Team Building and Maintaining Community Partnerships

Community Wellness:

“Team Building and Maintaining Community Partnerships” Participant Guide Housekeeping

 Coffee  Restrooms  Phone calls  Outgoing * Cell Phones * Pagers  Breaks/Meals  Sign-in Roster  Schedule  Participant Notebooks Introductions

Training Goals

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

 Build team relations  Re-Establish and build partnerships  Learn about community policing strategies to apply in your own communities  Develop an action plan to continue community building work Ground Rules

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

2 What do you hope to get out of this training?

What is Weed & Seed?

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

Weed & Seed Strategy

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

Is community policing easy to support and do? What exactly is community policing? (Write your definition below) ______

3 What is Community Policing?

“a philosophy wherein the police and the community share resources and responsibility for solving recurring problems that directly or indirectly threaten community safety or livability.” PARTNERSHIPS + PROBLEM SOLVING

-Western Community Policing Institute

How do we build healthy communities? ______

Non-profits Schools Businesses

Citizens at Other Large COMMUNITY WELLNESS Public Safety Social Services Police Government

4 Strategy

What can Law Enforcement do? ______

What can Community do? ______

5 Mission: Hawaii County Community Policing

To form a partnership with the community in order to create a safe and secure environment.

Overview of Hawaii Police Department

Mission Statement

The employees of the Hawaii Police Department are committed to preserving the Spirit of Aloha. We will work cooperatively with the community to enforce the laws, preserve peace, and provide a safe environment.

Vision Statement

The Hawaii Police Department is committed to providing the highest quality of police service and forming partnerships with the community to achieve public satisfaction making the Big Island a safe place to live, visit, and conduct business.

Core Values

 Integrity:  Professionalism  Compassion  Teamwork  Community Satisfaction

Mission: Hawaii Police Department

The employees of the Hawaii Police Department are committed to preserving the Spirit of Aloha. We will work cooperatively with the community to enforce the laws, preserve peace, and provide a safe environment.

We are committed to the following core values:

 Integrity  Professionalism  Compassion  Teamwork  Community Satisfaction

6 Aloha Spirit Law

Hawaii Revised Statutes, Chapter 5, Section 7.5(a)

The Aloha spirit is the coordination of the mind and heart within each person. It brings each person to the self. Each person must think and emote good feelings to other. In the contemplation and presence of the life force. Aloha, the following unuhi laula loa (free translation) may be used:

Akahai, meaning kindness to be expressed with tenderness;

Lokahi, meaning unity, to be expressed with harmony;

Olu’olu’, meaning agreeable, to be expressed with pleasantness;

Ha’aha’a, meaning humility, to be expressed with modesty;

Ahonui, meaning patience, to be expressed with perseverance.

These are traits of character that express the charm, warmth and sincerity of Hawaii’s people. It was the working philosophy of native Hawaiians and was presented as a gift to the people of Hawaii.

 Aloha is more than a word of greeting or farewell or a salutation.  Aloha means mutual regard and affection and extends warmth in caring with no obligation in return.  Aloha is the essence of relationships in which each person is important to every other person for collective existence.  Aloha means to hear what is not said, to see what cannot be seen and to know the unknowable.

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

7 Where is our Department or Community failing, in efforts to get individuals to show more kindness?

What does it mean to work cooperatively?

In our professional responsibilities, individual contacts and personal relationships:

What does it mean to have Integrity?

8 How do we exhibit Professionalism on a daily basis as we work together?

How integral is Compassion in partnerships and dealing with community problems?

How important is Teamwork in our everyday efforts to build healthy communities on the Big Island?

9 What does Community Satisfaction look like?

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

On policing...

“…the police are the public and the public are the police…” - Sir Robert Peel 1829

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

10 Leadership

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

Emotional Intelligence

“The level of your ability to understand other people, what motivates thems and how to work cooperatively with them.” -H. Gardner – Harvard Theorist

 Self-awareness  Self-regulation  Motivation  Empathy  Social Skills

Self-awareness

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

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

Self-regulation

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

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

11 Bridging Police and Community

How does the other group perceive us?

What I wish the other group would understand about us is….

The three most important things I need from the other group are….

12 Self-regulation

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

Empathy

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

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

13 Team Building

Objectives for Team Building

 Identify the benefits of working as a team  Develop a teamwork environment  Demonstrate team development techniques  Enhance trust and consensus building skills

Team – A Definition

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

Why work as a team?

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

14 Ten Characteristics of an Effective Team

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

Decisions by Consensus

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

Problem-Solving Styles

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

15 Passengers on the U.S.S. Consensus Passengers on the U.S.S. Consensus

 19 year old AIDS patient  54 year old Doctor  33 year old Carpenter  16 year old unwed Pregnant Girl  42 year old Deputy Sheriff  23 year old Beauty Queen  49 year old Ship’s Captain  25 year old Professional Baseball Player  37 year old Plumber  40 year old IBM Executive

Your Team

 We are…  We believe in…  Our responsibilities as community policing leaders are to…

Our Team

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

Building Community Partnerships

Partnership Objectives

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

16 Benefits of Building Partnerships

 Increase potential for impacting crime, fear of crime, and quality of life issues  Coordinates and leverages resources from all areas of the community  Increases trust and understanding  Strengthens organizational support  Creates a network of assistance  Use a more strategic approach

Community Involvement Pyramid

 Involvement in decision making  Information and skills  Access to a variety of roles  Positive Expectations

Trigger Event

 Community crisis o Injury or death o Natural Disaster o Community Victimization  A problem is identified o “last straw” o Personal victimization

Video: “High Noon”

17 Communities

Geographic  Family  Extended Family  Neighbors  Towns and Cities  Tribal Communities

Interest  Common Interests o Religion o Work o Hobbies o Ethnicity  Common Concerns o Crime o Fear of Crime o Traffic o Environment

Community of Interest  Citizen  Police  Government

Who should we involve?

 Who’s causing/enabling the condition/problem?  Who are the victims of the condition/problem?  Who has the authority and/or the ability to affect the condition/problem?

(Consider government, citizens, and law enforcement in each question.)

18 Maintaining Relationships

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

The Harvey Story

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

Benefits of Focusing on Conditions

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

19 Next Steps

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

Celebrating Success

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

20 Problem Solving

Problem Solving Exercise

The Problem:

“What is an on-going problem that continues to exist for your community?”

 What?

 So What?

 Now What?

21 Problem Solving Objectives

• To be able to recognize a “problem” • To clarify the problem solving process and how it might help to reduce crime, fear of crime, and quality of life issues in your local communities • To gain practical experience with the SARA problem solving model • Understand the crime triangle as a scanning, analysis and response tool • Promote partnerships between stakeholders

Problem Solving

• Understand the problem/issue • Define Learning Issues • Explore possible solutions/strategies • Select and implement a solution/strategy • Evaluate the impact

Problem Solving – situation

 You are out on a picnic and it starts to rain  Beer bottles are littering the local park  You receive a call for help regarding a domestic squabble

Problem Solving Models

 SARA o Scanning o Analysis o Response o Assessment

 Six Step Method o Problem Identification o Asset Mapping o Underlying Conditions o Planning o Implementation o Evaluation

22 The Problem-Solving Process Scanning

Analysis

Response

Assessment

“A guide not a procedure”

23 The Problem-Solving Process

Scanning

Assessment Analysis

Response

24 Problem Identification

 Build a service (Level 1 Prevention)  Address a recurring problem (Level 2 Prevention)  Increase community awareness (Level 1 or 2 Prevention)  Other?

Scanning – What is your problem?

 Working in your groups discuss the problem you will use to work through the SARA model  Keep your problems manageable and focused  Write out your problem in a one/two sentence statement  Share your problem statement with the class

25 Scanning

Definition Problems can be

 Two or more incidents  Crime related  Direct harm to public  Order maintenance  Public Expectations related  Does it affect the  Traffic related safety, livability, or  Disaster and quality of life? Emergency service delivery

Scanning: Learning About the Problem

• Strategies for information gathering o Personal observations - looking beyond the symptoms o Talking and listening to employees o Reviewing all police reports o Newspapers o Interviews of people in the area

• Ask simple, reporter (Investigation) questions o What is occurring? o Who does it affect? o When is it occurring? o Where is it occurring? o How is it impacting the community?

26 SCANNING

SCANNING

Define the problem: (be specific)

Known Facts:

Scanning – Information Resources Police Department In the Community – Crime Analysis – Neighborhood – Records Residents – Crime Prevention – Elected Officials – Communications – Schools – Other Law – Non-profits Enforcement – Media agencies – Business Groups – Investigative – Community Groups Division – Civic Groups – Others… – Community Surveys 27 Analysis

Goal: Learning about the problem, to understand underlying conditions creating the problem.

o What do you need to know to solve the problem? o Look carefully at: . Actors (Victims, Offenders, Others) . Incidents (Behaviors, Times, Locations) . Responses (What has been tried?)

FIRE TRIANGLE

Oxygen FUEL

All three must be present

28 The Crime Triangle

VICTIM

LOCATION or Problem OFFENDER (All 3 must be present.) Identifying Stakeholders Identifying Stakeholders

AnalysisIdentify Stakeholders - Who(Investigation) is affected by this problem? Victims Suspects Locations ANALYSIS Third Party Stakeholders

Determine the questions you have for each individual or group that is affected by this problem. What specific source would you go to for the answer? Gather information to answer your questions. QUESTIONS ANSWERS

29 Analysis – Identifying Patterns

What is similar about the event?

 What are the patterns in the time the events occur?  What do the locations have in common?  What common activity surrounds the events?  What characteristics do the suspects share?  What do the victims have in common?

What do these patterns suggest about the problem?

30 Analyzing Your Problem

 Using the problem you have identified:

o Ask “Why? Why? Why?” the problem is occurring. (5 min.)

Analysis – Birds are making a mess of the Lincoln Memorial

 Why?  Why?  Why?  Why?  Why?

 Identify the Victims, Suspects, Locations, and Third Party Stakeholders (10 min.)  Strategize on how you might impact at least two legs of the crime triangle (15 min.)  Report back to the group

31 Has your problem changed?

After the ANALYSIS, go back to SCANNING. What is the problem?

Based upon your ANALYSIS, describe what the problem is now:

32 Setting Goals

RESPONSES

ESTABLISH GOALS OF PROBLEM SOLVING EFFORTS What are you trying to accomplish, based on your NEW understanding of the problem? Short Term:

Long Term:

33 Responses

RESPONSES - Action Plan

PLANNING AND COORDINATING STRATEGIES What resources are needed? Who will What strategies are you going to implement your strategies apply to solve this problem? (partnerships)? STRATEGIES RESOURCES / PARTNERSHIPS

34 Response – Planning for Action

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

The strategy should be aimed at providing a long lasting solution to the problem.

Coordinated Responses – 3 E’s

VICTIM EDUCATION

Problem or ENGINEERING Crime ENFORCEMENT LOCATION OFFENDER

35 The Crime Triangle

VICTIM

LOCATION or Problem OFFENDER Eliminate at least TWO SIDES

Assessment

Goal: Measure the impact of response on problem.

1. Why do you think this step is important? 2. It can answer the question, “Did we solve the problem?” 3. How do you know? 4. Was the process effective?

FIVE MEASURES OF SUCCESS

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

36 Assessment

ASSESSMENT

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

Assessment – Follow-up

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

37 Assessment

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

Maintenance

MAINTENANCE What are you doing to ensure the problem does not return? How will you monitor the problem? How can we strive for continuous improvement?

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

Thank you for your participation in this course

39 Note page:

40 Note page:

41 Note page:

42 Note page:

43 SocialCitizeSMediaGoverOther ServicnsPublicnment esatSafety Note page:

44 PROBLEM SOLVING WORKSHEETS

Name: Date: Location: Contact:

SCANNING Define the problem: (be specific)

How did the problem come to your attention:

Identify Stakeholders – Who is affected by this problem? Victims Suspects Locations

Third Party Stakeholders

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

Questions Answers Victims:

Suspects:

Location/Managers:

Analysis After the ANALYSIS, go back to SCANNING. What is the problem? Based upon your ANALYSIS, describe what the problem is now:

46 RESPONSES Establish goals of problem-solving efforts

What are you trying to accomplish on your NEW understanding of the problem? Short Term:

Long Term:

ACTION PLAN What Strategies are you What resources are needed? Who going to apply to solve this will implement your strategies problem? (partnerships)? Strategies Resources/Partnerships Engineering (Location):

Education (Victims):

Enforcement (Suspects):

47 Action Steps Objective:

Outcome:

Strategies Resources/Partnerships

Date Due: Responsibility:

Action Steps

Timetable: Responsibility:

48 Action Steps

Action Steps

49 Action Steps

Action Steps

50 ASSESSMENT How can you assess the effectiveness of your problem-solving effort: Did you: 1. Eliminate the problem? 2. Reduce the problem? 3. Reduce the harm or fear associated with the problem? 4. Redefine the responsibility for the problem? What specific measures did you use to know that you had achieved your goals?

MAINTENANCE What are you doing to ensure for the problem does not return? How will you monitor the problem? How can we strive for continuous improvement?

51 PROBLEM SOLVING ACTION PLAN

Name: Date: Team Members:

ENVIRONMENTAL SCAN (An assessment of what is going on around you?)

VALUES (Those things that you believe in and stand for?)

MISSION ((What is the purpose for your team’s existence?)

GOALS (How will you achieve your team’s mission?) Short Term:

Long Term: