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1 Police Morale Efficiency Team| Report on Recommendations

POLICE MORALE EFFICIENCY TEAM

REPORT ON RECOMMENDATIONS

J U N E 2 0 1 3


TABLE OF CONTENTS

I. Team Member Listing ………………………….…………………………… 3

II. Introduction .……………….………………………………………………4

III. Manpower ….………………………………………………………………..5

IV. Communications …………………………………………………………….8

V. Training & Welfare …………………………………………………………11

VI. Conclusion ………………………………………………………………….14


TEAM MEMBERS

Chair: Amy Waggoner, Deputy Chief of Staff, Office of Mayor Greg Ballard

Kendale Adams, IMPD Public Information Officer

Tracey Bean, Emmis Communications

Julie Black, IMPD Civilian

Santos Cortez, IMPD Patrol Officer

Nichole Freije, Emmis Communications

Brian Gabel, IMPD Patrol Officer

Allison Gaff, Citizen Volunteer

Daniel Greenwell, IMPD Patrol Officer

John Griffin, Emmis Communications

Ron Hicks, IMPD Assistant Chief

Romeo Joson, IMPD Patrol Officer

Molly Mason, IMPD Patrol Officer

Spencer Moore, Retired IMPD

Marilyn Pfisterer, City-County Councillor

Joe Robinson, Public Safety Board Member

Bob Roeder, Mercer, Human Resources Professional

Joe Simpson, City-County Councillor

Rick Snyder, Fraternal Order of Police Representative

John Walton, IMPD Lieutenant and Minority Police Officers Association Representative

Gina Weathers, IMPD Sergeant

Tim Westerhof, IMPD Patrol Officer

Kimberly Young, IMPD Sergeant


INTRODUCTION

On January 22, 2013 Mayor Greg Ballard and Department of Public Safety Director Troy Riggs

announced the creation of Efficiency Teams to make the operation of the Department of Public

Safety (DPS) more efficient, effective and transparent to the public. Among the teams announced

was the Police Morale Efficiency Team (PMET).

The mission of the PMET was to gauge the current morale level within IMPD and to develop

ways to increase morale within IMPD. The PMET membership was comprised of IMPD officers of

various rank, experience and years of service, a representative of the Fraternal Order of Police, City-

County Councillors, a member of the Public Safety Board and citizen members. The team was

provided with a copy of a 2011 study of IMPD by Emmis Communications.

The PMET met on five separate occasions to discuss the current state of officers’ morale,

actions that impact morale positively and negatively and ideas for improving morale in the future.

Throughout this process, the PMET continually improved, narrowed and defined core ideas

surrounding police morale. These ideas were then refined into suggested action items to improve

morale.

The PMET concluded that three main categories capture each suggested action item:

Manpower, Communications, and Training and Welfare. Once all suggested action items were

assigned to one of those three categories, a survey was sent to PMET members to rank suggested

actions items within each category in order of importance. This survey allowed each team member

to weigh in, anonymously, with his or her opinion of the suggested action items, without fear of

retribution.

Prior to releasing the survey, the PMET discussed whether all IMPD officers should be invited

to take the survey or whether only PMET members should take the survey. It was the consensus of

the PMET that only PMET members should take the survey due to the thorough discussion of the

topics they gained from serving on the team, and that other officers would not have that

background knowledge.

The following report lays out each category of recommendations separately. Each suggested

action item is ranked within its category, per the results of the survey.


MANPOWER

The PMET concluded police morale is most affected by officers feeling they have the ability to

respond to the community in a timely fashion, to use their on duty time to its fullest potential and to

have the opportunity to grow within their roles. The PMET members consistently noted that they

would like to return to a more proactive policing model versus the current reactive model.

Patrolling proactively allows the officers to be in touch with their community and provides crime

prevention opportunities. Many PMET members indicated their initial reason for joining IMPD

was to use their skills to prevent crime, not simply to react to incidents. This fulfillment of purpose

leads to a healthy morale. The challenges presented by the IMPD’s current manpower allocation

affect each of these areas and negatively impacts police morale. Within the manpower category, the

PMET recommends eight suggested action items.

1. Hire More Officers

This suggestion was the overwhelming top choice in the survey. The lack of officers creates the

following challenges:

Inability to get days off – officers cited that it has been difficult to secure time off recently.

They attribute this to a lack of available officers to cover their districts, shifts and patrols.

Safety issues – officers are more cautious about taking runs and often delay response until they

have adequate backup, in order to not jeopardize their own safety.

Proactive vs. Reactive policing – officers expressed an interest in returning to proactive policing.

Due to low numbers of officers on patrol, they must spend a majority of their time

responding to dispatched runs instead of proactive patrolling elsewhere in the district.

2. Allocate More Officers to Patrol

This suggestion is similar to the previous suggestion. The PMET noted that the lack of officers

allocated to patrol results in the same challenges to morale as the previous suggestion.

Inability to get days off – officers cited that it has been difficult to secure time off recently.

They attribute this to a lack of available officers to cover their districts, shifts and patrols.

Safety issues – officers are more cautious about taking runs and often delay response until they

have adequate backup, in order to not jeopardize their own safety.




responding to dispatched runs instead of proactive patrolling elsewhere in the district.

3. Supervision Ratio of 1:6

The PMET discussed ways that officers could feel more secure in their positions, which leads to

improved morale. A decreased supervision ratio will result in:

More support and direction - from supervisors to a fewer number of direct reports



responding to dispatched runs instead of proactive patrolling. If there were more

supervisors, then the supervisors could back up the patrol officers more often, allowing for

more time to be proactively policing elsewhere in the district.

4. Request Police Allocation Team to Review Runs Dispatched

A review of runs dispatched will enable officers to respond to highest priority needs, placing

more focus on runs that are true public safety needs. The PMET believed some runs could be

handled by a Public Assistance Officer, or re-directed to a more appropriate agency.

Potential Runs to Review: o Fire runs for forced entryo Loud noise complaintso Traffic hazards (trash in road, etc)o Animal Control Runso Check welfare runso Accidents with no

Death/SBI/DUIo Incomplete 911 calls from cell

phones

o Civil issues – landlord/tenant, custody,divorce

o Runaway reportso Stolen vehicle reportso Juveniles disrespecting parentso Transport witnesses to courto Children locked in car

5. Better Use Of/More Public Assistance Officers

The PMET discussed how Public Assistance Officers (PAO’s) could assist sworn officers by

responding to accidents, non-emergency runs, and take reports, freeing up the officers for more

proactive policing. The PMET noted that if the PAO’s could be utilized more frequently and

designated to focus on non-emergency community needs, it would enable the officers to attend


to highest priority community needs. This will also allow the officers to focus on proactive

policing.

6. Consider 10-hour Shifts

The PMET discussed how 10-hour shifts would increase morale by:

Reducing - weekend shift hours each month allows officers a greater personal/work life

balance.

Improving - communication through overlapping from shifts allowing officers more of an

opportunity to share information between shifts, and among the officers and command

staff. Better communication leads to an opportunity to prevent crime, not just react to it.

7. Prevent Unnecessary Court Appearances

The PMET members remarked that recently, unnecessary court appearances on days off seem to

be increasing. The members suggest that to increase morale:

Create a better, more reliable system of notification – this prevents officers from unnecessarily

reporting to court on days off and disrupting family life and personal time.

Create overlapping shifts – this allows for better communication regarding court schedules and

court cases and the need to appear.

8. Enhanced Volunteer/Reserve Program

Similar to the PAO’s, the PMET suggests that the IMPD Reserves program be strengthened.

When more reserve officers are available to cover events and non-emergency community needs,

then the patrol officers can focus more time on proactive policing.

Manpower issues resonate as a theme throughout PMET discussions. Many of the

recommended action items revolve around the officer’s desire to practice proactive, versus reactive

policing. The PMET recognized the willingness and desire of the IMPD to serve its constituents, yet

felt the current allocation of manpower hindered its ability to do so.


COMMUNICATIONS

As the PMET discussed suggested action items, it was clear that officers would like more

communication from command staff down to patrol officers. Whether that is via sergeants and

lieutenants, or direct communication, a common complaint was that officers found out big news

items through the media instead of through normal departmental channels. Establishing clear and

consistent communications with officers combats rumors and false information from spreading.

Clear and consistent communications also develops trust in IMPD’s leadership. When officers trust

leadership, they are more confident and secure in their positions. When officers are more confident

and secure they have a healthier level of morale. Additionally, PMET members noted the

connection between internal morale and the external perception of IMPD. A positive external

perception of IMPD improves internal morale. Improving the external perception of IMPD

requires thoughtful and direct communication with citizens regarding positive actions by officers.

Within the communications category, the PMET recommends eleven action items.

1. Create and Clearly Define a More Uniform Discipline Process

PMET members feel the ambiguity and uncertainty of the discipline process creates external and

internal perception problems and affects morale. Confusion exists surrounding the discipline

process – how it works, what penalties are for what actions, etc. This confusion (by both the

officers and the public) leads to negative public perceptions, and negatively impacts morale.

2. Clear and Concise Communication of Changes to General Orders

Similar to the discipline process confusion, the PMET noted the frustration when receiving

changes to general orders (GOs). When GO changes are distributed, officers find it very

difficult to tell what has changed because the changes are within the content of the entire

document and not clearly highlighted. Officers would prefer to see changes in “legislative style”

with strike-throughs, under-lined additions, etc. This frustration leads to a mistrust of leadership

or a lack of understanding the purpose or policy behind the change. To build trust in leadership,

changes should be explained and supervisors should understand the reasoning behind the

change. When all officers understand the changes and reason behind the changes, they develop

trust in the leadership of IMPD. With increased trust comes a healthier morale.


3. Highlight Wins Internally and Externally

The PMET often noted the correlation between how they think the public views IMPD and

internal morale. When the public has a negative opinion of IMPD – morale suffers. Many

discussions were had regarding the media’s focus on negative stories and lack of any compelling

positive stories. The PMET feels highlighting more positive stories both internally and

externally will help improve morale and external perceptions of IMPD.

Encourage media to carry positive stories, not just negative stories

Explore creative ways to carry a positive message, outside of traditional media channels

Communicate directly with the public and internally on good work officers do

4. Uniformity of Cars, Badges, Uniforms, Business Cards for Internal and ExternalCommunications

The PMET believes that the public does not take IMPD seriously when officers arrive at

incidents with different colored cars with different markings, non-standard badges, different

types of business cards, etc. IMPD does not provide business cards so officers make their own,

which leads to many different styles. This inconsistency makes officers feel as though they

cannot communicate as well or be proactive officers unless they can provide contact information

to citizens. Internally, a unified and uniform IMPD correlates strongly to improved morale and

perception of a strong IMPD.

5. Create Talking Points for Leadership to Communicate Better with Patrol Officers

PMET members believe that if IMPD created and disseminated uniform talking points on a

regular basis to leadership, who then communicated those talking points down the chain of

command, then rumors and false information would be less likely to spread. When rumors and

false information are spread, officers are less likely to trust leadership, which leads to a

decreasing level of morale. If talking points are created and disseminated, especially immediately

after difficult incidents, officers would be more likely to develop trust in leadership.

6. Consistent Roll Calls Countywide

If uniform talking points are distributed and roll call supervisors receive leadership training,

then roll calls could be more consistent countywide. This allows officers across the city to


receive uniform information and prevent rumors and false information from spreading. When

rumors and false information spreads, officers have a more difficult time trusting leadership.

7. Weekly Email from Chief

The PMET members noted that a weekly email from the Chief of Police would build trust with

leadership. Once established with regularity, officers would believe that if news reached the

media before they were notified, they would trust that a leak occurred and that the Chief

intended to inform the internal team first. The email also provides an opportunity to highlight

wins internally, recognize officers for a job well done and just give general updates on items of

interest (budget discussions, etc). It is important to note that officers have different habits of

checking various communications (i.e. pages, emails, text messages). The PMET suggests that in

order for this weekly communication to be effective, the email should come out the same day of

the week at the same time every week. Officers would then become accustomed to checking

their email for the Chief’s weekly update.

8. Weekly Union/Officer Organization Meetings With the Chief

If the relationship between the Fraternal Order of Police (FOP) and leadership is improved,

then the officers can expect more communication from the FOP on issues and concerns. To

improve the relationship between the union and leadership of IMPD, the PMET recommends a

weekly meeting. In addition to weekly FOP meetings, the Chief should meet with other officer

organizations, including the Minority Police Officers Association.

9. Encourage Citizen Ride-Alongs

Positive citizen interaction leads to a positive external perception of IMPD. Positive external

perceptions affect IMPD’s morale positively. Officers want citizens to understand what they

do every day. A ride-along helps officers communicate directly with citizens, bypassing the

media which tends to focus only on negative stories surrounding IMPD. Encouraging citizen

ride alongs will help foster a more positive morale among officers.

10. Better Communicate the Availability of Employee Assistance Programs

Some causes of low morale are internal to the officer. Availability of counseling and substance

abuse treatment positively impacts specific and general morale. While the PMET members


believe the stigma associated with the Employees Assistance Program (EAP) is slowly fading,

the members feel as though officers are unaware of all the different options and services

provided from the EAP. Promoting the EAP could lead to a higher morale among officers.

11. Hire an IMPD Communications Specialist for Improved Internal Communications

Hiring an IMPD Communications Specialist is suggested as a way to provide for all the

communications needs of IMPD, internally and externally. A communications specialist will

help provide assistance for the suggested action items of highlighting wins, creation of talking

points, weekly emails from the Chief and communications regarding the Employee Assistance

Program.

Achieving greater communication within IMPD will increase officer’s trust of the decisions that

leadership makes, leading to improved morale. It’s important that the communication is routine and

can be expected. Additionally, communicating clearly and uniformly to external partners – the

media and citizens – will improve the external perception of IMPD and in turn, improve internal

morale.

TRAINING & WELFARE

The training and welfare category suggests action items that affect the mind, body and soul of an

officer. These suggestions are intended to improve the officer’s well-being and ability to perform

above and beyond performance expectations. When an officer is at peak physical and mental shape,

he or she is more likely to have positive morale. The PMET recommends eleven action items within

this category.

1. Leadership Training for Roll Call Leaders

PMET members often mentioned a lack of motivating supervisors. Officers want to begin their

shift with strong motivation and purpose. They want to know that their supervisor will educate

them and advocate for them. Additionally, officers felt like some supervisors were only in their

positions because they desired to be “off the street” rather than take on the function of a


supervisor. Officers are craving stronger leadership at all levels. The PMET recommends the

following types of leadership training to improve morale:

How to make roll calls more meaningful to officers.

How to encourage officers and provide guidance in difficult situations.

2. Provide More Training For Officers

PMET members stated that training was revitalizing to them – it refreshes and renews their

commitment to the force and the community. Additionally, they feel that lack of training is a

safety issue, as they are not adequately trained on all the new equipment available. The PMET

recommends the following types of leadership training to improve morale:

Regularly scheduled, not sporadic, meaningful training opportunities for all officers.

3. Encourage Leadership to Recognize Employees More Often

PMET members expressed the desire that good deeds and actions by officers should be

recognized more often. They feel the focus always seems to be on problems, not successes.

The recognition does not necessarily have to be expensive, time-consuming or public – a simple

“shout out” in the Chief’s weekly email or at a roll call would go a long way towards improving

morale.

4. Uniformity of Cars, Badges, Uniforms, Business Cards for Internal and ExternalCommunications

This suggestion was also mentioned under the Communications section. Here, the uniformity

helps improve officer’s morale because the uniformity helps them feel like a team. They are one

force dedicated to public safety when they all have the same look. Internally, a unified and

uniform IMPD correlates strongly to improved morale and perception of a strong IMPD.

5. Make Weekend Roll Calls Meaningful

Officers want to use their time on shift as wisely and productively as possible. They feel that

current weekend roll calls are unnecessary as no information is passed on to them. Officers feel

that without new information to give (due to detectives being off) that weekend roll calls are


unproductive. The PMET suggests that weekend roll calls are a good opportunity for training or

meaningful interaction.

6. Provide Specialized Training for Officers Re-Allocated to Patrol

If the Police Allocation Efficiency Team re-assigns officers to patrol that have been on “desk

duty” for many years, there is a concern that those re-assigned officers will do more harm than

good. PMET members expressed concern that re-assigned officers could put themselves and

others in danger if assigned to the street without training to support the reassignments. To

avoid this, the PMET recommends:

Training for re-assigned officers - should include encouragement to be supportive and positive in

the re-allocation.

7. Encourage/Promote Wellness Programs for Mental and Physical Well-Being

Healthy officers, in mind and body, are more positive. Frequent reminders of opportunities to

improve their bodies physically (discount rates at gyms, etc) and of the Employee Assistance

Program will improve the morale of officers who that take advantage of the opportunities.

8. Ensure Distribution of Cars Goes to Those Who Most Need Them

PMET members noted that patrol officers are often driving vehicles that are much older and/or

are in worse condition than many in leadership who do not take runs on a daily basis. They

discussed the “Instant Morale Booster” factor if new cars went to patrol officers and current

patrol cars were used by officers that do not take runs. Even if this is not entirely possible, it

would improve morale to communicate when vehicles are coming, and why certain divisions are

getting new vehicles and other divisions are not (specific grants, etc).

9. Allow Officers to Work Out While on Duty

The PMET members noted the positive morale of IFD and suggested that the opportunity to

work out while on duty, like firefighters could positively impact morale of IMPD. However, the

PMET was hesitant to re-instate a physical fitness requirement like IFD.


10. Social Opportunities for Officers and Their Families

In order to connect more deeply as a unified force, the PMET suggests that more social

opportunities be planned in order to get together with other officers and their families in a

relaxing setting.

11. Recruit Volunteers to Pray for Police

The PMET also discussed that to provide for the spiritual well-being of officers, IMPD should

recruit volunteers to pray for the police. In addition, an open forum for prayer events on a

voluntary basis through police-community partnerships would be beneficial. From command

staff to officers, many in IMPD welcome prayer and recognize morale is often enhanced by

knowing others support them through prayer.

CONCLUSION

The PMET’s focus on the three categories of Manpower, Communications and Training and

Welfare has resulted in 30 separate recommendations to improve IMPD’s morale. These 30

suggestions are the recommendations of solely the PMET. While team members sought out

opinions and advice from co-workers and others, the entire force was not questioned, nor given the

opportunity to make suggestions. The PMET believes these main suggestions cover broad topics

concerning morale and that other individual officers may have valid additional suggestions.

The top three suggestions in the Manpower category were:

Hire more officers.

Allocate more officers to patrol.

Decrease the supervision ratio down to one supervisor for every six officers.

The top three suggestions for the Communications category were:

Create and clearly define a more uniform discipline process.

Clearly and concisely communicate changes to general orders.

Highlight wins internally and externally.


The top three suggestions for the Training and Welfare category were:

Leadership training for roll call leaders.

More training for officers.

Leadership recognizing employees more often.

Additionally, though outside the top suggestions in any category, the following recommendation

was ranked 4th on priority list for both Communications and Training & Welfare categories thereby

deserving consideration:

Uniformity of Cars, Badges, Uniforms, Business Cards for Internal and External

Communications.

The common theme of officers’ desire to more often be proactively policing and being respected

by leadership and the general public is present throughout these suggestions. Many of these are

simple to implement and some are very difficult. The PMET thanks the Director of Public Safety

for the opportunity to review IMPD’s current state of morale and suggest actions items which may

increase morale.