1. Community Wellness: “Team Building and Maintaining Community Partnerships” Pahoa, Hawaii 2009

2. Housekeeping Coffee Restrooms Phone calls Outgoing * Cell Phones * Pagers Breaks/Meals Sign-in Roster Schedule Participant Notebooks Restrooms Coffee Telephone s

3. Introductions

4. TRAINING GOALS To increase understanding of Community Policing To build and maintain partnerships between community and police To build effective problem-solving teams To identify and work on your own community issues. Have FUN!!!

5. Objectives –Build team relations –Re-Establish and build partnerships –Learn about community policing strategies to apply in your own communities –Develop an action plan to continue community building work

6. Ground Rules Respect the opinions of others Be an active, empathetic listener Get everyone involved Recognize the value of making mistakes Be prepared to start and end on time Decision making through consensus Have Fun!

7. What do you hope to get out of this training?

8. What is Weed & Seed Weed and Seed is foremost a strategy—rather than a grant program—that aims to prevent, control, and reduce violent crime drug abuse, and gang activity in designated high- crime neighborhoods across the country.

9. The Weed and Seed strategy is a multilevel strategic plan that includes four basic components: law enforcement; community policing; prevention, intervention, and treatment; and neighborhood restoration. Four fundamental principles underlie the Weed and Seed strategy: collaboration, coordination, community participation, and leveraging of resources. Strategy

10. … a philosophy wherein the police and the community share resources and responsibility for solving recurring problems that directly or indirectly threaten community safety or livability. -Western Community Policing Institute Community Policing Partnerships + Problem Solving

11. How do we build healthy communities? Schools Non-profits Businesses Citizens at Large Other Public Safety Government Social Services Police COMMUNITY WELLNESS

12. What can Law Enforcement do? Strategy What can Community do?

13. To form a partnership with the community in order to create a safe and secure environment. Mission: Community Policing

14. Overview of Hawaii Police Department Mission Vision Values

15. Mission Statement The employees of the Hawaii Police Department are committed to preserving the Spirit of Aloha. We will work cooperatively with the community to enforce the laws, preserve peace, and provide a safe environment. Vision Statement The Hawaii Police Department is committed to providing the highest quality of police service and forming partnerships with the community to achieve public satisfaction making the Big Island a safe place to live, visit, and conduct business. Core Values Integrity Professionalism Compassion Teamwork Community Satisfaction

16. Mission The employees of the Hawaii Police Department are committed to preserving the Spirit of Aloha. We will work cooperatively with the community to enforce the laws, preserve peace, and provide a safe environment. The employees of the Hawaii Police Department are committed to preserving the Spirit of Aloha. We will work cooperatively with the community to enforce the laws, preserve peace, and provide a safe environment. We are committed to the following core values: IntegrityProfessionalismCompassionTeamwork Community Satisfaction

17. Aloha Spirit Law Aloha Spirit Law Hawai’i Revised Statutes, Chapter 5, Section 7.5 Hawai’i Revised Statutes, Chapter 5, Section 7.5 (a) The Aloha spirit is the coordination of the mind and heart within each person. It brings each person to the self. Each person must think and emote good feelings to other. In the contemplation and presence of the life force. Aloha, the following unuhi laula loa (free translation) may be used: Akahai, meaning kindness to be expressed with tenderness; Lokahi, meaning unity, to be expressed with harmony; Olu’olu’, meaning agreeable, to be expressed with pleasantness; Ha’aha’a, meaning humility, to be expressed with modesty; Ahonui, meaning patience, to be expressed with perseverance.

18. Aloha Spirit Law Aloha Spirit Law These are traits of character that express the charm, warmth and sincerity of Hawai’i’s people. It was the working philosophy of native Hawai’ians and was presented as a gift to the people of Hawai’i. Aloha is more than a word of greeting or farewell or a salutation. Aloha means mutual regard and affection and extends warmth in caring with no obligation in return. Aloha is the essence of relationships in which each person is important to every other person for collective existence. Aloha means to hear what is not said, to see what cannot be seen and to know the unknowable.

19. The Aloha Spirit What is there about our Department or Community which makes individuals unable to live the Aloha Spirit?

20. The Aloha Spirit Where is our Department or Community failing, in efforts to get individuals to show more kindness?

21. The Aloha Spirit What does it mean to work cooperatively?

22. In our professional responsibilities, individual contacts and personal relationships: What does it mean to have Integrity?

23. In our professional responsibilities, individual contacts and personal relationships: How do we exhibit Professionalism on a daily basis as we work together?

24. In our professional responsibilities, individual contacts and personal relationships: How integral is Compassion in partnerships and dealing with community problems.

25. In our professional responsibilities, individual contacts and personal relationships: How important is Teamwork in our everyday efforts to build healthy communities on the Big Island?

26. In our professional responsibilities, individual contacts and personal relationships: What does Community Satisfaction look like?

27. What is your responsibility as a leader in your agency and your community?

28. On policing... “... The police are the public and the public are the police...” - Sir Robert Peel 1829 “To maintain at all times a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only the members of the public that are paid to give full-time attention to the duties which are incumbent on every citizen in the interest of community welfare and existence.”

29. Leadership Leadership…the art of getting others to want to do something that you are convinced should be done. - The Leadership Challenge

30. What are emotional Intelligences (emotional quotient?) “The level of your ability to understand other people, what motivates them and how to work cooperatively with them.” H. Gardner – Harvard Theorist Self-awareness Self-regulation Motivation Empathy Social Skills INTERPERSONAL INTRAPERSONAL What is a leader? “The process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation.” Heresy and Blanchard, 1988:86) How do you do this? Emotional Intelligences

31. Self-awareness Self-awareness: The ability to recognize an emotion as it “happens” is the key to your EQ. Developing self- awareness requires tuning in to your true feelings. If you evaluate your emotions you can manage them.

32. Self-awareness Emotional awareness: Your ability to recognize your own emotions and their effects. Self-confidence: Sureness about your self-worth and capabilities.

33. Self-regulation Self-regulation: You often have little control over when you experience emotions. You can, however have some say in how long an emotional will last by using a number of techniques to alleviate negative emotions such as anger, anxiety or depression. A few of the techniques include recasting a situation in a more positive light, taking a long walk and meditation or prayer. Self-regulation involves:

34. Bridging Police and Community How does the other group perceive us? What I wish the other group would understand about us is… The three most important things I need from the other group are…

35. Self-regulation Self-control: Managing disruptive impulses. Trustworthiness: Maintaining standards of honesty and integrity. Conscientiousness: Taking responsibility for your own performance. Adaptability: Handling change with flexibility. Innovation: Being open to new ideas.

36. Empathy The ability to recognize how people feel is important to success in our life and career. The more your are at discerning the feelings behind others’ signals the better you can control the signals you send them. An empathetic person excels at:

37. Empathy Service orientation: Anticipating, recognizing and meeting clients’ needs. Developing others: Sensing what others need to progress and bolstering their abilities. Leveraging diversity: Cultivating opportunities through diverse people. Political awareness: Reading a group’s emotional currents and power relationships. Understanding others: Discerning the feelings behind the needs and wants of others.

38. Team Building

39. Objectives for Team Building Identify the benefits of working as a team Develop a teamwork environment Demonstrate team development techniques Enhance trust and consensus building skills

40. Team – A Definition “A small group of people with complementary skills, committed to a common purpose, with specific goals, a common working approach, and mutual accountability.” - The Wisdom of Teams

41. Why work as a team? A team combines multiple skills, experience, and diverse backgrounds. A team gets better results than a collection of individuals working on their own. (Synergy) A team is more flexible than a permanent structure or system. A team is more productive because their members are committed to a common goal. As a result of all this, a team delivers results.

42. Ten Characteristics of an Effective Team 1)A meaningful mission. 2)A clearly defined outcome. 3)An understanding of cultural norms and their impact on communication, problem solving, and conflict. 4)A set of shared values that clearly demonstrate dignity and respect. 5)A cultivation of different viewpoints. 6) A willingness to get the job done. 7) Loyalty and devotion to the team experience. 8) A desire for individual and collective growth. 9) An openness to new experiences and processes. 10) Shared laughter and humor as part of the team experience

43. Decisions by Consensus All members are heard. All members are honest. Everyone’s input is considered equally. All relevant information has been shared. Genuinely searching for new solutions. Personal sacrifice for the sake of the team; be willing to “live with” a decision. Support the action as if the decision was your own.

44. Problem-Solving Styles Collaborator = Big Picture (May neglect the nuts and bolts) Contributor = Task Oriented (May be short-sighted) Communicator = Builds Trust (May over-emphasize team climate) Challenger = Provides Reality Checks (May question relentlessly)

45. Passengers on the U.S.S. Consensus 19 year old AIDS patient 54 year old Doctor 33 year old Carpenter 16 year old unwed Pregnant Girl 42 year old Deputy Sheriff 23 year old Beauty Queen 49 year old Ship’s Captain 25 year old Professional Baseball Player 37 year old Plumber 40 year old IBM Executive

46. Your Team We are… We believe in… Our responsibilities as community policing leaders are to…

47. Our Team Combine the words and phrases on your lists to make a couple of sentences which defines who you are, what you stand for, and your reason for being a community policing team. Use this to create a team motto and flag.

48. Building Community Partnerships

49. Partnership Objectives Understand the benefits of building police-community partnerships Learn the importance of focusing on “conditions”; not assigning blame Identify the “communities of interest” for your community issues and obtain strategies for recruiting involvement Understand the dynamics of community meetings and how to conduct them

50. Benefits of Building Partnerships Increase potential for impacting crime, fear of crime, and quality of life issues Coordinate and leverage resources from all areas of the community Increase trust and understanding Strengthen organizational support Create a network of assistance Use a more strategic approach

51. Community Involvement Pyramid Involvement in decision making Information and skills Access to a variety of roles Positive Expectations

52. Trigger Event Community crisis –Injury or death –Natural Disaster –Community Victimization A problem is identified –“last straw” –Personal victimization Video: “High Noon”

53. Communities Geographic Family Extended Family Neighbors Neighborhood Associations Towns and Cities Tribal Communities Interest Common Interests –Religion –Work –Hobbies –Ethnicity Common Concerns –Crime –Fear of Crime –Traffic –Environment

54. Community of Interest Citizen Police Government

55. Who should we involve? Who’s causing/enabling the condition /problem? Who are the victims of the condition /problem? Who has the authority and/or the ability to affect the condition /problem? (Consider government, citizens, and law enforcement in each question)

56. Agree on some operational ground rules Take small steps Maintain communication with all members in the group, not just its leaders Regularly assess the purpose of the group and its goals Make sure to serve everyone’s concerns Do not allow “factions” to develop and separate the group Distribute duties and power throughout Enjoy the process Maintaining Relationships

57. The Harvey Story Players (in order of appearance): Harvey Father Mother Police Officer Judge Probation Officer House Parent Bill

58. Benefits of Focusing on Conditions Allows joint ownership and joint participation in problem solving. Enables the development of clear goals and specific strategies for planned change. Helps to identify the realities involved in a problem situation. Has potential to benefit all who are affected by the conditions. Has potential for expanded success through problem solving.

59. Next Steps Formalize a community policing action committee (police, government, community) Learn together...and train others Identify a community problem on which to work Advertise for involvement Network and partnership Take small steps

60. Celebrating Success Award/encourage each other for individual tasks completed –Sponsor a luncheon –Award certificates (formal or funny) Hold an event related to your accomplishment –A picnic in a park that you reclaimed –A street party on a street where you eliminated abandoned vehicles –A night walk in an area which used to feel unsafe Advertise !!

61. PROBLEM SOLVING

62. PROBLEM SOLVING - activity The Problem: “What is a on-going problem that continues to exist for your community.”

63. PROBLEM SOLVING - activity What? So What? Now What?

64. Problem Solving - Objectives To be able to recognize a “problem” Clarify the problem solving process and how it might help to reduce crime, fear of crime, and quality of life issues To gain practical experience with the SARA problem solving model Understand the crime triangle as a scanning and analysis tool Promote partnerships between stakeholders

65. Problem Solving –Understand the problem/issue –Assess Resources –Explore possible solutions/strategies –Select and implement a solution/strategy –Evaluate the impact

66. Problem Solving - situation You are out on a picnic and it starts to rain Beer bottles are littering the local park You receive a call for help regarding a domestic squabble

67. Problem Solving Models SARA Scanning Analysis Response Assessment Six Step Method –Problem Identification –Asset Mapping –Underlying Conditions –Planning –Implementation –Evaluation

68. The Problem-Solving Process (SARA) A guide, not a procedure S canning A nalysis R esponse A ssessment

69. The Problem-Solving Process (SARA) S canning A nalysis R esponse A ssessment

70. Problem Identification Build a service (Level 1 Prevention) Address a recurring problem (Level 2 Prevention) Increase community awareness (Level 1 or 2 Prevention) Other?

71. Scanning - What is your Problem? Working in your groups discuss the problem you will use to work through the SARA model Keep your problems manageable and focused Write out your problem in a one/two sentence statement Share your problem statement with the class

72. Scanning Definition –Two or more incidents –Direct harm to public –Public Expectations –Does it affect the safety, livability, or quality of life? Problems can be –Crime related –Order maintenance related –Traffic related –Disaster and Emergency service delivery

73. SCANNING– “Learning About the Problem” Strategies for information –Personal observations –Talking and listening to officers –Reviewing all reports –Newspapers –Interview people Ask simple questions –What is occurring –Who does it affect? –When is it occurring? –Where is it occurring? –How is it impacting the community?

74. Scanning – Information Resources Police Department –Crime Analysis –Records –Crime Prevention –Communications –Other Law Enforcement agencies –Investigative Division –Others… In the Community –Neighborhood Residents –Elected Officials –Schools –Non-profits –Media –Business Groups –Community Groups –Civic Groups –Community Surveys

75. Goal: Learning about the problem, to understand underlying conditions creating the problem. Analysis –What do you need to know to solve the problem? –Look carefully at: Actors (Victims, Offenders, Others) Incidents (Behaviors, Times, Locations) Responses (What has been tried?)

76. Fire Triangle FUEL HEAT OXYGEN All three must be present

77. The Crime Triangle or Problem LOCATION OFFENDER (All 3 must be present.) VICTIM Crime

78. Identifying Stakeholders Identify Stakeholders - Who is affected by this problem? VictimsSuspectsLocations Third Party Stakeholders

79. Analysis (Investigation) ANALYSIS Determine the questions you have for each individual or group that is affected by this problem. What specific source would you go to for the answer? Gather information to answer your questions. QUESTIONSANSWERS

80. Analysis – Identifying Patterns What is similar about the event? –What are the patterns in the time the events occur? –What do the locations have in common? –What common activity surrounds the events? –What characteristics do the suspects share? –What do the victims have in common? –What do these patterns suggest about the problem?

81. Why? Analysis – Birds are making a mess of the Lincoln Memorial

82. Has your problem changed - What do I fix? After the ANALYSIS, go back to SCANNING. What is the problem? Based upon your ANALYSIS, describe what the problem is now:

83. Setting Goals – Desired Outcome RESPONSES ESTABLISH GOALS OF PROBLEM SOLVING EFFORTS What are you trying to accomplish, based on your NEW understanding of the problem? Short Term: Long Term:

84. Responses – How do I fix it? RESPONSES - Action Plan PLANNING AND COORDINATING STRATEGIES What strategies are you going to apply to solve this problem? What resources are needed? Who will implement your strategies (partnerships)? STRATEGIESRESOURCES / PARTNERSHIPS

85. Responses – Planning for Action The strategy chosen must go beyond the incident and address the underlying problem Don’t wait for the “perfect” solution The solution should be aimed at: Providing a livability improvement for the residents of the community Reducing police workload

86. Coordinated Response – 3 E’s Problem or Crime VICTIM EDUCATION ENGINEERINGENFORCEMENT

87. The Crime Triangle or Problem OFFENDER Eliminate at least TWO SIDES VICTIM Crime

88. Assessment Goal: Measure the impact of response on problem 1. Why do you think this step is important? 2. It can answer the question, “Did we solve the problem?” 3.How do you know? 4.Was the process effective?

89. Five Measures of Success 1.Totally eliminate the problem. 2.Substantially reduce the problem. 3.Reduce harm or fear associated with problem. 4.Improve police response to the problem. 5.Redefine problem responsibility.

90. Assessment – Did I fix it? ASSESSMENT How can you assess the effectiveness of your problem solving effort? Did you: 1) Eliminate the problem? 2) Reduce the problem? 3) Reduce the harm or fear associated with the problem? 4) Improve a response to the problem? 5) Redefine the responsibility for the problem? What specific measures did you use to know that you have achieved your goals?

91. Next Steps: Celebrate your successes Acknowledge your mistakes If it did not work do SARA again or try another model Write new action steps Make new assignments If successful take on something else

92. Assessment What have/are you doing to ensure that the problem does not return?

93. Maintenance – Will it come back? MAINTENANCE What are you doing to ensure the problem does not return? How will you monitor the problem? How can we strive for continuous improvement?

94. Group Presentation Outline Step One: Our group’s ideas Step Two: Our resources/partnerships Step Three: What we still need to know Step Four: Our solution – Action Planning »What specifically will we do? »How will our plan operate? »Who will help? »Do we have community buy-in? »What are the possible consequences?