in compromising events. -Sense of victimization -Acts of Omission -Acts of commission-administrative -Acts of commission-criminal

34. CONTINUM OF COMPROMISE Sense of victimization -Officers frequently develop a perceived sense of victimization over time -Officers whose jobs become their lives are at greatest risk (over invested) -Officers see the world with an “ Us vs. Them perception” -Over invested officers believe the only people you can trust is another cop, “a real cop”

35. CONTINUM OF COMPROMISE Acts of Omission -Officers rationalize and justify not doing things they are responsible for doing - “If they don’t care about us, why should we care about them?” -”You will never get in trouble for the stop you don’t make” -This results in decreased productivity and passive resistance to organizational mandates.

36. CONTINUM OF COMPROMISE Acts of Commission-Administrative - Officers commit administrative violations, breaking small rules which stand in the way of “real police work” -Carrying unauthorized equipment -engaging in prohibited pursuits -drinking on-duty -romantic interludes at work -not reporting accidents, etc.

37. CONTINUM OF COMPROMISE Acts of Commission-Criminal -Evidence destruction -Embellished overtime records -Payoffs from businesses -”What the hell, we put our lives on the line and they owe us.” -Officers face criminal charges when caught committing illegal acts.

38. CONTINUM OF COMPROMISE What Supervisors Must Do - They must recognize and proactively address potential ethical violations before major problems develop. - Supervisory acts of omission occur frequently. Not taking care of the “little things” can ultimately be devastating to individual officers and organizations as well.

39. CONTINUM OF COMPROMISE What Supervisors Must Do Cont. - Supervisors need practical skills, a willingness to use these skills and they have to be held accountable for fulfilling their own vulnerabilities along with the mixed messages they sometimes send. - They do not have the luxury of simply talking about ethics they have to “walk the talk” and be day- to-day role models. Unethical behavior by supervisory and command personnel only models unethical behavior.

40. OATH OF HONOR VIDEO

41. LAW ENFORCEMENT OATH OF HONOR On my honor, I will never betray my badge, my integrity, my character or the public trust. I will always have the courage to hold myself and others accountable for our actions. I will always uphold the constitution, my community, and the agency I serve agency I serve International Association of Chiefs of Police

42. Questions?&Comments