Kathy, whatever you do, don’t let them get near Buster, Biff, or Bozo, and especially for ride-alongs!
“Without trust we are nothing,” Police Chief Roger Bragdon said at a June meeting at the Calvary Baptist Church downtown. “We are a bunch of people with guns.”
Thus, any errors (those in judgment, in fact, or in editing) are to be ascribed to the PI, and not to others contributing to this document.
(Author: JoAnn Danelo Barbour, Ph.D., Principal Investigator, Professor and Department Chair, Doctoral Program in Leadership Studies, Gonzaga University)
OKAY…I’m in Ms. JoAnn Danelo Barbour!!!
Just a few tips for the Principal Investigator:
More often, however, we were in unfamiliar ground, simply trying to learn and understand. Therefore, findings in the report reflect what we learned from the voices (spoken and written), reflections, and opinions of those working inside SPD, combined with observations from the RT and documents from observers to the SPD and the work of law enforcement.
*** Is that ever obvious, which makes one wonder why you and GU were chosen for this little project when there are far more experienced groups who have been there, done exactly this, and got the T-Shirt.
“Ms. Armstrong provided public documents to be read, helped coordinate a random pool of interviewees, arranged ride-a-longs, as well as coordinated and accommodated requests from the research team. This project was accomplished primarily through her diligent efforts.”
***Police Administrators know the game and how it’s played… NO BUSTERS, BIFFS, OR BOZOS ALLOWED.
“Members from this group included, from the Community: Inga Laurent, Rick Mendoza, Brian Newberry, Matt Newberry, Phil Tyler, Erin Williams-Heuter, Stephy Nobles Beans, Makayla Desjarlais, and Lori Kinnear; and from the SPD: Justin Lundgren, Tom Hendren, Dave Singley, Rich Meyer, Jake Jensen, Josh Laiva, Tanya Hauenstein, and Kathy Armstrong. We thank these volunteers for getting us started and for their thoughtful contributions to the focus of the study.”
***You probably should have done a little background on these folks, had you done so you would have found some interesting stuff.
“We realized that due to budget, time, and personnel limitations this research team would not be able to interview and survey a large enough (and thus more reliable) community sample as well as a police department sample. Thus, we decided early in September to limit the study to a six-week data-collecting time frame and only include the SPD for purposes of this study, the work culture audit.”
“Consequently, the study has the following limitations: 1) A limitation of Time. The design of the study occurred in the spring and summer months, previous to students arriving for the start of Fall 2016 classes the first week of September. Organization of data collecting processes and procedures from both the SPD and GU began in earnest the first week of September, and we began to collect data the first week in October, concluding in mid-November (about six weeks). Due to time limitations, the RT was not able to interview members of, or observe the work of, specific departments in the SPD, or observe police work in a variety of spaces in the community of Spokane; 2) A limitation of Budget. Since the study was conducted by a professor and her students, we tried to keep the budget to a minimum, thus focusing on transcriptions and survey needs. 3) A limitation of Personnel. We had a team of ten to collect data, analyze that data, and write a final report. More research members would have been needed to interview more officers and civilian workers of the SPD and citizens of Spokane. Also, a much longer time frame would have been needed to add more interviews and observations of exchanges between community members and police officers. Finally, a greater budget would have been needed to lengthen the study, add more personnel to participate in the study, and add more time to the length of the study.”
***Kudos for admitting that this “Culture Audit” would never pass a Peer Review, and really means very, very little.
***Ms. JoAnn Danelo Barbour for some reason you overlooked some important FACTS regarding the SPD Culture, and why there is so much distrust…I can’t imagine why you would overlook the obvious reason for some of the distrust and not include things like this, regarding the Zehm case? For some reason, you didn’t even bother to mention Karl Thompson’s name… must have been an oversight …eh?
“and I just don’t think the behavior of the officer rose to a criminal behavior.” “has my unequivocal support. Based on all the information and evidence I have reviewed, I have determined that Officer Karl Thompson acted consistent with the law.”
Chief Craig Meidl:
“Karl was the most professional officer on the department,” “If it could happen to him, it could happen to me.”
“Numb. Shock. Anger. Unprotected. Fear. Karl was the most professional officer on the department. If it could happen to him, it could happen to me.”
“system failed” and that an “innocent man was found guilty.”
“Karl needs our support,” “More than ever. His family needs our support. More than ever.”
“Feeling betrayed. Betrayed by the very public we’ve sworn to protect. Betrayed by Prosecutors who violated ethical principals in courtroom behavior. Threats to witnesses, raised voices, red faces.”
“The current culture of the Spokane Police Department seems a likely result of the work begun in 1987 by “outsider” and new chief to SPD, Terry Mangan, Chief until 1998.”
***Say what???? This is pretty funny only one person currently on the job now had any direct involvement with establishing the National Model for Community Oriented Policing at SPD, including an Operational Management System, Proactive Interaction Standards, and Accountability Standards, etcetera. The statement in this “Culture Audit” is blatantly false. The current Culture at SPD bears absolutely no resemblance what-so-ever to the Culture that existed under Mangan.
*** Certainly, you must follow the local media at least to some extent, even though it isn’t much like Texas, at least you could get some idea of the current culture, and this is only the beginning, with more coming.
Dr. Quint Thurman, who would be a principal researcher on the two program evaluations, was skeptical about the program being proposed the first time he met with Ingle and Mangan. “[They] said, ‘we have this plan [for COPY Kids] … and we want you guys to do an evaluation. Oh, by the way we started it two weeks ago. I turned [to a student who accompanied me to the meeting] and I whispered in his ear, ‘we’re in trouble on this one. There is no way this thing’s going to work,” Thurman recalled. When Thurman and the student left the meeting, Thurman explained his concerns. “They are going to go around the in the summer and offer to put kids on a bus and run around the city with police officers who are going to be in plain clothes until the last day. They’re going to be cleaning up viaducts and pulling weeds and going to artsy-fartsy museums and eating fine cheeses…. My first prediction here, first of all you are not going to get any kids. No kid is going to sign up to ride on a bus all week with cops.”
Thurman was impressed, however, by Ingle’s ‘let the chips fall where they may’ approach to the evaluation process. “Dave said to us, ‘we don’t know if this is a good idea or not, but we’re going to try it. If it’s not a good idea we want you to tell us so that we spend our money next year on something else. If it’s a good idea we want to know why and how so we can do it again,” Thurman said. “I got the impression that they really wanted to know… what works before they wanted to do a political feasibility [study].” With a small budget of approximately $5,000, and the program having already begun, Thurman and his team of graduate assistants worked quickly to design and implement a research methodology which included direct observation of the program, focus group interviews with participating youth, and surveys of participating parents and police personnel. (The original 1992 study was followed-up with a second study of the same program in 1993). Thurman, who was initially skeptical about the program, was pleasantly surprised by the results of his research.
The cops were getting a big bump from this sort of thing. They were actually saying, ‘well I arrested the brothers and sisters of these kids and I had no idea that these kids were actually decent kids. I thought because their brothers and sisters were crooks that they were crooks too.’ And we had parents tell us, almost 100% of the parents we interviewed, that they would send their kids back for this kind of thing. They really liked it… The kids got paid like $40 for a week of work, which is hardly anything, but it meant a lot to them. And we went back and looked at bank records and found that over half of the kids had added to their accounts as opposed to just spent the money on candy. And, when they did withdraw the money, they typically spent it on school supplies and things for other people, as opposed to themselves.
The citizens survey measured resident’s assessment of the level and quality of police services, fear of crime, victimization experiences, neighborhood problems, police-public relations, and assessment of the COP philosophy and programs. (Subsequent surveys were developed and administered in 1994 and 1995 which also asked questions about the visibility of police personnel in neighborhoods and the characteristics of neighborhoods.) All citizen surveys were mailed to a random sampling of Spokane residents. Four hundred and twenty four (424) residents responded to the first survey. In an effort to increase the response rate, in 1994 the survey was sent to more households and 1,134 residents returned this second survey. In 1995 1,164 city residents responded to the third survey.2
From 1992 to 1994 the citizen surveys showed positive improvements in several areas. The number of citizens who:
- rated police services good or excellent increased by 6% from 54% to 60%;
- said they felt very safe or safe walking alone at night in their neighborhood increased by 7% from 39% to 46%;
- reported being the victim of a crime decreased by 7% from 31% to 24%;
- reported that Spokane residents and police worked together to solve crime increased by 12% from 34% to 46%.
The Spokane Police Department has proved
unusual in its willingness to experiment with COP and document the
results (see Thurman, 1995). In 1995, the National League of Cities
designated Spokane as the winner of the Annual Innovation Award for
“innovative approaches to rethinking public safety” in recognition of the
city’s COP efforts.
Second, observational data suggested that the CPOs enjoy their
work and appear quite successful at it. Moreover, those who come into
contact with the CPOs appear to appreciate the job that the CPOs are
doing and want it to continue. This observation is supported by the
various forms of data that were collected, including call-backs of
residents who have come into contact with the CPOs during the course of
the evaluation process.
WHEN ALL ELSE FAILS…BLAME THE OTHER GUY!!
“Last year’s budget cuts and the layoffs that followed have left the [SPD] so short-staffed that Spokane Police Chief Roger Bragdon himself describes the agency’s response levels as inadequate. Most property crimes, such as burglaries, go uninvestigated, and crime victims must wait months for the department’s records section to provide copies of basic police reports needed for insurance claims. (Clouse, 2005, n.p.)4”
***Interestingly you leave this quote from the story out…. why?? Is “blowing smoke” to the Spokane Community, as is going on now, a good thing???
“What they’ll get if the levy passes is that it buys us time to find a different way to do business or to allow the tax base to catch up,” Bragdon said. “I don’t want (residents) to think we are blowing smoke. We can’t afford to lose any more people.”
“A current member of the SPD, on the force at the time of Bragdon, suggested that community members became increasingly frustrated when they could not get officers to respond to their calls; and, he believed, this began a real anger from the community at the quality of the work of members of the SPD. This officer thought that Bragdon did not have good rapport with the media, and he allowed the community rapport built by Mangan to erode.”
***I wonder just who that “current member of the SPD” might be, someone that was disciplined by Bragdon perhaps? As I look though the seniority list I linked above I see a number of individuals including Brass who would be more than happy to blame Bragdon. Why would the “Principal Investigator” of what is in name only a “Culture Audit” include an anonymous statement like that in a work product such as this without doing at least some research as to whether or not it should be included?
“In 2015, police departments serving cities with populations exceeding 50,000 employed an average of 16.6 officers and 21.4 total personnel for every 10,000 residents. 9 For cities of 200,000 population, the average total personnel is 401 and the average number of officers is 322.10 The population of the city of Spokane, according to latest US census data (July 1, 2015), is 213,272. As of October 2016, there were 399 full time employees 11 working for the Spokane Police Department: The 307 commissioned employees include: 282 White, 25 people of color (10 Hispanic, 3 Black, 1 Asian, 5 Native, 5 Multi-Racial, 1 Unknown); 278 males and 29 females; and 80 (26%) were hired within the last 5 years. The 92 civilian employees include 84 White, 8 people of color (5 Hispanic, 2 Black, 1 Asian, and no Native); 32 males and 60 females; and 39 (42%) were hired within the last 5 years.”
***Leave this kind of data to people that know what it means, and why SPD wanted it included.
Theme One: Shared Values Support Police Work that is Eventful and Variable
Although police work involves much variability, the shared values of integrity, honesty, trust, and a strong work ethic provide a strong foundation to the work culture of the SPD. Paradoxes developed when shared values (strong work ethic) brushed against scarce resources (staffing issues), or when the strong value to serve gets tested in an environment with much negativity.
Theme Three: Climate: Morale, Staffing, and Leadership
The three factors of morale, staffing, and leadership converge to affect the climate or feeling of the work culture of the SPD. Many suggestions were made to leadership of the SPD about how to treat staff and how to improve the morale, including adding more staff to the SPD.
***Okay, we got it they claim to be understaffed!
Theme Two: Becoming One of Us (Out of Order)
The nature of police work in the field is unpredictable, seemingly chaotic, sometimes dangerous and volatile; and the SPD has been in flux due to shifting leadership and management changes. Organizational stability is needed, which can be accomplished by maintaining a strong culture, which makes it difficult for newcomers to enter. The SPD is discussed from the perspectives of insiders and outsiders.
***The underlined makes no sense what-so-ever! So, who exactly is responsible for the “flux due to shifting leadership and management changes”? The is only one correct answer to that question…the buck stops with the Mayor. Say what???… “which can be accomplished by maintaining a strong culture, which makes it difficult for newcomers to enter.” A strong culture of exactly what. The one currently in place? I see…maintain “The Thin Blue Line” … got it!
Theme Four: Connecting with the Community
Participants in the study believe that many community members: often do not know or fully understand the work police officers do in a given day or can legally perform as part of their duty; and do not trust them, expressed through criticism of the SPD. Some of this distrust may come from the media. Suggestions were made about improving communication and community engagement.
***Of course, it is the Media’s fault, they just make all that bad stuff up!
I REPORT HSS YOU DECIDE!!!