Item A - ICMA/PERF Report - Laserfiche WebLink

Home Browse Search

One expressed area of concern is the lack of managerial presence at night. From 3:00 am to 6:00 am, the highest ranking officer on duty is a patrol sergeant. Admittedly this is typically a slow period, but the potential is always present for a major incident to occur. Though a number of top officials can respond from home in a short time in the event of real crisis, they are not as easily available at 3:00 am when a highly sensitive, but not urgent, decision needs to be made. As previously noted, supervisors and first line managers complain that their ideas are not often considered by some managers. Reportedly, this sentiment has discouraged some from attending or participating in information sharing sessions. Despite concerns, members of the department are looking to the chief of police to provide badly needed leadership to the department. The chief of police understands the necessity to build a cohesive and strong management team. For example, in an effort to begin to develop a higher degree of strategic thinking and command-level problem solving among his command staff, he has started sending captains to leadership development programs such PERF's Senior Management Institute for Police. Programs like this not only teach commanders how to lead, build consensus and support for their decisions, and anticipate consequences, but they also establish invaluable networking opportunities with top police officials around the nation with whom they can consult as new or difficult situations arise. An important management asset for the chief of police is the Police Commission. This twelve-member commission serves in an advisory capacity to the city council with its ultimate mission to achieve a safe community. The commission has undertaken a number of initiatives, including research into in-car videos, police complaint processes, use of force, community policing, police-community interaction, and much more. 64