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08-08-2013 Council Workshop City of Clermont MINUTES COUNCIL WORKSHOP August 8, 2013 The Clermont City Council met in a workshop on Thursday, August 8, 2013 in the Council Chambers at City Hall. Mayor Turville called the workshop to order at 7:12pm with the following Council Members present. Van Wagner, Mullins, Goodgame and Bates Other City officials present were: City Manager Gray,City Clerk Ackroyd, Police Chief Broadway and Assistant City Manager Blankenship. International Association of Chiefs of Police Presentation City Manager Gray provided background information on how this process began. Police Chief Broadway introduced the Police Department staff present City Manager Gray introduced Jerry Needle, former Director of Programs and Research for the International Association of Chiefs of Police(IACP). Jerry Needle thanked the Council and City Manager Gray for the opportunity to serve the city. He introduced staff in attendance to include: Dr. Jessie Lee, Jr, Manager, Police Services; and Palmer Wilson, Senior Associate Consultant Mr Needle reviewed the purpose of the assessment; principal findings, and three objectives. There was an a-survey with a 41 percent response and 59 percent non- response. There were also one on one interviews with everyone interviewed in the departments Mr. Needle reviewed the results of the e-survey consisting of cultural dimensions, assets and deficits. Furthermore, he reviewed the results of the interviews to include: assets, strengths, positives and challenges. The bottom line is fresh leadership is producing positive cultural changes in the workforce. Leadership needs to continually monitor conditions, sustain what we believe is early momentum and attend to expectations. The platform for successful change is in place. The three guidelines to move forward are: reinforce the positives, address the challenges, and build capacity. The overall favorable categories include: manageable workload, normal crime picture, experience profile and enthusiasm for the future. The existing challenges are lingering cultural distrust and communications issues. Mr Needle advised he would be available for questions. Council Member Goodgame commended the law enforcement officers. City Manager Gray clarified all interviewed except for one. Dr.Jessie Lee commented staff will be available for any type of interpretation for the city to contact. City Manager Gray noted the next step is for he and Chief Broadway to review the data, contact Dr Lee and report back to the officers. Mayor Turville expressed appreciation for a support system associated with this Chief Broadway thanked the IACP for the assessment and commended the leadership team for their efforts. City Manager Gray recognized there is healing within the Police Department and is committed to working with the Police Department in moving forward. 1 City of Clermont MINUTES COUNCIL WORKSHOP August 8, 2013 Ann Dupee commended the department on the National Night Out event. Jim Purvis, 4206 Hammersmith Drive, commended staff for having the assessment done and thanked the Police Department staff for taking part in the survey. City Manager Gray noted this gives staff time to review and move the agency forward. Council Member Goodgame asked to keep the Council informed. Other City Manager Gray commented on the Sector Plan process There will be a joint workshop scheduled with the City of Clermont and Lake County. It will be held in the evening at the Community Center. The Lake County Commission will have a meeting on October 22 at the Community Center. Charlene Forth expressed support for the Police Department and Chief Broadway. In closing, Mayor Turville expressed appreciation to the Police Department staff and commended staff on the National Night Out event. ADJOURN: With no further comments,the workshop was adjourned at 8:16pm. 2 THE CLERMONT POLICE DEPARTMENT MOVING FORWARD AN ORGANIZATIONAL CULTURE ASSESSMENT BY THE INTERNATIONAL ASSOCIATION OF CHIEFS OF POLICE Serving the Leaders of Today, Developing the Leaders of Tomorrow TABLE OF CONTENTS Introduction i Executive Summary 1 Chapter I. The Cultural Context 4 Section 1: Mission,Goals and Objectives 4 Section 2: The Service Base 5 Section 3: Organization and Staffing 5 Section 4: Initiatives, Priorities, and Intents 7 Section 5: Serious Crime 9 Section 6: Traffic Accidents and Enforcement 10 Section 7: Workload - Calls for Service 10 Section 8: Resources - Appropriations 12 Section 9: Policies and Procedures 13 Section 10: Training 13 Section 11: Performance Appraisal 15 Section 12: Experience Profile 16 Chapter II. Workforce Perceptions: E-Survey Overview 17 Section 1: Respondent Profile 18 Section 2: Workforce Response - Overview 18 Section 3: Responses by Class 20 Section 4: The Parameters 21 Chapter III. Workforce Perceptions: E-Survey Detail 23 Section 1: Cultural Assets 23 Section 2: Cultural Deficits 27 Chapter IV. Workforce Perceptions: Conditions and Practices Interviews 29 Section 1: Interview Structure 29 Section 2: Assets, Strengths, Positives 29 Section 3: Sustaining and Protecting the Positives 31 Section 4: Challenges 32 Section 5: Addressing Challenges 33 Chapter V. Going Forward 34 Section 1: The Change Environment 34 Section 2: Reinforce the Positives 35 Section 3: Address the Challenges 35 Section 4: Build Capacity 36 Tables Table 1: Serious Crime 2008-2012 9 Table 2: Activities and Calls for Service (8/18/2008 to 6/21/2011) 11 Table 3: Salary Trends 12 Table 4: 2012 CPD Training Summary 14 Table 5: Experience Profile 16 Table 6: CPD Conditions and Practices Responses (Satisfaction Levels) 19 Table 7: CPD Conditions and Practices Responses by Survey Class 21 Charts and Appendices Chart 1: Police Department: Fiscal Year 2012-2013 6 Appendix 1: Clermont PD Workforce Survey Summary - Responses by Item 37 , INTRODUCTION The city of Clermont engaged the International Association of Chiefs of Police (IACP) to assess the culture of the Clermont Police Department (CPD). The program of work was designed,collaboratively,to surface information and action recommendations to position the City Manager,Chief of Police,and men and women of the CPD with ideas to promote immediate and longer-term police and public safety progress. To be clear, from the outset, the intent was to move the department forward and not to retrace past events. ASSESSMENT OBJECTIVES The objectives of the Assessment, expressed as potential benefits in our proposal, were to: ❑ Accelerate diagnosis and explanation of current workplace culture, conditions, and practices, positive and not positive. ❑ Prepare a menu of constructive improvement actions where potential exists. ❑ Identify best practice innovations. ASSESSMENT DESIGN To capture culture and conditions, an issues-comprehensive and workforce-inclusive assessment protocol was developed that offered a voice to everyone in the CPD. ❑ The Diagnostic Framework. Incorporating insights gained from examination of recent CPD history, largely print media-based, and an on- site discussion with city and CPD stakeholders, the IACP assessment team designed a protocol to examine 16 dimensions of organizational culture and practice. ❑ Data Collection-The E-Survey. An electronic survey was opened to every member of the CPD, sworn and non-sworn, on February 25,2013. The 123- item survey was presented in draft form for piloting prior to formal release. Chief Broadway informed the workforce of the survey opportunity and its intended purposes. Anonymity and confidentiality were pledged by the IACP, in the survey instructions. The final return (response) was received in late March. i ❑ Data Collection-Conditions and Practices Interviews. The E-Survey was complemented by one-on-one interviews, on-site at CPD Headquarters. These interviews were conducted by three IACP assessment team professionals. THE RESPONDENT UNIVERSE The E-Survey was made available to 56 members of the CPD, the entire staff on the date of release. Twenty-three (23) responses were received, 41%. Every member of the CPD was interviewed face-to-face, we believe. ASSESSMENT STAFF Field staff included Jerry Needle, former Director of Programs and Research; Dr. Jessie Lee, Jr., Manager, Police Services; and Palmer J. Wilson, Senior Associate Consultant. Tracy Phillips,Senior Project Specialist conducted HQ work. Vincent Talucci,Director of Programs and Research, managed the study. ACKNOWLEDGEMENTS For their leadership, guidance, and cooperative collaboration, we acknowledge the contributions of: ❑ Darren Gray, City Manager, City of Clermont ❑ Charles L. Broadway, Chief of Police, Clermont Police Department ❑ Michael McMaster, Lieutenant, Clermont Police Department Our thanks go to the men and women of the Clermont Police Department who participated in our interviews, took the time to complete the workforce E-Survey, and offered a welcoming and supportive environment to the assessment staff. ii The Clermont Police Department: Moving Forward EXECUTIVE SUMMARY The CPD has paid a price for the cultural turbulence of recent years. Cliques developed. Cross-agency trust suffered. Secretiveness became, to some, a necessary protective behavior. It is with this backdrop that this Organizational Culture Assessment was conducted. Made clear from the outset, the city's intent was not to retrace/reexamine recent events but to move the CPD forward. The Assessment produced a substantial body of information and observations on a broad range of CPD conditions and practices. Distilled to fundamentals, we find a current culture that is: ❑ Optimistic About Evolving Internal Change and Direction ❑ Excited About Professional Growth Opportunities ❑ Tempered by a Trust Limitation ❑ Determined to be Respected by the Community and Peer Law Enforcement Agencies. With information from this Assessment to help, city government officials, CPD leadership, members of the workforce, and the citizens of Clermont should forge a strategy to: ❑ Reinforce Cultural Positives (Assets) of the CPD ❑ Address Cultural Challenges (Deficits) of the CPD ❑ Continue to Build CPD Capacity to Serve the Public. It is worth noting that this Assessment is a time-specific snapshot of CPD culture. The momentum we believe to be present can plateau, even erode. New challenges will surface. ASSETS AND STRENGTHS Culturally and operationally, the CPD is evolving positively in the collective judgment of the workforce. The chief is credited, enthusiastically, with engineering welcome and insightfully selected changes. Regarded favorably, also, are the following workplace conditions and practices: 1 IPage The Clermont Police Department: Moving Forward ❑ The Job (My Job) ❑ Professional Satisfaction (Public Service Levels and Effectiveness) ❑ Leadership ❑ Commitment to Community Policing ❑ City Management Support ❑ Staff Quality O Equipment ❑ Policy, Procedures, and Rules. CHALLENGES AND ISSUES Primary cultural and operational challenges which need to be addressed in the judgment of the workforce are: ❑ Interpersonal Peer-to-Peer Communication ❑ Organizational Communication(Chain of Command and Cross-functional) ❑ The Cliques. Concern is present about: O Community Perceptions and Trust O Peer Agency Respect. NEXT STEPS -A FEW Building on the chief's program of initiatives, the city and CPD leadership should concentrate on: O Fair and Consistent Practices in promotions, special assignments, and discipline. The CPD would serve itself well to have its practices in these areas evaluated in depth. For equity assurance, perceived and actual, a review of the design and application of the Performance Appraisal system is advised. 2IPage The Clermont Police Department: Moving Forward ❑ Internal Communications, organizational and peer-to-peer. Especially because the CPD is on the smaller size, fixing organizational communications should not be difficult. The Chief's Open Door policy may be sufficient. Still, we suggest that the CPD put together an internal work group to address the condition. Not only do members of the workforce know the issues best, engaging it to help to define the future should enrich the job. Indeed, forming task forces/work groups to address challenges in several areas is advisable. ❑ Training is critical in any police organization - it is a critical correlate of performance,confidence and morale. We are not sure why a reported new policy to limit external training was announced. Perhaps it is fiscally-based. The CPD may want to look at or look further into contemporary options such as distance learning and increased partnering, with agencies in the region. ❑ Workload, Staffing, Deployment. The workforce advocates increases in staffing. It is our understanding that augmentations have been formally requested. The Assessment surfaced indicators that CPD workload is quite manageable. Staffing decisions should be data supported across the agency. It is suggested that a workload study be conducted to position the city and CPD to invest and balance its resources most productively. THE CHANGE ENVIRONMENT The CPD is strongly positioned to move forward. Essential conditions are in place. ❑ The Policing Environment. Law enforcement agencies that have to confront spiraling crime, excessive workload, seemingly intractable social problems and fiscal constraints, often simultaneously, are often not in the best position to plan, implement and maximize orderly and effective change. None of these conditions seem present in the Clermont setting. ❑ Leadership. Fresh leadership in the CPD and in the City Manager's Office is producing positive cultural changes in the workforce, allowing them to continue to put internal dysfunction behind and raising expectations for the future. ❑ Cultural Anchors. Four workforce attributes in particular, especially in combination, form a "success platform" of considerable value: job satisfaction; professional satisfaction; concern about public trust levels; concern about professional peer respect (other law enforcement agencies). 31Page The Clermont Police Department: Moving Forward CHAPTER I. THE CULTURAL CONTEXT This chapter presents a series of summaries and data sets that describe the Clermont Police Department's (CPD) policing environment and internal conditions. It is limited in scope but will help to place some workforce perspectives in a more understandable context. SECTION 1: MISSION, GOALS, AND OBJECTIVES The CPD Mission Statement opens the Manual of General Orders: The vision and mission of the Clermont Police Department is to enhance the quality of life in City of Clermont by working cooperatively with the community to enforce the laws,prevent crime and reduce fear. Our mandate is to do so with incontestable integrity and honor, always conducting ourselves with the highest ethical standards to maintain public trust. We will be an effective and efficient deterrent to crime in Clermont, united in our effort to make our City a better place to live and work. We will be a Department which carries out its responsibilities in a caring and courteous manner, always mindful of the dignity and human rights of all individuals. We will be a model law enforcement agency, accredited by the State. We are committed to rewarding our employees for creativity, hard work, and being responsive to the needs of our community. We will treat our employees and our citizens with dignity and respect, continually striving to meet their needs. We will operate with fiscal prudence as we effectively manage our resources, while providing the highest level of service and protection to our citizens. The Mission and Vision Statement is further defined and reinforced with Core Values: ❑ Service Above Self ❑ Professionalism ❑ Honor ❑ Courage ❑ Integrity , ❑ Priorities for Supervisors - Accountability - Consistency Wage The Clermont Police Department: Moving Forward - Fairness - Transparency The goals of the CPD are: ❑ Receive re-accreditation (state of Florida) ❑ New police department to accommodate increase in manpower and population growth ❑ Agency stability ❑ Take-home vehicle plan ❑ Police Reserve program (commenced). (Source: email from Chief, 7/12/13.) The chief is creating a 5 to 10-year strategic plan. SECTION 2: THE SERVICE BASE The 2010 U.S. Census fixed city population at 28,742. The city sets current (2012) population at 29,827, an increase of 1,085 residents, 3.8%. City data indicate that during the five-year period 2008-2012, annual average increase has been 1,587 persons, 6.8%. Lake County is also growing from 287,881 in 2008 to 299,677, 11,796, 4.1%, annual averages of 2,949, and 1.0%. Clermont accounts for about half of the growth. The City of Clermont's Comprehensive Plan projects an acceleration in the growth rate, anticipating 36,441 residents by 2015, 6,614 new residents between 2012 and 2015, 22%. SECTION 3: ORGANIZATION AND STAFFING The basic organizational framework of the CPD consists of two groupings, Uniform Services and Support Services. Components of each group (untitled as to division, bureau, etc.) are displayed in Chart 1. Uniform Services hosts first responders. Total staffing is 30: 5 I Page The Clermont Police Department: Moving Forward ep g orw d Chart 1 POLICE DEPARTMENT FISCAL YEAR 2012-2013 aii City Of Clermont POLICE CHIEF Ci ADMINISTRATIVE ASSISTANT CIVILIAN CAPTAIN UNIFORM SERVICES ! SUPPORT SERVICES l (Currently Vacant ULM:NAPO LIEUTENANT PROFRSSICNAL INVESTIGATIONS STANDARDS SERGEANT SERGEANT o SERGEANT SERGEANT SERGEANT SERGEANT I INVESTIGATORS r TRAINING RECORDS EVIDENCE GENERAL INVESTIGATORS/ L OFFICERS OFFICERS OFFICE PS OFi1CH6 OFN[E0. CMLUN CNRIAN ;E CAME SCENE Ni IN f61 IN II) NI 111 IAMNIA R@An f:l CCOMMUNITY UNIT RESPONSE f TEAAM T SERGEANT •-SERGEANT TRAFFIC MOTOR CROSSING GUARDS TAC Ofd OFFICER PT CIVILIAN OFFICER INV[STRSaTOe! OFFICER (4) 1A 131 13) III fU a Pmitiew RerLdlleE 6IPage 1 1 The Clermont Police Department: Moving Forward ❑ Captain 1 ❑ Lieutenant 1 ❑ Sergeants 4 ❑ Officers 24 Support Services houses all other functions pp cho s and staff: Professional Standards; Investigations; Traffic; Community Response Team. Total staffing is 28: ❑ Captain (no longer vacant) 1 ❑ Lieutenant 1 ❑ Sergeants 4 ❑ Training Officer 1 ❑ Records Clerk 1 ❑ Evidence Tech 1 ❑ Investigators 5 (One frozen position) (1) ❑ COPPS officers 2 ❑ Traffic officers 4 ❑ Motor officers 2 ❑ TAC officers 3 ❑ Narcotics investigators 2 ❑ K-9 officer 1 ❑ Crossing guards (PT civilian) 3 (Crossing guards not included in total.) The Chief's Office has a staff of two, the chief and an AA. An Intelligence Analyst is not shown on the Chart. CPD staffing levels have remained stable: ❑ FY 2008 53 sworn ❑ FY 2009 53 sworn ❑ FY 2010 57 sworn ❑ FY 2011 57 sworn ❑ FY 2012 57 sworn ❑ FY 2013 57 sworn , SECTION 4: INITIATIVES, PRIORITIES, AND INTENTS The CPD leadership is committed to the following priorities and future goals. It has undertaken/is undertaking the following initiatives: 7IPage The Clermont Police Department: Moving Forward ❑ Community Involvement. Create open communication with community through an open door policy and the creation of Agency's Facebook page. The purchase of "Crime Central" which is an analytical web database to enable the community to see the crimes that occur in the community. Increased community involvement through attendance of officers and command staff at civic group functions, community events, and community meetings. Build positive rapport. Participation of agency in fundraising and morale booster events such as Torch Run, 5K events, police Olympics, softball and basketball games vs. outside agencies and the Clermont Fire Department. Planning a Citizen Police Academy/Volunteer Program. ❑ Recruitment Efforts. Prioritized an emphasis on recruitment efforts to hire more minorities. ❑ Police Chaplin. Brought a chaplain on board as the spiritual guide and counselor to the agency. ❑ Promote Stability and Consistency. Emphasizing a consistent way of doing things and fairness across the board. ❑ Staff Augmentation. Requested an increase in manpower for next fiscal budget to meet the demands of the community and to remain vigilant in crime prevention/fighting efforts. ❑ Morale. Encourage and foster recognition of officers for exemplary work. Held our first award ceremony during City Council meetings to publicly recognize several officers with commendations for outstanding efforts. ❑ Open Door Policy. Bi-monthly meeting with police officers to listen to and validate their concerns. Monthly meeting with all supervisors. ❑ Take Home Vehicles. Presenting a Take Home vehicle package to City Manager/Council. ❑ New Units. Created an Honor Guard Unit and a Hostage Negotiation Unit. ❑ Intelligence. Created an intelligence analysis position to adopt the "Intelligence-Led Policing concept." Fosters intelligence gathering and 81Page ► The Clermont Police Department: Moving Forward ► sharing among agency and abroad. Clermont Police Department is now ► hosting an intelligence meeting for outside law enforcement in the south section of Lake County. SECTION 5: SERIOUS CRIME Recorded incidents of violent and property crime for the five-year period 2008-2012 are displayed in Table 1. The five-year trend, 2008 to 2012 shows fluctuations,but ends with a decline, overall. Violent Crime declined from 136 to 88 recorded incidents,48 offenses, 46.5%. The increase in 2012, attributable to an increase in Forcible Sex Acts and Aggravated Assault requires attention. Property Crime decreased dramatically in 2012, 199 fewer recorded offenses than in 2011, 21.5%, returning to the 2008 level. After three successive years at/over the 900 offenses level, 2013 activity should be monitored. It would serve well to explain what caused the decline. If due to CPD interventions, the strategies employed need to be reinforced. Table 1 SERIOUS CRIME 2008-2012 Change Change Offense 2008 2009 2010 2011 2012 Number Percent - Murder 0 1 1 0 0 (0) (0) - Forcible Sex Offense 14 13 13 3 20 6 42.9 - Robbery 23 29 27 17 15 (8) (34.8) - Aggravated Assault 99 63 52 42 53 (46) (46.5) I a Total Violent Crime 136 106 93 62 88 (48) (35.3) I E - Burglary 211 209 I 194 212 164 (47) (22.3) - Larceny 506 662 697 658 533 27 5.3 - Motor Vehicle Theft 45 32 41 57 31 (14) (31.1) Total Property Crime 762 903 932 927 728 (34) (4.5) � 1 TOTAL SERIOUS CRIME 898 1,009 1,025 989 816 (82) I (9.1) i I ' I ' 9IPage it a The Clermont Police Department: Moving Forward Using the 2012 population estimate of 29,827, Clermont's serious crime rate is 27 crimes per 1,000 population. The violent crime rate is 3 (2.95) per 1,000. SECTION 6: TRAFFIC ACCIDENTS AND ENFORCEMENT For a (roughly) five-year period, 2008 to the present, CPD-provided data shows: ❑ Total accidents 4,472 ❑ Accidents with injuries 190 ❑ Hit and Run accidents 758 ❑ Hit and Run accidents with injuries 5 For the 28-month period, March 2011-June 2012, 13,693 citations were issued, a monthly average of 489. Violations most frequently cited are: ❑ Speed posted within municipality 3,169 ❑ Exceeding maximum limit 3,031 ❑ Failure to obey traffic control device 1,135 Safety Belt violations - 818; Careless driving - 552; Ran stop sight - 202; No proof of insurance - 633; Expired tags - 682. 1 SECTION 7: WORKLOAD - CALLS FOR SERVICE One measure of department workload is calls for service. It is the primary measure of patrol workload and a useful indicator of investigations workload. The CFS data made available by the CPD do not support definitive analysis. What is available follows: ❑ August 18, 2008 - March 2011 77,565 (32 months) (Police/Fire/EMS) ❑ 2009- Police CFS 27,518 ❑ 2010- Police CFS 30,518 ❑ 2011 -Police CFS (January-March) 7,724 2011 - Police CFS (April - December) 24,264 31,988 I 101 Page 1 The Clermont Police Department: Moving Forward These data suggest an increase of 4,470 calls from 2009 through 2011. The CPD operationalized a new Computer Aided Dispatch System in March of 2011. We are more comfortable with the data in Table 2 which summarizes the volume and type of CFS that the CPD handles. (All data in this Table come from the same CAD system.) Over one-fourth of all activity(27.6%)consists of Traffic Stops. All other activity is modest in number by comparison. Alarm response is second in frequency, almost 4,400. Table 2 ACTIVITIES AND CALLS FOR SERVICE (8/18/2008 to 6/21/2011) Number Monthly Activity/Call Type Recorded Percent of Total Average - Traffic Stop 20,283 27.6% 1,690 - Alarms 4,377 6.0% 162 - Advise 3,455 4.7% 1281 - Accident 2,351 3.2% 87 - Conduct Investigation 2,084 2.8% 77 - Suspicious Person ( 1,934 2.6% 72 - Suspicious Vehicle 1,681 2.3% 62 - Disabled Vehicle 1,299 1.8% 48 = Ci ci'1'Complaint 1,145 1.5% 42 - Property Checks 925 1.3% ' 34 - Noise Complaint 896 1.2% 33 - Agency Assistance 832 1.1% 31 - Theft 773 1.1% 29 - Assault 705 1.0% 26 - Attempt to Locate 607 0.8% 22 43,347 59.0% — I - All Other 30,142 41.0% 1,116 , TOTAL 73,489 100.00% 2,720 1 11JPage The Clermont Police Department: Moving Forward The last column in the table, Monthly Averages, places activity levels in perspective. Derived by dividing totals by 27, the number of months in the data set, a second division could be done to develop a sense of daily activity levels. Example: Traffic Stop Monthly Average is 751. This suggests a Daily Average, statistically, of 25 during a 30- day month. (There are entries in the CAD data Table that do not quality as CFS, such as Abandoned 911 Call, 5,771 of them. We believe many of these may be 911 Hang-ups. If we are interpreting properly, activity levels are a bit overstated.) SECTION 8: RESOURCES - APPROPRIATIONS Total appropriations for the CPD have fluctuated dramatically in recent years: ❑ 2010 $6,291,127 ❑ 2011 6,350,457 (+1.0%) ❑ 2012 7,310,169 (+15.1%) ❑ 2013 4,629,187 (-36.7%) Salaries and fringe benefits trends are far more consistent with expectations. Table 3 ' � w SALARY TRENDS Appropriation 2010 2011 2012 2013 Change - Salaries $3,692,578 $3,578,468 $3,285,937 $3,314,730 $377,848(10.2%) - Fringe Benefits 1,723,664 2,103,539 1,915,472 1,585,763 137,901 ( 8.0%) TOTAL $5,416,242 $5,682,307 $4,201,407 $4,900,493 $515,749( 9.5%) I i The 10% decline in salaries (is due) (is not due)to a reduction in authorized positions and E a modest fall-off in federal grants. The overtime appropriations is marginally smaller as well. Several budget items worthy of comment are the police building, vehicles, and training. Each of these is a condition of consequence for the CPD culture. Substantial resources have been appropriated in recent years for architectural and planning services, almost 12 IPage The Clermont Police Department: Moving Forward $600,000 by our count. There is a $2.4 million dollar item in this year's budget for construction. The members of the CPD are highly energized by the prospect of new quarters and consider it, also, a "vote of confidence" and recognition. Vehicle appropriations approach, by our calculations, $339,000. Fleet conditions aside, expectations that take home cars will be available department-wide presents a "big- ticket" outlay for the city, going forward. CPD staff expresses broad concern that training is being limited. There has been a modest fall-off of funds for "external training" since 2010, from$29,500 to $20,000 this year. The decline notwithstanding, the annual appropriation is modest. SECTION 9: POLICIES AND PROCEDURES The sanctioned policies,procedures,and rules of the CPD are documented in the manual of General Orders (GOs). There are 26 chapters covering basic legal authorities (Role and Authority), operation prescriptions and proscriptions (Patrol, Criminal Investigations, Juvenile Operations), and work conditions (Compensation & Benefits, Training, Discipline). Ranging in initial authorization/issue date of 2006, for the most part, many have later revision and issue dates. The GOs are written to incorporate State of Florida Law Enforcement Accreditation Standards. A very cursory review shows presence of GOs that regulate sensitive law enforcement issues such as Bias-Based Profiling, Electronic Control Devices, and Sexual/ Racial/Ethnic Harassment. (We have not evaluated any content.) SECTION 10: TRAINING Table 4 supplies a one-year snapshot of CPD in-service training. The primary, department-wide trainings (measured by number of participants) were: ❑ Defensive Tactics Refresher (2 hours) ❑ Use of Force Refresher (2 hours) ❑ Use of Force Taser Recertification (2 hours) ❑ Weapons Qualification (4 hours) 13IPage The Clermont Police Department: Moving Forward Table 4 2012 CPD TRAINING SUMMARY Training Course #Hours #Participants Total Hours - Weapons Qualification 4 40 160 I - L.E Patrol Rifle Course 11 13 143 - Police Vehicle Operations 4 35 140 - Firearms Basic&Beyond ! 4 29 116 - D.T.Refresher 2 50 100 - Use of Force Review I 2 49 98 - Use of Force/Taser Recertification 2 41 82 j - Advanced Traffic Homicide Investigation 80 1 80 - Legal Updates — 2 35 70 - Open Range 2 34 68 I - Tactical Building Search/Shotgun Loading 4 14 56 S; - Advanced Report Writing 40 1 40 j' - Leadership Skills for Police Supervisors 40 1 40 - Evidence Procedures 1 35 35 - Traffic Crash Reporting 1 34 34 i - KFD Police Ground Fighting 24 1 24 - TRACS Crash Reporting Software 3 5 15 - Building Approach and Search Techniques 1 8 8 - Testifying Made Simple 8 1 8 - CJIS Recertification 4 2 i 8 - Tripwire Workshop Seminar 3 1 3 - FDLE Training Video 1 1 1 - FLA-PAC Accreditation Week Conference 0 1 0 - CJIS Certification/Recertification 0 1 0 TOTAL I — 433 1,329 1 14IPage 1 The Clermont Police Department: Moving Forward ❑ Police Vehicle Operations (4 hours) ❑ Legal Updates (2 hours) ❑ Evidence Procedures (1 hour) ❑ Traffic Crash Reporting (1 hour) ❑ Open Range (2 hours) Using a criterion of 34 participants,it can be concluded that most members of the agency received about 20 hours of in-service (the sum of course hours). The concentration was on tactical and safety skills. Specialty training, measured by one participant having been selected, was offered to about eight members of the CPD. Trainings completed were in: advanced homicide investigation; advanced report writing; leadership skills for police supervisors; KFD police ground fighting; testifying made simple; tripwire workshop seminar; and attendance at the state of Florida accreditation conference. SECTION 11: PERFORMANCE APPRAISAL The City of Clermont Employee Performance Evaluation- Police Officers is used to rate 13 attributes and behaviors: quality of work; quantity of work; job knowledge; dependability; initiative; adaptability; interpersonal relationships; punctuality; attendance; attitude; judgment; safety; and use of equipment. Each measure receives a point value: ❑ Outstanding 8 points ❑ Better than Satisfactory 6 points ❑ Satisfactory 4 points ❑ Needs Improvement 2 points ❑ Unsatisfactory 0 points Merit and Step increases are awarded based on the total score. Space is provided for overall comments and goals to be accomplished during the next evaluation period must be documented. For each attribute/behavior, some direction is provided for raters to help "score." Example: Judgment: Consider whether the employee demonstrates proper judgment 15IPage The Clermont Police Department: Moving Forward and decision making. Example: Safety: Consider whether the employee follows safety regulations. SECTION 12: EXPERIENCE PROFILE The law enforcement experience levels for 54 sworn members of the CPD are displayed in Table 5. The first-responder cadre, the officers, has substantial time-in-grade. The 15 officers with four years or fewer are paralleled by 21 with five years or more. The primary supervisory rank, sergeants, all have eight years of service, most having more. The CPD has acquired much its collective experience from an infusion of officers with prior experience in other law enforcement agencies. Twenty-two (22) members of the CPD have prior experience, very substantial in many cases. Table 5 EXPERIENCE PROFILE Rank 0-2 3-4 5-10 11-15 16-20 20-25' 25+ Total - Officer 4 11 15 4 2 36 _ - Investigator 1 2 1 4 - Sergeant 1 4 1 1 2 9 _L Agent - Lieutenant 1 1 2 - Certain 1 1 2 - Chief — — — — 1 — — 1 TOTAL 4 11 17 10 5 2 5 54 16IPage The Clermont Police Department: Moving Forward CHAPTER II. WORKFORCE PERCEPTIONS: E-SURVEY OVERVIEW I The electronic survey consisted of Respondent Profile questions (age, race, assignment, 1 gender, tenure, education, rank and title), 114 Content (opinion, perception) questions, and a Comments option. Content questions were grouped into classes (three) and sub- classes/dimensions (16): ❑ Leadership and Role Questions (Items) - Leadership: Department, Command 10 1 - Leadership: Immediate Supervisors 11 - Goals 4 - Empowerment 4 29 ❑ Capacity Building and Workforce Support - Selection, Promotion, and Assignments 7 - Policies, Procedures, and Rules 7 - Training 13 - Communications - Organizational 5 - Performance Appraisal 8 - Equipment 9 49 ❑ Workplace and job Conditions - My (the)Job 8 - Workplace Satisfaction 6 - Diversity and Inclusion 7 - Communications - Interpersonal 4 - Pay and Benefits 3 - Professional Satisfaction 8 , 36 A five-choice scale was used for each question. The open Comments section enabled respondents to express views or offer observations of personal choice. 17 I Page The Clermont Police Department: Moving Forward SECTION 1: RESPONDENT PROFILE The response rate, 41%, was modest, not completely unexpected in view of the cultural turbulence that preceded the survey. The 59% non-response rate is significant. About 17% of those who did respond, "Declined to State," Profile Information. The non- response data are highly suggestive of a cultural/organizational trust deficit. Salient characteristics of the universe that did respond are: ❑ Experience. Just under half of the 23 respondents, 44%, have four years of service or fewer with the CPD. Seven,30%,have between five and 15 years. ❑ Age. Fifteen (15) of the 23, 65%, are between 30 and 50 years of age. ❑ Rank/Title: Just over half, 12, 52%, are non-supervisory/non-command. Thirty percent (30%) are sergeants or above. ❑ Unit /Assignment. Almost half of respondents, 48%, recorded Support Services. Half of that, 26% are in Uniform Services. For perspective, it is worth noting that the FY 2012/2013 CPD Organization Chart shows 30 positions in Uniform Services and 31 in Support Services, about 50% each. Considering these data,the workforce perspectives and perceptions that follow represent the views of less than a majority of the CPD, a sector of the workforce that is "newer," (the experience profile),mature(the age profile),equally distributed among management and non-management, almost all sworn. Responses to the E-Survey may or may not be representative of the workforce in its entirety. Interview findings suggest that it is. SECTION 2: WORKFORCE RESPONSE - OVERVIEW The broadest view of the CPD culture based on E-Survey responses is provided in Table 6. For each survey dimension, responses are averaged and reported as: never/ occasionally; usually; and frequently/always. This display format collapses the five- choice scale into three. ❑ Never/Occasionally, choices 1 and 2 in the Survey, are interpreted as a negative perception (judgment) overall ❑ Usually, choice 3 in the Survey, is interpreted as neither a negative nor a positive perception (judgment) overall 181 Page The Clermont Police Department: Moving Forward ❑ Frequently/Always, choices 4 and 5 in the survey is interpreted as a positive perception (judgment) overall. Table 6 CPD CONDITIONS AND PRACTICES RESPONSES SATISFACTION LEVELS(percent) Neither Positive Condition/Practice Dimensions Positive nor Negative Negative ❑ My Job 82 16 2 O Leadership-Immediate Supervision 72 15 13 ❑ Professional Satisfaction/Effectiveness 71 14 14 f ❑ Policies,Procedures,Rules 70 18 12 O Leadership-Command 69 15 17 ❑ Equipment 66 22 12 ❑ Goals 65 18 18 ❑ Empowerment 59 14 27 Training 59 14 28 O Diversity and Inclusion 56 11 34 O Workplace Satisfaction 55 25 20 O Performance Appraisal 53 18 29 O Selection 49 20 31 ❑ Pay and Benefits 48 28 25 0 Communications-Organizational 48 27 26 0 Communications-Interpersonal 35 26 39 Survey results are most useful to isolate conditions and practices which need attention and/or offer an opportunity to advance the effectiveness of operations, achievement of outcomes, and health of the workplace. Never/Occasionally responses surely are negative.To power the CPD forward, an argument should be made that"Usually" is not a good enough/positive metric. Accordingly, only Frequently/Always responses are considered a positive. We set positive at the 50% level. This criterion is based on our judgment. A case could be made to set it higher, as high as 66% for example. Positive Conditions and Practices. Those who elected to complete the E-Survey have a positive view of CPD conditions and practices overall. Perceptions are positive (50% or more frequently/always responses) for 12 of the 16 dimensions measured. Viewed with particular favor are the police job in Clermont (My Job), public service and 19 1 Page g The Clermont Police Department: Moving Forward safety outcomes (Professional Satisfaction), and leadership (Supervisors and Commanders). Still positive,but hovering above the 50% cut-line,just above in several instances,are two technical dimensions, Training and Performance Appraisal. Workplace Satisfaction scores at the bottom of the positive response range, a result that demands attention. Negative Conditions and Practices. Failing to achieve a positive response, 50% or over, are four CPD conditions and practice dimensions: Selection; Pay and Benefits; Communications-Organizational; Communications- Interpersonal. Three of these are in-range of the lower end of the Positive rating. Communications - Interpersonal is the only condition/practice class with a dominant negative rating. The remaining three classes in this category have a combined negative rating - the sum of Neither Positive Nor Negative and Negative. SECTION 3: RESPONSES BY CLASS Table 7 displays responses by the three Survey Classes: Leadership and Role; Capacity Building and Workforce Support; and Workplace and Job Conditions. This view adds important nuances to the understanding of the CPD culture. The Leadership and Role grouping suggests the presence of a portion of the workforce that is comfortable with and most likely committed to current CPD leadership. This group can be expected to get behind change with enthusiasm. In this regard, however, the empowerment response raises the value of examining the CPD's command and supervisory leadership styles - perhaps an additional dose of transformational leadership strategies are worth considering. Capacity Building and Support is not very impressive, collectively. The conditions and practices that are most fixable - subject to predictable improvement - happen to be the ones judged most favorably - policies, equipment and training. Two lower-end scores, Performance Appraisal and Promotion/Assignments, are more difficult to change. is Workplace and Tob Conditions is dominated by both the most and least favorable response in the Survey - The Job and Interpersonal Communications. We suggest that over time, and properly sustained, satisfaction with the Job and, related, Professional Satisfaction (doing valuable work well) will anchor the entire CPD culture sufficiently to correct negatives and introduce new innovation. We believe the CPD has a strong foundation for positive change. The Interpersonal Communications issue will remain for a while. There are lingering resentments. It is treatable, at the same time by 20IPage I r 1 The Clermont Police Department: Moving Forward 1 1 1 structural/organizational fixes. Some of the "gap" is due to insufficient coordination 1 among units. Moreover, as new officers are added, the memory of the staff mix will 1 leaven. 1 1 Table 7 , 1 CPD CONDITIONS AND PRACTICES RESPONSES 1 BY SURVEY CLASS 1 Neither Positive 1 Classes Positive nor Negative Negative 1 - 1 D Leadership&Role - Supervision 72 15 13 1 - Command 69 15 17 1 - Goals 65 18 18 1 - Empowerment 59 14 27 1 I © Capaoity Building and Support I - Policies and Procedures 70 18 12 I - Equipment 66 22 12 I - Training 59 14 28 I - Performance Appraisal 53 18 29 I - Selection,Promotion,Assignment 49 20 31 I - Communication-Organizational 48 27 26 I D Workplace and job Conditions 1 - The Job 82 16 2 1 - Professional Satisfaction/Effectiveness 71 14 14 I - Diversity/Inclusion 56 11 _ 34 - Pay and Benefits 48 I 27 26 1 - Communications-Interpersonal 35 26 39 1 1 1 SECTION 4: THE PARAMETERS I Organizational culture assets and deficits have been examined thus far by dimensions 1 (groupings of questions) and ranked in positive - not positive fashion. Dimensions are 1 composed of a mix of positive, neutral, and not positive elements. Further insight into 1 the CPD culture is from item-by-item examination. Appendix 1 presents a "top-to- I bottom," "most favorable-to-least favorable" average responses. 1 21IPage The Clermont Police Department: Moving Forward I ❑ Most Favorable. Most highly regarded conditions and practices are: importance of the job; commitment to the police profession; appropriate firearms (officer safety protection); variety in job duties; comfort with diversity; well occupied/busy enough on the job (not bored); policies and procedures provide good guidance; job permits independent decision making; pride in the CPD; trust from supervisors; and understanding of CPD goals. I ❑ Least Favorable. Least favorably regarded: concern about unfair discipline for unintended mistakes; absence of team spirit; best qualified candidates are not promoted; peer-to-peer contact is not positive or effective; pay and benefits do not encourage hard work; best qualified candidates do not get promoted; best qualified candidates do not get special assignments; employee concerns and suggestions don't reach upper management. The preceding level of analysis entails the risk of some confusion. Singling out one response from a, for example, seven-question dimension set can distort the remaining responses. Also, responses are not always consistent. Example: The Empowerment I dimensions came in low. At the same time, respondents claim to have independence in decision making. Individual inconsistencies seem to be an artifact of the methodology. 22IPage The Clermont Police Department: Moving Forward CHAPTER III. WORKFORCE PERCEPTIONS: E-SURVEY DETAIL The 12 conditions and practices dimensions judged positively by CPD members should be viewed as Assets, a platform to be sustained for the present and to build upon going forward. The four Conditions and Practices dimensions judged negatively can properly be viewed as Deficits, barriers to a more productive and fulfilling organizational environment. SECTION 1: CULTURAL ASSETS Rank ordered from highest-to-lowest positive score, the following conditions and practices are foundational strengths of the CPD culture. ❑ The 'lob. This cluster of responses indicates very clearly the presence of a work group (at least 40%)that is highly satisfied with their jobs. Every item (question) in this group received a strong positive response including: My work is important (87%); I am satisfied with my job (78%). CPD officers are highly committed professionals. My work is important (95%) and I am committed to the profession of policing (91%) are among the highest positive responses in the survey. A useful revelation is that respondents feel their work keeps them busy (82%), but not excessively so (65%). ❑ Leadership - Immediate Supervision. Many law enforcement experts consider the supervisor (primarily sergeants) to be the key to effective performance of patrol officers, detectives, and others. This cluster asked respondents to judge their supervisors by demonstrated ability to inspire commitment to the CPD, demand high standards of performance, lead by example, acknowledge good work, and seven additional items. CPD supervisors are broadly respected. Attributes rated most highly are Inspires Commitment (79%) and Innovation (78%). Attributes rated least positively are Leading by Example (61%), Appreciation of Contributions (65%), Proactive Problem Solving (65%). ❑ Professional Satisfaction. Many officers choose careers in policing primarily or along with other factors to serve the community. This cluster of items measures how well the members of the CPD believe they serve the public. 23IPage The Clermont Police Department: Moving Forward The respondents give the department a very favorable report card with most scores in the mid-to-high 70% range. Crime prevention and criminal investigation effectiveness are judged most favorably, 78%. At the lower end of the range are: enforces law effectively (70%); proactive problem solving (70%); and responsiveness to community needs (69%). The lowest rating (52%) was returned for staffing levels, barely judged as positive overall. Just over one-quarter of respondents, 26%, perceive staffing negatively - that is, not sufficient, and 22% elected the "usually" choice - neither positive nor negative. These measures are not consistent with choices regarding workload (in My Job), where judgments are that officers are busy but not excessively so. O Policies, Procedures, Rules. More than many organizations, law enforcement agencies are rules-oriented. The complexity of the work, the continuing flow of new/modified legislation and legal decisions,and rapid social and technological change create need for an exhaustive and constantly updated body of policy and procedural guidance. The governing question in this set is "I use policies, procedures and rules to help make decisions." Almost 88% answered affirmatively. Accordingly, it is vital that CPD policy and procedure practices meet highest professional standards. The users of the policies and procedures judge this to be the case. Positive responses were returned for organization and clarity, 74% each, and update practices, 83%. The single soft spot in this cluster regards enforcement of rules. Thirty-five percent(35%)responded negatively,another nine percent(9%) declared for "usually." This response may be a legacy of the organizational turbulence experienced. ❑ Leadership - Command. Addressing executive leadership conditions in the CPD entailed an element of uncertainty. Several efforts were made to clarify for respondents that leadership (and command) referred to the group in place "during the past several years." We believe that this distinction was understood. The CPD workforce perceives leadership favorably. Judging by the same attributes employed to appraise supervisors, the workforce declares that command staff - the chief, captains, and lieutenants - demand: high standards of performance (78%); lead by example (69.5%); encourage teamwork (69.5%); and inspire commitment to the CPD (69.6%). 241 Page The Clermont Police Department: Moving Forward Soft spots in leadership measures are: encouraging participation and input from officers,39% negative or neither positive nor negative;and appreciate contributions of staff, only 65% positive. Thirty-five percent (35%) of respondents do not believe they can count on support from command staff when required and needed. This condition deserves priority attention. ❑ Equipment. Equipment holds a place of special importance in policing, ranging from efficiency considerations to life-line/officer safety value. Overall satisfaction with this cluster is attributable to very high positive responses with regard to: firearms/weapons (87.0%); communications equipment (79.2%); technology (73.9%); vehicle (65.2%); and uniforms (69.5%). Two parallel, offsetting judgments are puzzling: to the item "I have the equipment I need to do the job," the positive response rate was only 52.2% and for "My equipment is up to date," it was only 39.3%. The negative response rate was 16% and the "Neither" was 35%. CPD leadership needs to "dig deeper" on this set. ❑ Goals. The CPD has a new Mission Statement. It does not have a documented,measurable set of goals or objectives. We find inconsistencies in this cluster of responses. Respondents indicate a strong understanding of the goals of the CPD (78.2%), somewhat less understanding of the goals of the city (69.6%). Understanding/direction might come from immediate supervisors. Yet just over 65% declare getting "clear job performance guidance." These responses do not, however, measure consistency among shifts, individuals, or other work groups. A response of 35% declares that clear guidance occurs "usually." More telling is an unimpressive response to the"common organizational vision" item. Only 52% returned a positive response. Operationally, work needs to be done. ❑ Empowerment. Respondents are pleased with the degree of freedom extended by the CPD/their supervisors to exercise judgment in carrying out their work. Respondents did not express reluctance concerning risk of punitive consequences for unintended mistakes, overall. A large enough number did (one-third) to warrant attention to the issue. ❑ Training. Respondents have a positive but tempered satisfaction with their training experiences and expectations.Their feelings of readiness for the job require further examination. On the governing measure (question), 65.2% of respondents judge training for their assignments to be sufficient. The overall result is traceable to high positives for sufficiency of use-of-force 25IPage The Clermont Police Department: Moving Forward training (69.5%), sexual misconduct training (73.9%), and officer safety training (78.2%). Satisfaction with preparedness for additional areas of work are far less positive: Florida Criminal Code(48%);community policing(48%);problem solving(52%);social media(54%). These perceived training gaps should be examined and addressed if required or prudent. Responses may be colored by concern for future training. (See next chapter.) ❑ Diversity and Inclusion. Diversity and Inclusion considerations could well include in the Workplace Satisfaction measurement set. The positives in this set are very strong. No issues appear to be present. (Note: due to item construction idiosyncrasies, the positive score is lower than it could be.) ❑ Workplace Satisfaction. Positioned just above cut-line are five measures of workplace satisfaction. Positive response is attributable to a view that the CPD is a good place to work (69.5%), a strong feeling of pride in the CPD (73.9%), and expectations of job security (65.2%). The negative, a very strong one,is absence of a team feeling. Over three-quarters of respondents (78.2%) feel the workforce lacks team spirit. This should not be surprising in view of the fissures which characterized the CPD workplace,ones which our interviews show have not completely healed. Judgments concerning department image suggest dissatisfaction. Very possibly resulting from public airing of internal issues, only 39% of respondents feel that CPD employees "Project a Professional Image." The events have very likely threatened the sense of pride held by the workforce. If this is indeed the case, a lingering embarrassment factor can be turned into a positive building block. ❑ Performance Appraisal. This cluster measures attitudes toward appraisal of job performance, citizen complaint handling, and discipline practices. Performance appraisal practices tend to be dis-satisfiers in the police workplace.Our surveys often surface perceptions of unequal application of criteria and favoritism. Workforce perceptions in the CPD are unexceptional compared to norms. One very impressive positive is a 74.1% judgment that performance appraisals are "fair and accurate." Respondents have mixed experiences with feedback on job performance between formal ratings. Fifty-six percent (56.5%)judge their experiences positively: 44% do not. 26 I Page The Clermont Police Department: Moving Forward Less than half of respondents, 48%, feel complaints against officers are handled appropriately. Similar responses were provided for fairness of internal affairs investigations and administration of discipline. SECTION 2: CULTURAL DEFICITS CPD progress is likely to advance and/or advance more quickly if corrections and material improvements are made and occur to the following conditions and practices. ❑ Selection, Promotion, Assignments. Promotional practice are a source of dissatisfaction. Only 35% of respondents judge outcomes positively. Over 60% feel that the best qualified candidates are promoted. Similarly negative perceptions are held with regard to special assignment practices/outcomes. Whether a function of testing procedures (in the case of promotions) or other factors, the CPD has an equity perception issue to deal with. ❑ Pay and Benefits. This result is difficult to interpret. Pulling the cluster of items below the 50% mark is a 70% combined negative and neither negative nor positive response to"Current pay and benefits encourage employees to work hard." Two other questions ask respondents to compare salaries and benefits to other police organizations. Perceptions are more favorable, 61% and 51% positive. Of value here, one-on-one interviews elicited a somewhat common perception that "pay is fine for our (limited) workload." We have to conclude that pay and benefits are not a major issue. ❑ Communications - Organizational. To achieve effective organizational communications it is expected that leadership communicate clearly down the chain of command;supervisors communicate clearly to their immediate subordinates; employees are encouraged to communicate concerns and suggestions (and feel comfortable doing so); concerns flow freely up the chain of command; and positive peer-to-peer exchange occurs. These conditions are not present in the CPD environment. As would be expected from responses to the earlier supervision set, the workforce is positive about communications effectiveness with immediate supervisors. ,Offsetting this positive are perceptions that command staff communications are less than effective (57% negative or neutral); that expressed concerns do not reach upper level management (similar scores) and most dramatic, peer-to-peer contact is not positive/effective, a 69% negative/neutral response. The last condition is almost certainly a legacy 27 I Page The Clermont Police Department: Moving Forward of internal divisions that continue to exist - the "cliques," referenced frequently during interviews. ❑ Communications-Interpersonal. The most negative response in the entire survey was returned for this condition, 39% negative, 26 neither negative nor positive, 65%. Respondents assert that they are not comfortable discussing issues freely in the workplace, even difficult ones (56%). Only 52% say that employees talk openly with one another about work. Only 43% say the environment is comfortable when discussing difficult issues. 1 1P 28IPage The Clermont Police Department: Moving Forward xti 1 CHAPTER IV. WORKFORCE PERCEPTIONS: CONDITIONS AND PRACTICES INTERVIEWS One-on-one interviews were conducted with almost every member of the CPD. Each met with one of three IACP interviewers. Interviews were conducted at CPD headquarters. i SECTION 1: INTERVIEW STRUCTURE j The E-Survey was tightly focused and structured. The interview was designed to be less structured. Members of the workforce were asked: ❑ What are the assets/strengths/positives of the CPD? ❑ How can/should they (the assets/strengths/positives) be sustained/ protected? ❑ What are the challenges,if any,to the ability/capacity of the CPD to achieve its public safety mission? } ❑ How should the challenges be addressed? The closing question: ❑ This effort is focused on taking the CPD forward. Please comment on/ suggest any action you think would help - internal, external, professional (personal). Interviewers pledged anonymity and informed each interviewee that identifying information would not be recorded. SECTION 2: ASSETS, STRENGTHS, POSITIVES Culturally and operationally the CPD is evolving very positively in the judgment of the workforce. The chief is credited with the new directions. Attributes of the chief's leadership style and vision draw descriptions such as: approachable; inclusive; transparent; focused on Cgmmunity Policing; and moving in the right direction. ❑ City Management Support. The CPD workforce observes and appreciates F; a favorable and interested focus from the City Manager. "On the same page" captures several asset-references, referring to the City Manager - Police Chief relationship. 29IPage ji The Clermont Police Department: Moving Forward ❑ Community Policing. Mentioned with some frequency with regard to positive characteristics of leadership,references to workforce preference for this style of policing were notable. Police officers tend to flourish personally in COP settings. The style is clearly suited to Clermont. ❑ Setting Up Well for the Future. CPD officers harbor positive expectations of department growth,based on predictable city/regional growth. There is a sense that the CPD is on the cusp to becoming a "major department." Growth promises professional benefits including promotion and specialization, two factors that came up in later portions of the interviews. ❑ Training. Officer comments reflect perceptions that training is adequate. This view is not in conflict with E-Survey results,which are positive in this area,but not overwhelmingly so. ❑ Workforce Quality. The presence of cliques notwithstanding, the quality of personnel is considered a valuable attribute. High regard for peers usually emerges as the primary asset of a police culture. A number of references were made to better screening and hiring. (We did not receive a clear picture on the point in time that improved practices began.) The lateral entry practice is well thought of. Many believe the influx of experienced officers gives the CPD much more depth. ❑ Equipment. Cars, cell phones, and maintenance received many positive references. There is strong support for a take-home car program. Not exactly an equipment consideration, anticipation is very evident for the new building. For our part, we came away with a strong sense that many officers lack sophisticated understanding of the technology revolution that is dominating policing today. A strong grasp of possibilities and applications was not expressed. ❑ Complaints and Discipline. E-Survey questions on complaint handling, IA investigations, and consistency of discipline drew numerically positive but unimpressive judgments. Regardless of the baseline measurement, a perception is emerging that practice is improving, that the officer's side of a story receives a more objective and less-prejudged hearing. ❑ Pay and Benefits. E-Survey results to the pay and benefits cluster were marginally negative. Most surprising was the response that pay and benefits do not inspire officers to work hard. The interviews left us with a 30IPage The Clermont Police Department: Moving Forward slightly different view. Frequently heard is "for the number of calls we have to handle it is ok." Other Assets. Other practices and conditions which received mention,but did not rise to level of a theme are: gender diversity; handle calls well (good response time); communication among command staff is improving;good mix of young and experienced officers; strong work ethic; previous chief brought department forward in many areas. SECTION 3: SUSTAINING AND PROTECTING THE POSITIVES Responses to this question were fewer in number, not unexpected. It is not an easy question to answer, especially in a real-time setting. Still, the responses provide a coherent image of the mindset of CPD staff members. Most of the observation reinforce the positive changes that are taking place. ❑ Fair and Consistent Practices. More than any other cultural or technical condition or practice, the workforce is seeking equity, consistency and fairness in assignments, promotions, discipline, and accountability. ❑ Open Communication. The CPD workforce paid a price for the divisions that characterized the recent past. Cross agency trust suffered. Cliques developed. Secretiveness was,to some,necessary. It is not at all surprising that many members of the workforce prescribe openness, in behavior and speech, as critical to sustaining progress. Also, a small subset of comments calls on leadership to address issues quickly and transparently ("don't sweep issues under the rug"). ❑ Training Opportunities. Intended reductions in external training opportunities (now policy-based) are not viewed favorably. The policy move leaves the workforce in a position of excitement regarding department growth and individual opportunity but with a parallel concern about lack of preparation. ❑ Staffing Levels. A number of those interviewed express a belief that to sustain progress and momentum staffing levels must keep pace with growth. A modest number of comments question whether manpower is allocated properly. More of current resources should be in Patrol. This notion can be clarified by a detailed organization and staffing study. ❑ Diffuse the Cliques. In the interest of a healthier peer-to-peer and command/supervisor-subordinate climate, several respondents recommend breaking up the cliques, presumably through assignment decisions. Such 31IPage The Clermont Police Department: Moving Forward action might not be compatible with efforts to ensure equity in practices. (Not without risk.) Other Suggestions. Additional suggestions include: seek greater/continued support from the city; strengthen relationships with other law enforcement agencies; accelerate the take-home car program; try to leave the past behind; put chronic complainers in their place; better cross-unit communications, especially patrol and investigations. SECTION 4: CHALLENGES Workforce perceptions regarding challenges are characterized by less range than are perceptions of assets. Five conditions and practices dominate. ❑ Community Perception and Trust. There is a palpable concern that the organizational dysfunction, scrutinized and reported in the media, has eroded community trust and the respect of peer law enforcement agencies. ❑ Leadership Inconsistencies. The E-Survey returned high positives for supervisors, somewhat lower but still favorable for those in ranks of lieutenant to chief. Still, there is an expressed discomfort about inconsistency among sergeants and lieutenants with regard to supervisory methods, approaches to complaints, and discipline. This is not unusual in an organization. ❑ The Cliques. Clique is the word used to describe"disgruntled factions." A particularly interesting observation by one interviewee was that the animosities which exist are magnified because the CPD is a small organization. As officers are added, over time, intensity of this condition should diminish. But, conscious effort is required not to perpetuate the discord. ❑ Training. Limitations on outside training opportunities is singled out as a challenge - a possible barrier to the collective public safety protection capacity of the CPD. A small number of respondents simultaneously suggest that staff talent and potential remains latent and is likely to remain so without amore visionary approach to staff development. Other Challenges. Other challenges cited occasionally by interviewees are: coordination - not what it should be; accountability - report quality not demanded; too many specialists at the expense of first responders;technology deficiencies. The need for 32IPage 1 ) ( The Clermont Police Department: Moving Forward take-home cars was cited to highlight perceived deficiencies of the current fleet situation, especially maintenance. ) SECTION 5: ADDRESSING CHALLENGES Recommendations were short on specifics. Focus was on what to do, not so much how to do it. We find the results of this portion of the interview very instructive in that the dominant themes give insight into the cultural priorities of the workforce. 1 ❑ The Top Three. The most important requirement to be met to create the ) workplace the CPD members desire is to Control Rumors. This should be achievable according to the interviews by Improving Communications. This priority is entirely consistent with comments throughout the interviews regarding the evolving transparency the chief is bringing to the organization. "Getting everyone on the same page" is another theme encountered that fits with this priority. 1 A call for Professional Training and Development emerged as the second, suggested action to Address Challenges. Supervision, management, and leadership were referenced. Later in the report we recommend that the CPD conduct a Training Needs Assessment. Third, logically deriving from the Challenges discussion, is a material interest in developing trust in the community. The objective should be met through Community Policing, which is fortunately, receiving renewed emphasis. "Developing" (our word) may, in fact, mean restoring or reinforcing. Trust levels have never been measured. ❑ Other Ideas. Additional recommendations offered, about four times each are: standards and accountability, recruit talented/experienced officers, statewide and nationally); formal education. There was an observation that the potential of rolls calls is not exploited fully (1 officer). Among the possibilities: go over essential General Orders, policies and rules; praise officers for good work done the day before. It was observed that an all-staff meeting has not been scheduled during the new chief's tenure. An ongoing schedule of this type of meeting might help overcome normal communication problems inherent in shift work and fixed assignments, as well as promote a new unity. The social media capacity of the agency needs attention. 33IPage I 1 1 The Clermont Police Department: Moving Forward 1 1 CHAPTER V. GOING FORWARD 1 1 The CPD has paid a price for the cultural turbulence and resulting divisions that 1 emerged. Cliques developed. Cross-agency trust suffered. Secretiveness was, to some, a necessary protective behavior. It is with this backdrop that the Organizational Culture 1 Assessment was conducted. Made clear from the outset, the City's intent was not to retrace/reexamine recent events but to move the CPD forward. 1 1 This Assessment produced a substantial body of workforce perceptions,judgments, and 1 observations on a comprehensive range of CPD conditions and practices. Distilled to the fundamentals,we find a current culture that is: I 1 ❑ Optimistic About Evolving Internal Change and Direction 1 1 ❑ Excited About Professional Growth and Opportunity 1 ❑ Tempered by a Trust Limitation I I ❑ Determined to Be Respected by the Community and Peer Law Enforcement I Agencies. 1 With information from this Assessment to help, city government officials, CPD 1 leadership, members of the workforce, and the citizens of Clermont are positioned to forge a strategy to: ❑ Reinforce Cultural Assets of the CPD ❑ Address Cultural Challenges (Deficits) of the CPD ❑ Continue to Build CPD Capacity to Serve the Public. SECTION 1: THE CHANGE ENVIRONMENT 1 All conditions for planning and reaching new levels of effectiveness are in place for the CPD. Communities and public agencies that have to confront spiraling crime, excessive workload, seemingly intractable community social problems, and fiscal shortfalls, especially for staffing, to name just several issues, are often not positioned for orderly and maximized change. None of these conditions appear to be present in the CPD policing environment. Fresh leadership in the CPD and in the City Manager's Office is producing positive cultural changes in the workforce,allowing them to continue to put lingering dysfunction I� 34IPage The Clermont Police Department: Moving Forward , behind, and raising expectations for the future. The job is not nearly done however. Leadership needs to continually monitor conditions, sustain what we believe is "early momentum," and attend to expectations, which, it must be noted come with a material price tag,more manpower and a new fleet,expanded training, and we believe,enhanced technology. Our judgment that the CPD is strongly positioned for a successful future is the opportunity to leverage a combination of workforce attributes. Properly nurtured, current high levels of Job Satisfaction, Professional Satisfaction, concern about erosion of public trust,and the need for peer regard are positive and powerful values to build upon -cultural anchors. SECTION 2: REINFORCE THE POSITIVES Department leadership has constructed a change plan (Chapter I, Initiatives, Priorities, and Intents). We believe some initiatives are in place and that others are still intents. The items in the plan seem to make very good sense. The open door policy and recognition strategies are especially sound in view of perceived needs of the workforce. The new intelligence analysis capability is truly worthy of endorsement. Community involvement efforts are pleasing to the workforce. We are impressed with the number of changes and planned changes that are addressing or will address needs surfaced by the Assessment. One Caveat: We do not know how many new positions have been requested or how they would be allocated. The city would be well served to have an agency-wide workload study conducted. We not at all suggesting that the CPD is overstaffed. It may be understaffed. It is essential to the public safety enterprise that staffing decisions be data Psupported and that fiscal allocation be distributed most productively. (CPD staff has r indicated clearly it is not excessively busy/call-driven.) We are impressed that current plans call for increased use of resources and volunteers. r i SECTION 3: ADDRESS THE CHALLENGES 1 The Cultural Deficits section (Chapter III) and the Challenges section (Chapter IV) i highlight the priorities for strengthening the CPD culture and motivating the workforce: O Fair and Consistent Practices in promotions, special assignments, and ! discipline. The CPD would serve itself well to have its practices in these areas evaluated by an independent subject matter expert. For equity assurance a review of the design and application of the Performance 1 Appraisal system is advisable. 1 35IPage i E I The Clermont Police Department: Moving Forward ❑ Internal Communications, organizational and peer-to-peer. Especially because the CPD is on the smaller size, fixing organizational communications should not be difficult. The Chief's Open Door strategies may be sufficient. Still, we suggest that the CPD put together an internal work group. Not only do members of the workforce know the issues best, engaging it to help to define the future should enrich the job. Indeed, forming taskforces/work groups to address challenges in several areas is advisable. Properly constructed and managed, this strategy may help the peer-to-peer situation. ❑ Training is an essential for any police organization- it is a critical correlate of performance, confidence, and morale. We are not sure why the new limitation policy was established, presumably it is a cost issue. Especially directed at external training, the CPD may want to look at contemporary options such as distance learning and increased partnering with agencies in the region. An earlier presentation itemizes topics singled out by the workforce in which desires more training. SECTION 4: BUILD CAPACITY The CPD is advised to exploit the seemingly endless body of research, policy, and tools available from multiple sources including the U.S. Department of Justice, the IACP, and the law enforcement research community. No-cost IACP products we can direct the department toward concern: ❑ VIPS-Volunteers in Police Service: http://www.policevolunteers.org ❑ Social Media: http://www.iacpsocialmedia.org ❑ Intelligence-Led Policing ❑ Officer Safety ❑ Alzheimer's Sufferers The other resources can be accessed on IACP's website. The website and IACP's social media network periodically announce no-cost trainings. 36IPage The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary-Responses by Item Question Category Average 87 My work is important My Job 2.96 93 I am committed to the profession of policing My Job 2.91 102 I am comfortable working with persons from diverse backgrounds Diversity 2.91 82 Firearms and other weapons provided are appropriate for the job Equipment 2.91 88 My work offers variety My Job 2.87 E _ 101 I know how to work effectively in a diverse environment Diversity 2.83 89 The work required by my job keeps me busy My Job 2.82 18 My supervisor can count on subordinates to achieve CPD objectives Leadership- 2.78 effectively Supervisor 30 I use policies, procedures, and rules to help make decisions Policies, 2.78 Procedures 91 My Job offers the opportunity to make decisions My Job 2.78 81 Communications equipment is sufficient to accomplish work and Equipment 2.77 ensure officer safety 91 My work offers the opportunity to perform a job from start to finish My Job 2.77 23 My supervisor trusts me to do my job completely Empowerment 2.74 39 I am well informed of changes to policies,procedures,and rules that Policies, 2.74 relate to my job Procedures 92 I am satisfied with my job My Job 2.74 37 1 Page 1 The Clermont Police Department: Moving Forward p Appendix 1 1 Clermont PD Workforce Survey Summary- Responses by Item 1 # Question Category j Average 1 � � 97 I have pride in the CPD Workpl Satis 2.74 1 ' 32 I receive sufficient training in officer safety Training 2.73 33 Policies, procedures, and rules are readily available and are well Policies, 2.70 organized Procedures 110 CPD crime prevention efforts are effective Profess Satis 2.70 JI 10 Command staff demand high standards of employee performance Leadership- 2.65 Command IQ My supervisor demands high standards of performance Leadership- 2.65 Supervisor 13 Command staff members are approachable Leadership- 2.65 Command 113 My supervisor is approachable Leadership- 2.65 Supervisor 20 I understand the goals of the CPD Goals 2.65 70 My performance appraisal results are fair and accurate Perf Appr 2.65 81 I have access to technology necessary N to accomplish m y job Equipment 2.65 effectively 118 Traffic control and enforcement efforts are effective Profess Satis 2.65 111 The CPD is responsive to community needs Profess Satis 2.64 1 17 I can count on support from my supervisor when required and Leadership- 2.61 needed Supervisor 19 My supervisor inspires commitment to the CPD Leadership- 2.61 Supervisor 19 My supervisor innovates when appropriate Leadership- 2.61 Supervisor 38IPage The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary- Responses by Item Question Category Average 36 Policies, procedures,and rules are clear and easily understood Policies, 2.61 Procedures 83 My uniform is appropriate for my job Equipment 2.61 90 The work required by my job is not excessive My Job 2.61 106 Employees are welcome and accepted regardless of sexual Diversity 2.61 orientation or preferences 113 The CPD enforces laws effectively Profess Satis 2.61 119 Criminal investigation efforts are effective Profess Satis 2.61 29 Candidates are provided with an accurate picture of the CPD before Selection, 2.60 they are hired Promotion 33 I receive sufficient training in legal application of use of force Training 2.59 11 My supervisor encourages teamwork Leadership- 2.57 Supervisor 12 My supervisor encourages my participation and input Leadership- 2.57 Supervisor 18 Command staff can count on employees to achieve CPD objectives Leadership- 2.57 effectively Command 21 I receive clear job performance guidance from my supervisor Goals 2.57 33 I receive sufficient training in sexual misconduct Training 2.57 62 CPD personnel obtain training they request when justified, Training 2.57 available,and affordable, 80 My equipment is well maintained Equipment 2.57 98 I feel secure in my job Workpl Satis 2.57 39IPage The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary-Responses by Item # Question Category Average 117 Public service efforts are effective Profess Satis 2.57 38 Policies, procedures, and rules are stable and change primarily Policies, 2.55 when necessary Procedures 111 The CPD is effective in proactive problem solving Profess Satis 2.55 9 Command staff inspire commitment to the CPD Leadership- 2.52 Command 11 Command staff encourage teamwork Leadership- 2.52 Command 16 My supervisor approaches problems proactively Leadership- 2.52 Supervisor 37 Policies, procedures,and rules are complete and up-to-date Policies, 2.52 Procedures 66 My immediate supervisor communicates clearly to me Comms-Org 2.52 83 My vehicle is appropriate for my job Equipment 2.52 93 The CPD is a good place to work Workpl Satis 2.52 28 The entry-level recruitment and screening process is fair and Selection, 2.50 effective Promotion 11 Command staff lead by example Leadership- 2.48 Command 13 Command staff appreciate the contributions of employees Leadership- 2.48 Command 16 Command staff address employee problems proactively Leadership- 2.48 Command 17 Employees can count on support from command staff when Leadership- I 2.48 required and needed Command 31 I receive sufficient training for my assignment(s) Training 2.48 40 I Page The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary-Responses by Item Question Category Average 112 Compared to other police organizations, I consider salaries to be Pay 2.48 satisfactory 11 My supervisor leads by example Leadership- 2.43 Supervisor 13 My supervisor appreciates my contributions Leadership- 2.43 Supervisor 22 I understand the goals of the City of Clermont Goals 2.43 23 The CPD gives me sufficient authority to accomplish my job well Empowerment 2.43 26 The CPD permits officers and employees to exercise judgment when Empowerment 2.43 necessary 86 My vehicle is well maintained Equipment 2.43 99 I believe I have a good future with the CPD Workpl Satis 2.43 103 The CPD expresses clearly its commitment to valuing diversity Diversity 2.43 67 My supervisor encourages me to communicate concerns and Comms-Org 2.41 suggestions 12 Command staff encourage participation and input from employees Leadership- 2.39 Command 39 I receive sufficient training in legal updates Training 2.39 101 Diversity is valued in the CPD Diversity 2.39 71 I receive accurate and useful feedback concerning my job Perf Appr 2.35 performance (between formal appraisals) 78 I have the equipment I need to accomplish my job Equipment 2.35 110 Employees talk freely and openly with one another about work Comms-Interper 2.35 41IPage The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary- Responses by Item Question Category Average 73 The CPD handles complaints regarding officers appropriately Perf Appr 2.27 113 Compared to other police organizations, I consider benefits to be Pay 2.26 fair 116 CPD staff levels are adequate to meet public service needs Profess Satis 2.26 76 Internal affairs investigations are unbiased and thorough Perf Appr 2.25 77 Discipline is administered fairly and evenly Perf Appr 2.24 21 CPD employees share a common organizational vision Goals 2.23 31 Policies, procedures,and rules are enforced fairly Policies, 2.18 Procedures 32 Selection procedures for special assignments are fair and effective Selection, 2.18 Promotion 63 Command staff communicate clearly down the chain of command Comms-Org 2.17 111 The environment is comfortable, even when discussing difficult Comms-Interper 2.17 issues 37 I receive sufficient training in civil rights laws Training 2.14 38 I receive sufficient training in Florida Criminal Code Training 2.14 30 New CPD hires are well qualified Selection, 2.13 Promotion 36 I receive sufficient training in use of social media Training 2.13 79 My equipment is up-to-date Equipment 2.13 100 Employees project a professional image Workpl Satis 2.13 42IPage The Clermont Police Department: Moving Forward Appendix 1 Clermont PD Workforce Survey Summary-Responses by Item Question Category Average 60 I receive sufficient training in community policing Training 2.09 61 I receive sufficient training in problem solving Training 2.09 63 Procedures to select CPD personnel for training are fair Training 2.09 68 Employee concerns and suggestions reach upper management Comms-Org 2.09 71 The CPD deals fairly and appropriately with mistakes by officers Perf Appr 2.09 78 The CPD rewards outstanding performance Perf Appr 2.05 31 The promotional process is fair and effective Selection, 2.00 Promotion 33 The best-qualified candidates tend to receive special assignments Selection, 2.00 Promotion 61 I receive sufficient training in school safety Training 2.00 72 The CPD addresses job performance problems effectively Perf Appr 2.00 111 Current pay and benefits encourage employees to work hard Pay 1.96 69 Contact among CPD employees is positive and effective Comms-Org 1.91 31 The best-qualified candidates tend to be promoted Selection, 1.91 Promotion 96 Employees have team spirit Workpl Satis 1.74 27 I am concerned about being unfairly disciplined for unintended Empowerment 1.65 mistakes 43IPage