Mais conteúdo relacionado Semelhante a Managing the modern cps department (20) Mais de Margolis Healy (20) Managing the modern cps department2. Agenda
• Introduction
• The Issues
• How to Address Them
• Discussion/Q&A
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3. Introduction/About MHA
Margolis Healy & Associates, LLC is a professional services firm that
specializes in a wide range of campus safety and security consulting
services for institutions of higher education throughout the United
States and Canada.
• public safety management reviews;
• safety and security program assessments;
• organizational culture assessments;
• security master plan development;
• emergency operations response training and policy development;
• compliance audits and related training;
• litigation consultation;
• interim leadership placement and executive search
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4. Introduction/About MHA
• Clients represent large, medium and small public
and private institutions
• Near even split between sworn and non-sworn
agencies
• Managing partners have led both sworn and non-
sworn department, and managed hybrid forces
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5. How we know what we
know
• Managing Partners and associates have
combined 100 of years in law enforcement and
CPS
Led every possible type of agency
• Clients number well over 85 and represent all
favors of CPS departments
• We’ve seen every conceivable issue, from the
aftermath of critical incidents, to labor aggression
to total mismanagement
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6. The Issues
• Physical Security
• Organizational
Design/Structure • Emergency
Management/Critical
• Strategy/Community Incident Response
Policing
• Special Event Security
• Staffing
• Dispatch is Important
• Budget
• Training, Training,
• Thin Blue Line Training
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7. Organizational
Design/Structure
• External
Form should follow function
What do we want?
− Sworn/non-sworn/hybrid
− Armed/unarmed/range of weapons
Where does it fit within your hierarchy?
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8. Organizational
Design/Structure
• Internal
Typical para-military structure
− Does it support the reality of daily operations
Does it align with the rest of the institution
Are the right people on the bus? (and in the right seats)
Are there enough command staff and administrators for
the workload
Systems to direct, constrain, or guide (in support of better
policing & avoiding undesirable policing)
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9. Organizational
Design/Structure
• Decide a course by design, not by default
• Don’t wait until you’re in crisis mode
• Encourage a flatter structure, when and where
possible
• Compare structure with other service units
• Conduct a skills inventory for key CPS positions
• Compare management team with other
departments
• Examine systems intended to direct, constrain, and
guide discretion
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10. Operational Strategy
• Has the department adopted a strategy linked to
the issues the university faces?
• Is that strategy aligned with institutional vision,
values, goals?
• Is the strategy intelligence based?
Hot-spot policing, disorder policing,
COMPSTAT
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11. Operational Strategy
• Ensure leaders are exposed to latest research
and practices in policing
• Require them to develop an operational strategy
that addresses institutional challenges
• Ensure strategy outlines general and specific
duties and responsibilities for officers
• Consider geographic/neighborhood assignments
• Community policing should be central tenant
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12. Staffing
• Enough is never enough
• Staffing must align with service levels and
institutional expectations
• Must support the continuum of activities – routine
duties; predicting and preventing crime and
public disorder; reacting and responding to
critical and emerging events.
• It is time/place/activity dependent
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13. Staffing
• In general, you need 4.7 – 5.2 people per position
Level 1 (Full Service)
Level 2 (Comprehensive Stewardship)
Level 3 (Managed Care)
Level 4 (Reactive Services)
Level 5 (Crisis Response)
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14. Budget
• Who controls (knowledge, skills,
experience)
• Enough is never enough
• Supports operational strategy
• Charge backs or imbedded
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15. Budget
• Director should control, unless that conflicts
with institutional practice
• Require department to conduct zero-base
budget exercise
• Examine expenditures to see how they support
operational strategy
• Doesn’t matter where funding comes from, just
as long as it’s available, without exception
• Use 1.5% as a general guideline
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16. Thin Blue Line
• Present, regardless of status
• Passive (and sometimes active) mistrust of civilians
• “You don’t know what we do cuz you’ve never done
it”
• Circle the wagon mentality
• They don’t appreciate us
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17. Thin Blue Line
• Integrate senior CPS leadership into student
affairs/rest of institution
• Build substantive, trust-based relationship with
other senior SA administrators
• Spend time in the trenches (and require others to
do so as well)
• Circle the wagon mentality
• Widely celebrate safety and security successes
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18. Physical Security
• It’s not just for corporations anymore…
• Security technology can serve as a
significant force multiplier
• It can also be a black hole if not managed
appropriately and aligned with overall
strategy
• Requires a special skill set not necessarily part
of CPS executive experience
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19. Physical Security
• Ensure executive has requisite skill set and
appropriate understanding
Or assign someone with skills
• Align with institutional security goals
• Form campus wide coordinating committee
• Develop physical security strategic plan with
applicable design and deployment standards
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20. Emergency
Management
• Critical incidents can and do occur on all of our
campuses
• You have an affirmative duty to prevent harm
You own/control premises
You operate programs, on and off campus
Sometimes, you have “special relationships” with
students
Now, we have Federal guidelines
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21. Emergency
• Management
Develop a campus “concept of operations” and plan
that is NIMS compliant and meets evolving standards in
higher education emergency management
Provides an “All Hazards” campus wide operational
plan
Provides Effective and Efficient Incident Management,
from Pre-Planning & Initial Response Through
Recovery
Provides Effective Communications Internal and
External
System for Incident Management while Providing
Critical Campus Operations
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22. Special Event Security
• Potential lethal mix @ many campus
special events
Students and non-students
Alcohol and other drugs
Egos
Security (Lack of or ill prepared)
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23. Special Event Security
• Most violent incidents occur in the early morning
hours
• Each has a triggering event: argument, fights,
anger, vengeance, jealousy, domestic related
• Suspects are consistently male
• Not clear if they all occur at non-school sponsored
events, but they all have a link to student access
to university space
• Weapon of choice is a firearm
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24. Special Event Security
1. Multi-disciplinary approach
2. Event Pre-planning & Coordination
3. Special Event policies
4. Training for security personnel
5. Staffing
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25. Special Event Security
6. Use of students in event staffing
7. Venue Considerations
8. Off-campus events
9. After-action reviews
10.Use of NIMS & ICS framework
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26. Dispatch is Important
• CPS relies on two-way radio communication
to receive information, request assistance,
receive orders, and respond to calls for
service
• System must provide immediate information
to public safety offices in the course of their
duties
• The operators within system represent the
constraining or facilitating factor
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27. Dispatch is Important
• Need one or more staff positions per shift in a
dedicated, centralized command and
communications function, 24/7.
• Staff should not have ancillary duties
• Operators should have appropriate disposition and
state-mandated training
• Management of the dispatch operation should not
be an after-thought
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28. Training, Training,
Training
• Often cited as one of the most important
responsibilities in any public safety agency
Basic, OJT, In-service, Specialized
• Well trained officers are generally more
productive and efficient
• Training can foster cooperation and unity of
purpose within the department and
community
• It also helps to fulfill your duty to prevent
harm
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29. Training, Training,
Training
• Conduct a training needs assessment,
internally and externally
• Develop a training plan to close gaps
• Create opportunities for joint training
• Appropriately fund training
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30. Wrap Up
• Physical Security
• Organizational
Structure • Emergency
Management/Critical
• Strategy/Community Incident Response
Policing
• Special Event Security
• Staffing
• Dispatch is Important
• Budget
• Training, Training,
• Thin Blue Line Training
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Notas do Editor (a) how and how much discretion police officers are exercising, and (b) what supervisors and managers are doing to direct, constrain, or guide that discretion. Ericson and Haggerty (1997) argue that information gathering and recording protocols, built into the hand-written and computerized forms officers complete, structure how officers conduct much of their work. The proliferation of these forms and systems for monitoring their completion, they argue, means an increase in hierarchical influence on street-level practice. This is an interesting, but not rigorously tested proposition that is amenable to experimental design evaluations. The second indirect way to structure discretion is through training, at least some of which is intended to invest officers with the skill and judgment to use their discretion wisely in circumstances where simple bureaucratic rules will not be very useful in producing the desired results (Muir 1977:ch. 12) – disputes, for example. Charge backs or embedded funds for special events and other “out of the routine” charges is an important issue to resolve because it could determine how, why, and how many officers a particular event gets – that is a decision that should be based on risk reduction and not how it will be funded. If budget request states they need additional funding to support neighborhood patrols, ensure that it’s being spent in that manner.