Gadfly 11-13 rev - Florida Police Benevolent Association

Transcription

Volume 25, Issue 4, November 2013
The official quarterly publication of the Big Bend Chapter of the Florida PBA
INSIDE
3
Let Us Never Forget!!!
4
From Your Editor
5-6
An Identification of
Factors Influencing Police
Workplace Motivation
8
Morgan-Byrd Family Rish Park
9
FAMU News
9
A Community In Action
10-11
2013 Year End Rant
12-13
Helping Us or Hurting
Us? General Order #5
Professional Development
14
What Is Warrior Culture?
16-23
Police officers’ attitudes,
behavior, & supervisory
influences: An analysis of
problem solving
24
Christmas Trees For Sale
And Much, Much More!
PRESIDENT’S MESSAGE
Steve Slade
G
reetings to all! As you are well
aware, our collective bargaining
agreement has expired and we are
working in the “status quo” mode.
Unfortunately, we had to declare impasse
on October 1st, due to the unbelievably
poor financial package that the City of
Tallahassee offered you. However, we continue to meet in collective bargaining sessions as we await our hearing with the
Special Magistrate who has been selected.
We are also attempting to mediate prior to
that date. Therefore, the expired agreement
will remain “status quo” until an agreement is met with the
City, through mediation,
or a ruling by the Special
Magistrate. It is truly
unfortunate that we must
play these games every
three years as public servants who protect this
community. At one
point, I was optimistic
that we could have this
completed before the
current agreement expired. However, that has
faded away!
Many would like to use current events
against our most “noble” profession and
use these attacks as an attempt to back you
in a corner to accept anything. However,
we will not wavier and we will not accept
this. You put your lives on the line for this
community, second guessed and “Monday
Morning Quarterbacked” by those who
can’t do the job, can no longer do the job,
or at the very least, forgot how to do it.
This is a time that we must stay united and
provide the best law
enforcement services
that this community
has seen. Follow your training and adhere
to our policies and procedures.
Furthermore, protect yourselves at all
times; because after every tour of duty, I
expect you to go home to your family and
loved ones.
Many of you continue to ask about
your vacation, i.e. snap shot. As I have
continuously advised, regardless of what
you are being told out of the City’s
Retirement Office, if it’s not in writing,
then do not count on it. It
you want to maximize
this expired benefit, hold
on to your personal leave
until the contract is settled one way or another.
The snap shot will either
be from October 4, 2013
or when the new collective bargaining agreement takes effect.
When I joined the
PBA over 20 years ago, it
was for the legal representation for disciplinary
actions. As I became involved, I quickly
understood the Association’s political activity in the fight for my wages, benefits and
better working conditions. When I became
President, I understood that my purpose
was to give you a strong voice within the
City of Tallahassee and the Police
Department. Although at times our strategy
must change, I will always fight to ensure
your rights and benefits are protected.
Continued on next page
“Many would like
to use current
events against our
most “noble”
profession and use
these attacks as an
attempt to back
you in a corner to
accept anything.”
BIG BEND CHAPTER
of the Florida Police Benevolent Assn., Inc.
300 East Brevard Street
Tallahassee, Florida 32301-1218
(850) 222-3329 ❖ (800) 733-3722
The Gadfly is published by the Big Bend Chapter of the Florida Police Benevolent Association, Inc. solely for the benefit of its members.
This is Big Bend PBA’s official medium of
expression and is dedicated to improving
communications within our community and
among members of our respective agencies.
President’s Message – Continued from page 1
As we approach the holiday season, I ask that each one of you reflect
upon your many blessings and enjoy time with your family and friends. Do
not take life for granted and enjoy each day as if it was your last. God Bless,
stay safe and protect yourself at all times!
Big Bend membership encompasses city and
county law enforcement officers employed in
the following counties: Calhoun, Franklin,
Gadsden, Gulf, Jackson, Jefferson, Leon,
Liberty, Madison, Taylor, and Wakulla.
PRESIDENT
Steve Slade
SENIOR VICE PRESIDENT
Steve Vaughn
VICE PRESIDENT
Kathy Connell
SECRETARY
Tracy Clark
TREASURER
Tim Clark
SERGEANT-AT-ARMS
Dan Copelin
BOARD MEMBERS
TALLAHASSEE POLICE DEPARTMENT
Brian Davis
Dave Donato
Donnie Glunt
Zach Lyne
Tenitris McInnis
Leroy Peck
Ryan Pender
John Rudd
Stephen Stabley
Mike VonStein
E n j o y y o u r F re e d o m .
God Bless our Troops.
FSU POLICE
Richard Wooten
FAMU POLICE
John Cotton, Jr.
QUINCY POLICE DEPARTMENT
Harold Barber
EDITOR
Mike VonStein
Now Accepting Visa & MasterCard!
FOR YOUR CONVENIENCE, THE PBA IS NOW ACCEPTING VISA
AND MASTERCARD PAYMENTS FOR MEMBERSHIP DUES.*
CALL 1-800-733-3722 TO SIGN UP FOR RECURRING CREDIT
CARD PAYMENTS SO YOU WON’T HAVE TO WRITE A CHECK
EVERY MONTH.
PUBLICATIONS SPECIALIST
Bob Peterson
s r
MEMBERSHIP SECRETARY
Laura Spraker
Opinions and views expressed by guest
writers are not necessarily those of this
Chapter or editorial staff.
Big Bend Gadfly
r
TM
*This option is available for members who are not on Automatic Dues Deduction.
-2-
November 2013
Let Us Never Forget!!!
Warren T. Gay
Ernest Kearns Ponce DeLeon
Daniel Dale Green
Reserve Sergeant
Tallahassee Police Department
Tallahassee, FL
End of Watch: 06/15/1981
Police Officer, ID# 647
Tallahassee, FL
Police Sergeant, ID# 255
Tallahassee, FL
www.odmp.org/officer/5349-police-officer-warren-t.-gay
www.odmp.org/officer/10747-police-officer-ernest-kearns-ponce-de-leon
www.odmp.org/officer/16454-sergeant-daniel-dale-green
November 2013
-3-
Big Bend Gadfly
From Your Editor
By Michael Von Stein, PBA Board Member – Editor
O
n my day off, I was sitting in the
physician’s office with my kids
and I read the front page of the
Tallahassee local paper. It was already
36 days old; published on September
11th and titled VIDEO REVEALS SUSPECT ‘BEATING’.
The second word used in the article was “shocking” and
knowing this word to be an adjective, used as a ‘describing’
word, it definitely was not a neutral word. To have this word
used by this local publication as a Monday-morning quarterback reference does not surprise me. From my perspective,
this publication’s purpose is to capture the reader(s) attention
in order to sell more copies. In the media business world, their
goal is to seek a profit and maintain their survival in a digital
media age. So I can understand this publications goal of
increasing circulation/sales by drawing light on this singled
out incident. I think it is not fair that these same Tallahassee
residents and guests are not exposed to the horrendous and
intense pockets of crime that is centralized within the city limits of the state’s capital city fueled by homelessness, drugs and
gang activity, person/property crimes, entitlement abuses, etc.,
etc. I would not have used the word “shocking” for the later
example, but if you have to paint a picture, why not worry
about what you are portraying when the amount of crime in
this city is perceived as being kept under “wraps” to entice
people to move to and attend school in our “fair” city.
Understanding how the many aspects of commerce are affected is the much bigger picture and that’s why videos about
Florida can be done in the following manner where you can
watch it in your temperature controlled personal space as if
you were picking an exotic island getaway: http://www.you
tube.com/watch?v=avmHjIapdwk#t=12. I get it.
When I previously observed this dashboard video that
was released to the public by the State Attorney’s Office, I
took a neutral stance. I was already familiar with the police
department’s Use of Force policies, as a former Defensive
Tactics Instructor, and a former Use of Force representative.
I have seen and been in situations that could have been scrutinized to this extent. Fortunately, a check and balance system
is already in place in most organizations, but when outside
influences do not give the organization a chance to follow
their established Internal Investigations, opportunists may
begin to “grand stand.” Opinions are aroused by emotion and
the opportunist(s) are fueled by their personal vendetta/agenda. Heck, I have always said “opinions are like belly buttons
and everyone has one” and let us also not forget that this is
America and it is our constitutional 1st Amendment right to
have an informed or uninformed opinion espoused with
inflammatory adjectives when prudent to our goal. I have
first-hand knowledge knowing that it is hard for a politician to
Big Bend Gadfly
pass up an opportunity to solicit public support for an
endorsement/election somewhere down the road. I get it.
Then there is the quote made by Attorney Conrad and
it ends in “This is disturbing. I could not believe that I saw
that happening in Tallahassee, Florida. It’s like something
you’d see in Detroit or Los Angeles or some other town. This
is Tallahassee.” At least his comment is geographically correct! Is it that he really is not aware of the type of crimes that
occur in Tallahassee or the fact that Big Bend Law
Enforcement is doing the best that they can by doing a job
that most people will not do? The question that I immediately wonder about is what is the goal of Conrad’s statement?
Hmmm, I see the double edged sword of this profession for
Conrad represents a client and even if the Florida League Of
Cities pays out a settlement, one day we, you or I, could be
in this situation when the next person you place under arrest
is represented and has a vested interest in seeking a settlement. I cannot say that I have been morally shocked for
Officer(s) summoned to perform a job in such a political climate, but then again I cannot bill people who have placed me
in such a position to take law enforcement action under the
oath that I sworn to uphold. That money/settlement type article was in this past Sunday’s paper dated October 13th, but I
will refrain from comment and keep moving forward.
Unfortunately, I also get this.
So what is the rationality of why some people do what they
do? How much pain are you willing to endure before you get
involved or do you think being kicked is an expectation of your
job performance? As a law enforcement officer, we all are summoned to uphold our oath to rectify something that has more
than likely gone wrong and it needs to be stabilized.
Fortunately, the men and women, sworn and civilian, judicial
and enforcement are doing the best that we can do at the line
level. This issue is dedicated to those who have paid the ultimate sacrifice and those who seek out solutions for a job that
nobody else wants to do or is qualified to do with established
and accepted polices. Commissioner Maddox said it well in
his My View article dated October 23rd submitted that our city
is great because it really cares, “In Tallahassee, we give a hoot.”
Enjoy these free-thinking articles that might offer some
insight. THANK YOU for your duty and mutual sacrifice.
Remember, this is your publication, and your submitted articles are appreciated. Happy Holidays ;)
-4-
November 2013
Abstracts Of: An Identification Of
Factors Influencing Police Workplace
Motivation
Written By Vernon Sommerfeldt • Reprinted Courtesy of Queensland University of Technology
To see the entire article, view it at: http://eprints.qut.edu.au/34460/
P
olice work tasks are diverse and require the ability to
take command, demonstrate leadership, make serious
decisions and be self directed (Beck, 1999; Brunetto
& Farr-Wharton, 2002; Howard, Donofrio & Boles, 2002).
This work is usually performed in pairs or sometimes by an
officer working alone. Operational police work is seldom
performed under the watchful eyes of a supervisor and a
great amount of reliance is placed on the high levels of motivation and professionalism of individual officers. Research
has shown that highly motivated workers produce better outcomes (Whisenand & Rush, 1998; Herzberg, 2003).
……………………..
Factor analysis revealed five broad Prime Motivational
Factors that motivate police in their work. The Prime
Motivational Factors are: Feeling Valued, Achievement,
Workplace Relationships, the Work Itself and Pay and
Conditions. The factor, Feeling Valued, highlighted the
importance of positive supportive leaders in motivating officers. Many officers commented that
supervisors who only provided negative feedback diminished their sense
of feeling valued and were a key
source of de-motivation. Officers also
frequently commented that they were
motivated by operational police work
itself whilst demonstrating a strong
sense of identity with their team and
colleagues. The study showed a general need for acceptance by peers and
an idealistic motivation to assist members of the community in need and protect victims of crime.
Generational cohorts were not found to exert a significant
influence on police motivation. The demographic variable
with the single greatest influence on police motivation was
tenure. Motivation levels were found to drop dramatically
during the first two years of an officer’s service and generally not improve significantly until near retirement age.
The findings of this research provide the foundation of a
number of recommendations in regard to police retirement,
training and work allocation that are aimed to improve
police motivation levels. The five Prime Motivational Factor
model developed in this study is recommended for use as a
planning tool by police leaders to improve motivational and
November 2013
job-satisfaction components of police Service policies. The
findings of this study also provide a better understanding of
the current sources of police motivation.
……………………..
Eisenberg, Cummings, Armeli and Lynch (1997) found
that, across a wide range of organizations, employee perceptions of management support was directly related to positive
job conditions experienced by the employees. The researchers
identified particular job conditions which employees believed
indicated that the organization supported and valued its
employees (Eisenberg, et al.). Employees only attached significance to job conditions that they believed the employer
had control over. For instance, career and development opportunities were an important factor because employees considered the organization has control over employee development, training and promotion. Where employees believed the
job condition is caused by some factor outside the control of
the organization, there is no expectation that management will
or should improve the condition.
Where employees perceived that management has the capacity to improve a
particular poor job but does not, poor
motivation and low job commitment
are the likely results. The job conditions identified and ranked by
Eisenberg in order of importance are:
time of personal life, opportunity for
challenging tasks, training opportunities, physical working conditions,
relationship with supervisor, job security, freedom to adopt own approach to the job, relationship
with co-workers, fringe benefits, opportunities to make a contribution to the organization, opportunity for high earning,
recognition of work, work schedule, opportunity for advancement, variety and interest in the work itself, status connected
with prestigious work and organizations, opportunity to help
others and low stress and pressure. It will be noted how closely these 18 factors parallel Herzberg et al.’s (1959) 13 job
motivation sub-factors. Beck’s (1999) studies identified these
18 factors as crucial to a police officer’s perception of organizational support and subsequent motivation and commitment
towards the officer’s work.
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Big Bend Gadfly
Abstracts Of: An Identification Of Factors Influencing Police
Workplace Motivation – Continued from previous page
al.). It is generally acknowledged that effective leaders
THE ROLE OF POLICE LEADERS IN
develop a workplace environment which encourages the
MOTIVATING OFFICERS
Police leadership is recognized as a critical management development of motivated employees (Herzberg, Mausner &
issue (Thibault, Lynch & McBride, 1998). Goldstein (1977) Snyderman, 1959; More et al, 2003).
describes the police working environment as volatile as any
Positive, motivational police leaders are expected to be
other part of the globally competitive marketplace. He argues trustworthy (Porter & Lawler, 2000), convey clear vision and
that senior police must possess the same leadership abilities as goals (Waitley, 1995) and be positive and inspirational (Baker,
their private sector counterparts. The ability of the leader to 2000). Leaders with these qualities create a stimulating envimotivate his or her subordinates is an essential leadership ronment for officers to work in. The comparatively recent interattribute (Thibault et al., 1998). A police leader’s responsibil- est in Total Quality Management has highlighted the critical
ity is to “unleash and direct” an employee’s motivation to role that leaders perform in maintaining a positive and responreach higher levels of performance (Whisenand & Rush, sive work environment. In this regard four critical tasks that
1998). Thibault distinguishes leadership from the concept of leaders must perform in high-performance organizations have
power because the leader influences the worker whilst the been identified (Harrison, 1996; Lawler, 1986). They are:
worker still has power to refuse compliance whereas power is building trust and openness, presenting a clearly communicatapplied where the worker has no choice or is under duress. ed vision, allowing decisions to be made at appropriate levels,
Whisenand and Rush describe police leadership as a process and empowering others (More et al.). These observations are
of moving police personnel in a desired
also consistent with the comments of
direction by cultivating the officer’s willingHerzberg (2003) and Kovach (1989); that
ness to move. Bennis and Nanus (1985)
leaders must be experts in motivation.
defined a leader as:
A survey of American police chiefs in
1976 by the International Association of
The person who knows what he or she
Police Chiefs identified 14 significant
wants, communicates it to others, positions
police management skills (Thibault, Lynch
himself or herself correctly, and then
& McBride, 1998). Of these 14 skills
empowers others to perform their duties
“motivating personnel” was identified by
successfully.
Hard work pays off in the
the police chiefs as the most important
A characteristic of leadership which future.
Laziness pays off now. (Thibault et al.). Tanenbaum and Schmidt
separates it from mere supervision is the
long term nature of leadership and its attribute of soliciting (1975) rejected the traditional 3 leadership styles approach
voluntary compliance (Tibultet et al., 1998; Whisenand & and argued that leadership is situational and is dependent on
Rush 1998). In his research on leadership, Bennis interviewed the situation at the time. They argued that the different func90 acknowledged industrial and business leaders. From these tions which police perform require different styles of maninterviews he identified four key common strategies: a clear agement and leadership. Examples of this are the different
vision and projecting it to others, creating meaning through styles of leadership that apply to: taking charge of an emermastery of communication, building trust and faith, and being gency situation and when directing day to day routine work.
positive in regard to oneself and others without conceitedness In the former, an autocratic hierarchical response may be
(Bennis & Nanus, 1985). The capacity to motivate others is a best whereas the later may best be managed with a democratic participative approach. In line with this, the leaders
key element of all these disciplines of leadership.
More, Wegner & Miller, (2003, p. 142) state that “a well approach to motivational strategies is likely to change
managed police department is easily distinguishable because according to the nature of the police and the task. Whisenand
of its positive leadership.” It is therefore a prime responsi- and Rush (1998) state that there are three reasons to study
bility of modern police leadership to motivate officers police motivation: to attract the right employees and keep
through; empowerment, good communication and positive them, to lead officers to dependably and effectively perform
leadership. Some (Charrier, 2000; More et al.) argue that in their duties and to lead officers to go beyond routine and permost police agencies today, authoritarian managers and form self initiated and innovative work. To achieve this in an
supervisors are a thing of the past and have been replaced by economic rationalist environment of ever tightening legislaleaders who attempt to lead rather than push their subordi- tive, budgetary and resource restraints requires leaders to
nate officers. Modern leaders recognize the importance of have a sound understanding of the factors which exert motiindividual differences, motivating the employee to want to vational influences on police officers and the most effective
work productively and the dangers of alienation (More et strategies for applying this knowledge.
Big Bend Gadfly
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November 2013
November 2013
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Big Bend Gadfly
Morgan-Byrd Family - Rish Park
By Lane Wright • Submitted by FSU PD Sergeant Richard Wooten
M
ost people don’t associate the FSU Police Department (FSUPD) with sunny beaches and lasting
family memories, but thanks to a generous
donation from the university’s ‘boys in blue,’ the
Morgan-Byrd Family will.
As part of the Agency for Persons with
Disabilities (APD) Partners for Good program,
the FSUPD sponsored the Morgan-Byrd’s and
three other families to attend Rish Park, a state
park specifically designated for persons with
disabilities and their families. The FSUPD contribution covered the cost of a three-night stay at the
park, as well as money for food and gas.
“It was fantastic,” said
Jennifer Morgan-Byrd. “We
had never been on a family
vacation where it was just us.
We’re usually staying with
relatives.”
Mrs. Morgan-Byrd is the
mother of three children with Autism aging from 5 to 10
years old. She said after her husband had to quit
his job, the financial strain got pretty tight.
“Our oldest daughter is on a waiting list [for
Medicaid waiver funding] but we aren’t receiving any services,” she said. “Things like therapy
sessions and interventions didn’t leave a lot of
money left over to go on a vacation. This was the
first time for us to have our own little adventure.”
Rish Park, located near Port St. Joe on Cape
San Blas, boasts nearly 100 acres of white sand, sea-oatcovered dunes, and shimmering water. Newly renovated
boardwalks connect cabins to
the beach, making them easily
accessible for anyone in a
wheelchair. And while
the children tried a
little fishing and
had fun discovering turtle egg nests on the beach, they seemed
to enjoy the Olympic-sized pool the most.
“The children were really excited,” said
Morgan-Byrd. “They spent most of the time at
the pool.”
The FSUPD sponsorship provided more than just
money for families like the Morgan-Byrds to have a getaway vacation, it provided a chance to unwind in a way
that’s hard to do when you’ve got three children with
Autism.
“When you’re a caretaker and you’re taking a child to
the beach, regardless of the disability, certain challenges can
come up,” said Morgan-Byrd. She highlighted the fact that
Rish Park makes dealing with some of those challenges a lot
easier. “If my child decided he was going to strip
off his pants or my daughter had a meltdown,
you won’t be judged. Everyone will be okay with
it. You don’t have to worry about inconveniencing others.”
Thanks to the FSUPD, the Morgan-Byrd
family was able to spend a few breezy days on
the beach in a way they’d never been able to do
before.
“We could get up whenever we wanted.
There were no obligations; we just went with the flow,” said
Morgan-Byrd. “It was hard to leave.”
Proud, Professional and PBA!
Offering a
20% Law
Enforcement
Officer
Discount
Big Bend Gadfly
-8-
November 2013
Florida A&M University News
By FAMU PD Officer Erica Herring
EVERY BREAKOUT LEADS TO ANOTHER
BREAKTHROUGH
T
hey are accused of having big hearts, now; one
agency has issued warrants for their arrests.
On Wednesday, October 3, 2013 more than
400 Tallahassee community citizens were served
warrants for their arrest, transported by Florida
A&M University Police Department and other
law enforcement agencies “locked-up” as “stars
behind bars” to benefit the Muscular Dystrophy
Association.
The jailbirds were arrested at work, taken to the Four
Points by Sheraton—the site of the event—and asked to
make their final plea calls to raise bail for their freedom.
The Lock-Up is the Muscular Dystrophy Association’s
premier fundraising program. These high-profile events
occur all across the country at various times throughout the
year. Business and community leaders and local citizens
agree to be “put behind bars for good,” where they utilize the
use of their vendors, co-workers, family and friends to get
donations that will go toward their “bail.” Each Jailbird has
weeks to raise their donations. That way, on the day of the
Lock-Up event, they can enjoy the Lock-Up experience by
networking with other business leaders and meeting with the
individuals and families that they’re helping in their community. All funds raised by the MDA Lock-Up assist the
Association in providing lifesaving research, a nationwide
network of medical clinics and accessible summer camp
experiences to individuals and families affected by neuromuscular diseases. FAMU-PD is proud to be in partnership
with Tallahassee Muscular Dystrophy Association.
QUARTERLY AWARDS CEREMONY
T
he Police Department of Florida A&M
University awarded Officer Demarro
Bryant as Officer of the Quarter and Ms.
Calvenia White as Employee of the Quarter for their
outstanding contributions to this agency at its quarterly
award ceremony in September.
“The department selects an officer each quarter,” said
Chief Terence Calloway. “The individual can be recommended by any member of the department based on their
work production, commitment and efforts beyond their
responsibilities to be eligible for the award,” said Calloway.
Bryant and White were selected for their hard work and
dedication to the department.
It is employees like these who play a key role in helping to shape the image of the department here at FAMU by
providing good quality customer service. Those who perform with excellence deserve recognition for their contributions. Congratulations to all for demonstrating Excellence
with Caring.
A Community In Action
By Quincy PD Officer Harold J. Barber
A
pproximately two years ago, Sgt. Eugene Monroe
was tasked with starting a community watch group
in the Shaw Quarters Community. Sgt. Monroe
partnered with Mr. Alphonso Figgers who lives in the
Shaw Quarter’s Community and together they held at least
one meeting every month at the Washington Lodge on East
Jefferson Street in Quincy, Florida. Sgt. Monroe and Mr.
Figgers formed a community committee and they began to
address the community’s concerns: drugs, home burglaries,
and assistance for senior citizens. The committee has also
held several community events such as Shaw Quarter Day,
Health Fairs, Easter egg hunts, and Senior Banquets. They
also deliver fruit baskets to the senior citizens. Through
hard work and dedication, Sgt. Monroe, Mr. Figgers and the
community committee have rallied the support of others in
November 2013
the community, as well as local businesses and organizations. With the assistance of Sgt. Monroe, Mr. Figgers and
the community committee, the citizens continue to improve
their quality of life and community. I would like to extend a
job well done to Sgt. Monroe, Mr. Figgers, the Shaw
Quarters Community Committee, and the Community as a
whole. I would also like to extend a thank you to the following businesses and organizations for their support and
assistance: The City of Quincy, Gadsden County Health
Department, Bond Community Health Center, Omega
Psi Phi Fraternity, The Gadsden County Times,
Mother’s Care Network, and NHBW. All of the aforementioned are true catalysts to the Quincy Police
Department motto “Service before Self.”
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Big Bend Gadfly
2013 Year End Rant
By John Rudd, TPD Board Member
L
et’s do a recap of the year. We had an officer shot at
and subsequently told we were out of control. We
have had contract negotiations and have been told we
are overpaid. We arrested a drunk woman who drove into a
house, then fought with the police and we were told we
were wrong. We got a new dispatch agency with a new computer system and were told it’s going to be better and faster.
Just once, I would like someone to tell me something that
doesn’t make me want to yell “Moe runs!” It’s not much,
but it’s all I want for Christmas. Stick with me while I get
my year end rant out, it may take a minute.
We are cops, if we hear or see something suspicious we
check it out. We do it at work, we do it at home, we do it on
vacation. It’s hardwired into our brains; we can’t help it and
it’s saved a lot of lives over the years. So a cop, doing cop
stuff, heard something suspicious slightly outside his jurisdiction. He checked it out to see if he needed to A) call the
proper authorities or B) not waste their time as it was nothing. For his trouble, he got shot at, a lot. A man whose sole
interest in this should have been prosecuting criminals who
shot at a person on a public street, who was literally just
driving by, decided to make it a forum on
how we are out of control and should be
brought under the stern hand of the Sheriff.
Given that he did not actually present any
proof, we are out of control, or that the
magical Sheriff’s star would have stopped
the gunfire before it started. I’m not
inclined to alter my word choice.
Contract negotiations are always contentious, we want something, they want
something, ultimately you try to work out a
deal everyone can live with. Contentious does not begin to
explain what our contract negotiations have been like.
Forget the small things we asked for to make our life easier
that cost nothing, I’ll get right to the money. The fact we
were the most dangerous city in Florida, haven’t increased
manpower in 20 years, and have grown significantly in that
time, basically doing more work with the same number of
people, got us a nice “Thank You” from the City. Then they
proceed to tell us that we are properly paid and should not
ask for more, in fact, we should give more back to keep the
pension properly funded, even though it is according to their
people and would just mean the city could save money.
They base our place in the pay scale off information collected from the internet (bone jur?) and had the audacity to
compare us to FHP and Jacksonville, saying we were comparable to both them and they to each other. As we had actuBig Bend Gadfly
ally done real research, we can show that, not only are we
poorly paid when it comes to total compensation, we actually have the lowest cost to hours worked of similar sized
cities. But ignoring all of the research, you have to look no
further than our hiring to figure out where we fall in the pay
scale. Using the free market theory that to get applicants
you must offer competitive pay, you can see exactly how off
the numbers are. We had over 30 people apply for the
Chief’s job—a good number for the position and about the
same number we had apply for the many police officer positions we have. Not 30 applicants for each position, about 30
applicants altogether. The only good thing I can say about
the negotiations is that some of the people present truly
looked a bit ashamed by their money offer, so I have some
hope on this front and I don’t want to paint them all with the
same brush.
The current unpleasantness, that’s the code for the thing
we aren’t supposed to talk about, but everyone else is talking about, and by the time this is printed, we can all talk
about. Ours is a nasty business, dealing with people on their
worst day and often making them do things they don’t want
to do. Sometimes, when people fight with
us, they get hurt, sometimes we get hurt,
but it’s always up to them, not us. I understand the lawyer making noise about this,
he wants to get paid, his interest is clear and
financial. I can even understand shady persons with political aspirations trying to get
press by beating down the police; we are
easy targets. The problem I have is this
thing called “Qualified Immunity.” I’m just
a lowly street cop, but I know that the
Supreme Court of the United States of America, a rung or
two higher than a State Attorney, has said repeatedly and
loudly, that an officer may use objectively reasonable force
and cannot be held liable for it. That means, if it’s not grossly out of line and someone get’s hurt, it’s just a shame, not
a crime. When you can’t get anyone with any knowledge
about the topic to come in and say it’s wrong, you would
think that would be considered objectively reasonable. This
is the problem with any position filled by an elected official—they need to stay in the press to keep getting reelected. Usually, long after they should have stopped.
And finally, the CAD. If I drop my computer and break
it due to negligence, I have to pay for it. That’s fair and I
can’t argue with it. I did something dumb and, as a result,
we have to replace equipment. So who is going to pay for
this broken collection of non-functioning software that was
- 10 -
November 2013
foisted upon us without testing, background research, or
proper training? We were told the CAD would make everything easier and faster since we would all be on the same
channel. Great, in the northwest we’ve added about ten percent to the amount of radio traffic we have because we are
on the same channel. We’ve added another 50 percent
because we have to be logged off
and on every few hours or so
because the system stops working or
just won’t do things it’s supposed to
do. I’m no computer wizard, and I
don’t know what kind of functionality they asked for when this thing
was built, but the simple fact we
can’t log off in the car should tell
you how much work we can get out
of it. For that matter, why did we
buy something they had to build? I know, deep in my heart
of hearts, some other agency in Florida has computer aided
dispatch. They can access tags and licenses with whatever
system they have, a month ago we could to. Why can’t we
just get what they have? From what I’ve been told, it was
because the Sheriff did not want to go to our system and, as
usual, the roll over and take it decision-making principle
November 2013
kicked in. We are doing four times the work and at least 80
percent of the radio traffic, but we do what the smallest
stakeholder wants. Of all the bad ideas I’ve seen implemented, and trust me, there are a lot, this is the most soul
crushing, morale killing, and just plain dangerous one ever
rolled out. People are going to get hurt because we use
garbage and no one high enough to
make the changes even seems to
care.
I’m ranted out now and feel a bit
better, but it doesn’t take long for the
anger to come back, in fact, every
time I get a call, real or magical
since sometimes random stuff just
shows up, I’m reminded of how well
we are cared for and thought of. So
I’m going to try some relaxation
therapy for the next few months—every time I get agitated
I’ll rub my head and say my happy words. I think about
what my buddy Maurico Endara does for relaxation, I’m
against it personally, but it makes him happy and a chill Mo
is fun to be around. So pay me no mind as you see me rubbing my temples chanting “Moe runs,” it’s just trying to get
to my happy place.
- 11 -
Big Bend Gadfly
Helping Us or Hurting Us?
General Order #5 Professional Development
By Officer John Pretti
Definition (TPD’s): Career rotation is a structured process
to provide opportunities for individual growth and development at all levels. It is designed to promote productive,
efficient, and effective job performance and to improve the
overall level of individual job satisfaction.(1)
Comparing the definition of what professional development is and what it is supposed to do for both the individual
and the department is subjective and broad. TPD’s end
result is to “promote efficient and effective job performance
and to improve the overall level job satisfaction.” The more
precise definition of what professional development is, is to
Definition (Wikipedia): In workplaces, professional devel- “acquire skills and knowledge” in career development. In
opment refers to the acquisition of skills and knowledge my opinion, TPD must adopt a policy geared toward the latboth personal development and for career advancement.(2)
ter approach to professional development.
In General Order #5 it states “promote productive effiwas asked to write an opinion paper based purely on my cient and effective job performance,” under the caption,
experience working within the Tallahassee Police “Motivation.” In my opinion, this policy has resulted in the
Department as it concerns career development and oppor- opposite effect and lack of motivation. There is no reason,
tunities. This subject is near and dear to my heart and I have certainly no motivation, to gain more knowledge and skill in
developed many opinions and thoughts. My experience a position when an officer knows they will be transferred in a
extends over 25 years and 11 months as a police officer. I few years. Even if an officer doesn’t want a core position
spent my first six years on patrol, 16 years in traffic, one year within the department, it takes at least 15 years to get a day
in Target Enforcement Squad, and the rest back on patrol. shift squad position. This raises the question of, are officers in
these core positions because they are
This article is not about any resentbest qualified for the job, or because it
ment I hold against the department,
is better hours for their families? How
the administration and/or City Hall. If
much money has the department spent
you are a true friend, co-worker, or
in training/equipment to get new offifamily and know me, then you know I
cers to the required experience level
love
the
Tallahassee
Police
where those senior officers were at
Department and my job. It is about
when transferred?
how we got where we are today.
I remember when I started, it
General Order #5 was written
took me four years to get a day shift
and revised on 10/01/09. This policy
position and six years to get in to the
was supposed to further both the
department and the officer in his/her Courage is not the absence of fear, but rather traffic unit. When I got selected for
the judgement that something else is more
the traffic unit, I was selected for the
law enforcement career and make the
important than fear.
position because of my job performdepartment more professional. In my
~ Ambrose Redmoon
ance and not who I knew. I never
opinion, what this policy has done, as
complained
that
other
senior officers were investigators for
written, is to take senior experienced officers out of core
positions, i.e.: airport, vice, homicide, traffic, etc., and place so many years, because I believed those officers earned to
these core experienced officers on day shift squads. There is be in the position.
I do not understand why the department doesn’t allow
a lot of nice language in this 10 page document, but it boils
down to affecting only officers from core positions. What promotions within each division when a person has clearly
this has done in the last four years is for the department to shown their leadership abilities within that unit. I know
lose important investigative experience in the department, many senior patrol officers, on patrol, who were never intermaking the department vulnerable and exposed. When I ested in becoming an investigator, but would make an excelquestioned this policy, I was always told that transferring lent supervisor. When I was in the Army, the Army didn’t
personnel around would give those who wish to get pro- promote from another attachment, but promoted within that
moted the experience in an investigative position. unit’s company/platoon. I recall a quote from my First
Therefore, this policy should result in producing a more Sergeant that can be applied here, and that is “Always be
motivated to take your boss’ position.” Would or could this
well-rounded supervisor, but has it??
I
COURAGE
Big Bend Gadfly
- 12 -
November 2013
work at TPD? Bottom line is to have a policy that encourages promoting and advancement from within. This kind of
policy is just good business practice
and makes common sense. This policy
encourages the acquisition of needed
skills and on the job knowledge.
It is with a strong belief that, in the
past five years, I have witnessed
morale decline to be now at its lowest.
I hope that the new commander in
chief will revisit General Order #5 and
allow the division commander to make
the decision as to whether an officer
needs to be moved. It should not be up to a tenure policy to
move officers since this has proven to create numerous
problems in the past five years at the expense of experience,
morale, and money. If an officer is performing in the
assigned position, leave the officer in
that position. If the opportunity permits, promote the officer to a higher
ranking position within the section to
maintain the skill and knowledge of
both. This is the true definition of professional development. This type of
policy, in my opinion, is a win-win for
the officer, his/her family and the
department.
“If a man (woman) does his (her)
best, what else is there?” ~ General George S. Patton
References: (1)Power DMS, (2)Wikipedia
Infectious diseases among homeless populations
Reprinted Courtesy of the Nursing Times 19.06.13 / Vol 109 No 24 / www.nursingtimes.net
Incidence of a range of infectious diseases is higher in homeless people than in the general
population. Local studies are needed to inform service planning and provision
ationally in England, the number of people
sleeping rough is estimated to have risen by
23%, on average, between autumn 2010
and autumn 2011 (Crisis, 2012).
People who are homeless die 30 years before
reaching the national average life expectancy
(Crisis, 2011) and, compared with the general
population, they also have a higher prevalence of
infectious diseases, associated with malnutrition,
long periods of homelessness and high use of
medical services.
HIV, hepatitis C and tuberculosis are the most
heavily studied infectious diseases among homeless populations. However, high rates of other
infectious diseases – such as hepatitis A, hepatitis B, diphtheria, foot problems and skin infections – have also been reported.
N
New evidence
A systematic review and meta-analysis of 43
studies (four of which are from the UK), involving
59,736 homeless people, assessed the prevalence of TB, hepatitis C virus and HIV in this population between 1984 and 2012 (Beijer et al,
2012). Results showed that homeless people
have a much higher likelihood of having one of
these three diseases than the general population,
although there was considerable variation
between the studies.
In the United States, the prevalence of homeless population than in the general population,
and the prevalence of hepatitis C viral infection
was increased approximately four-fold. In the UK,
the prevalence of TB was at least 34 times greater
in homeless people than in the general population, and the prevalence of hepatitis C viral infection was approximately 50 times greater.
November 2013
HIV prevalence was typically 1-20 times higher in homeless people in the US than in the general population, but no studies were found in the
UK. However, there was considerable heterogeneity between studies, suggesting the need for
locally based studies to inform service planning
and public health measures.
Of the 17 studies of TB included in the review,
15 reported TB prevalence being higher than
0.25%, suggesting that universal screening of
homeless populations could be considered. The
prevalence of TB was higher in studies in which
chest radiography was used for diagnosis than in
those in which other diagnostic methods were
used. The reviewers suggested that screening
programs should not be restricted to people presenting to health services with symptoms, which
happens less and later in marginalized groups
than in general populations.
The prevalence of TB in homeless people was
positively associated with prevalence in the general population, but this relation did not hold for
hepatitis C virus and HIV. The reviewers highlighted this result as potentially important from a
public health perspective because it suggests that
general population measures to reduce rates of
hepatitis C virus and HIV infections might not
equate to lower prevalence in homeless people.
They suggested that more effective treatment and
management should be considered including
syringe and needle-exchange programs, first-aid
centers in large cities and annual snapshot interventions for homeless populations. NT
● Adapted from Eyes on Evidence (April 2013), a
bulletin produced by the National Institute for
Health and Care Excellence. Available at www.
evidence.nhs.uk/newsletter-signup.
- 13 -
Carmel Thomason is senior publishing manager,
evidence resources, National Institute for Health
and Care Excellence
References
Beijer U et al (2012) Prevalence of tuberculosis, hepatitis C virus, and HIV in homeless people:
a systematic review and meta-analysis. The
Lancet Infectious Diseases; 12: 11, 859–870.
Crisis (2012) The Homelessness Monitor:
Great Britain 2012. tinyurl.com/homelessmonitor
Crisis (2011) Homelessness: A Silent Killer. A
Research Briefing on Mortality amongst
Homeless People. tinyurl.com/homelessnessSilentKiller
BOX 1. COMMENTARY
“The evidence provided by this paper supports
current NICE guidance. It is recognized and
accepted as standard practice to screen
homeless populations for hepatitis, HIV and
tuberculosis. Screening for TB is more
problematic in primary care, where Mantoux
tests are not routinely carried out and blood
tests not, as yet, routine. However, a low
threshold for referral for chest X-ray, as well
as referral to secondary care, is accepted.
Screening with a mobile chest X-ray unit in
London at sites where homeless people are
found has proved effective in case finding and
follow up.”
Philip Reid is a GP at Great Chapel
Street Medical Centre for Homeless
People, Soho, London
Big Bend Gadfly
What Is Warrior Culture?
Reprinted Courtesy of Mike at http://prideandpain.blogspot.com/2007/09/what-is-warrior-culture.html
I
came across an article recently in which the LAPD was
criticized for having a “warrior culture.” (See: http://
to view warrior culture as a generally honorable and worthy
thing, while liberals see a dangerous, use-violence-first
usatoday30.usatoday.com/news/nation/2007-05-12- mentality. Contrast, for example, this essay at the military
los-angeles-police_N.htm) The term was used pejoratively website BlackFive (www.blackfive.net/main/2004/05/
to mean a subculture that considers itself separate from defining_charac.html) with this essay by Barbara Ehrenmainstream society and which will
reich from Time magazine (http://
content.time.com/time/magazine/
resort to violent means to assert conarticle/0,9171,971388,00.html).
trol even if other means are available.
My personal view is that a warIn reality, I assume that all major
rior culture is not either a morally
police departments have a warrior
superior subset of society, or a culturmindset given that we provide them
al trait that emphasizes revenge,
with a variety of tools clearly meant
honor, and glory. Rather a warrior
to do battle: guns, special vehicles,
culture is a society or subculture that
armor, etc.
focuses on the practice and refineThe idea of a warrior culture
could encompass everything from The difference between the good guys and the ment of martial methods to achieve
ancient Sparta, the nomads of the bad guys is whether they use human shields some end for that society. This might
or they make themselves human shields.
manifest itself in a nation that wants
Eurasian steppes, the Samurai, various branches of the modern military, police departments, to aggressively expand its boundaries and resources, or it
and probably even certain criminal organizations if the idea might result in an organization that is more cautious about
is stretched thin enough. The characteristics of the warrior the use of force than society in general. I think the latter is
often true of the American military. Whether it’s Iraq or
culture seem to include:
Darfur or Bosnia, the educated war• There is a warrior caste that
rior in the military usually underis clearly distinct from the
stands the consequences of his or her
rest of the society
actions better than the people calling
• There is a code to which the
on them to perform those actions.
warrior is expected to adhere
The world of sport fighting and
• The group takes precedence
martial arts training can’t really be
over the individual
considered a warrior culture even
• The warrior has tools or techthough a contribution is ostensibly
niques that are not available
made to the evolution of martial arts,
to the general population,
because the focus is on the individbecause of lack of expertise
ual. I can’t blame commentators when they describe a fightor legal restriction
Although the warrior code will often contain concepts er, or even a football player, as a “warrior,” but the other key
of honor and morality, I would think that the idea of a war- distinction of a warrior culture is that of course its members
rior culture is morally neutral. However, the idea seems to often die, sometimes anonymously and without much
be interpreted through a political lens. Conservatives seem reward.
HONOR
Big Bend Gadfly
- 14 -
November 2013
Gravely wounded soldier shows
stunning grit with hospital bed salute
Written By Philip Caulfield • Reprinted Courtesy of New York Daily News • October 16, 2013
To see the entire article, view it at: www.nydailynews.com/news/national/wounded-soldier-shows-stunning-grithospital-bed-salute-article-1.1487138#ixzz2j90i1PYz
J
osh Hargis, 24, brought dozens of Rangers and military leaders to tears when he saluted his commander during a Purple Heart ceremony at his hospital
room in Afghanistan. The 24-year-old Ranger was
wounded in a suicide bombing and IED attack on Oct. 6.
U.S. Army Ranger Cpl. Josh Hargis, 24, salutes his
commanding officer during a Purple Heart ceremony in his
hospital room in Afghanistan earlier this month.
A badly wounded Army Ranger is being hailed as a
symbol of American valor after he was pictured saluting his U.S. Army Ranger Cpl. Josh Hargis, 24, salutes his
commanding officer from his hospital bed during a Purple commanding officer during a Purple Heart ceremony in
Heart ceremony.
his hospital room in Afghanistan earlier this month.
Draped in a red white and blue quilt, Cpl. Josh Hargis
had breathing tubes snaking from his mouth and was unable Commander,” the unit leader's letter said.
to open his eyes when he raised his bandaged right arm to
“Despite his wounds, wrappings, tubes and pain, Josh
his brow in what is now being called “the salute seen around fought the doctor who was trying to restrain his right arm
the world.”
and rendered the most beautiful salute any person in that
Hargis, 24, was seriously wounded in a suicide bomb- room had ever seen,” the letter said.
ing and IED attack against his 3rd Ranger Battalion in
“Grown men began to weep and we were speechless at
southern Afghanistan on Oct. 6.
a gesture that speaks volumes about Josh's
More than 30 battalion soldiers were
courage and character.”
on a mission to capture an enemy comThe team leader called it “the single
mander at a home in Panjwai district when
greatest event I have witnessed in my 10
a woman in a suicide vest blew herself up,
years in the Army.”
triggering 13 other IEDs, according to the
Had she been there, Taylor Hargis told
Cincinnati Enquirer and the website
the Cincinnati Enquirer, “I would have
Guardian of Valor.
cried, too.”
Four Rangers were killed, and several
“I also would have told him how proud
others were injured.
I am of him, how proud I am to be his wife,
Hargis — seen with his wife,
Pelted by shrapnel, Hargis suffered for Taylor — was wounded in a
how proud I am of the people he’s serving
nearly two hours before arriving at an suicide bombing and IED
with over in Afghanistan,” she said.
Army hospital in Afghanistan, according to attack on the 3rd Ranger
Since the photo was taken, the young
a letter his team leader wrote to his wife, Battalion in southern
soldier’s breathing tube has been removed
Taylor, which she posted to Facebook.
and he and his wife have spoken on the
Afghanistan.
Days later, during a Purple Heart cerephone.
mony at the hospital's intensive care unit, some 50 Rangers,
After a stint at a military hospital in Germany, Hargis is
military leaders, doctors and nurses or so people gathered at currently on his way to a hospital in San Antonio.
the Cincinnati native’s bedside. Everyone assumed he was
“He’s going to be just fine,” Taylor Hargis told the
unconscious, the letter said.
Enquirer.
After the Ranger Regimental Commander pinned the
“He was just showing what it means to be a warrior and
medal to his blanket, Hargis “began to move his right arm an American soldier,” she said.
under the blanket in a diligent effort to salute the
November 2013
- 15 -
Big Bend Gadfly
Police officers’ attitudes, behavior, and
supervisory influences: An analysis of
problem solving
Reprinted Courtesy of University of Cincinnati Online Master of Science in Criminal Justice
To see the entire article, view it at: http://onlinecjdegrees.uc.edu/news-resources/criminal-justice-research/policeofficers-attitudes-behavior-and-supervisory-influences-an-analysis-of-problem-solving/
Abstract (Summary)
his paper examines the influence of officers’ and
supervisors’ attitudes and priorities toward community policing and problem solving over the time officers spend conducting problem-solving activities.
Analyzing data collected for the Project on Policing
Neighborhoods, a multi-method study of police patrol in
two police departments, results show that officers’ perceptions of their supervisors’ priorities for problem solving
affect the amount of time they spend conducting these activities, although their own attitudes toward community policing are unrelated to their behavior. We also find that officers’ attitudes regarding problem solving are weakly correlated with their supervisors’ attitudes and, further, that officers’ perceptions of their supervisors’ attitudes are often
inaccurate.
Police work entails a tension
between the exercise of discretion by
officers on the street and the control
of that discretion by police organizations. Discretion inheres in policing
because the task environment is heterogeneous and the technology of
policing is “intensive” (see
Thompson, 1967), as officers must
devise responses to the complex and
dynamic situations in which they
intervene. Yet in a democratic polity, the public expects that
police officers will be constrained not only by the rule of
law, but also-and perhaps especially-by bureaucratic rules,
regulations, and standard operating procedures. Such “overhead democracy” is one common approach to controlling
public bureaucracies (Redford, 1969:70-71). But hierarchical controls, by which officers’ compliance with bureaucratic direction and limitations is monitored and enforced by
hierarchical superiors, are unreliable when the task environ-
T
Big Bend Gadfly
ment is heterogeneous and the technology is intensive. They
are still less reliable when the technology is not well developed, that is, when the complexity and dynamics of the situations that police handle are not well understood, and no
codified body of knowledge guides the application of police
resources to produce desired outcomes. Thus, as Bittner
(1970) observes, the police must act based on “an intuitive
grasp of situational exigencies.” The management of such
discretionary choices is, as Whitaker (1979) notes, a “central dilemma of police administration,” and often gives rise
to a tension between the discretionary nature of police work
and the imposition of hierarchical controls.
This tension manifests itself on a day-to-day basis in routine (and nonroutine) street encounters between citizens and
police. These encounters present complex contingencies that
cannot be taken into account as if-then provisions in rules and
procedures, so formal expectations for
officers’ choices among alternative
courses of action are inevitably vague.
Furthermore, only a small percentage
of encounters can be directly observed
by hierarchical superiors, who consequently have far less than perfect
information about both the nature of
the situations and how officers handle
them (Prottas, 1978).
Tension arises in still more dramatic form when police executives attempt to implement
organizational changes, whereupon the expectations for
officers’ performance shift. Managing discretion is problematic when the rules of the game are stable, but it is still
more problematic when the rules of the game change. The
rules of the game are changing in some police organizations. The focus of policing is shifting from incident-driven
responses to calls for service toward more creative, problem-focused responses (Goldstein, 1990).
- 16 -
November 2013
Insofar as officers make discretionary choices based on
their own judgments, we might expect that their decision
making and behavior would be shaped by, and bear strong
relationships to, their occupational attitudes and values.
Writing almost 20 years ago, Smith and Klein (1984) speculated that much of the variation in officers’ behavior that
was unexplained by situational characteristics could be
accounted for by officers’ “attitudes, values, and beliefs.” At
that time, however, attitude-behavior relationships in police
work had been examined only in an exploratory way. This
intuitively plausible hypothesis underlies prescriptions for
organizational change. For example, Lurigio and Skogan
have characterized the implementation of community policing as a process involving a “battle for the hearts and minds
of officers” (1994:315). Indeed, many scholars and practitioners suppose that administrators must change officers’
attitudes toward community policing if the program is to
have any chance at successful implementation at the street
level, assuming that officers’ attitudes toward community
policing influence their behavior.
Insofar as officers’ choices are constrained by bureaucratic forces, we might expect that their behavior would be
affected by the demands of their immediate supervisors,
because field supervisors represent the most proximate and
perhaps most potent bureaucratic force. Field supervisors
work most closely with officers and therefore have the
greatest opportunity to monitor what officers do (and fail to
do), and to guide officers’ decision
making. They negotiate the application of ambiguous rules to complex
situations (Manning, 1977:161-179),
control the limited rewards and sanctions routinely available to police
departments (Van Maanen, 1983),
and instruct officers how to perform
the police craft (Muir, 1977).
Consequently, managing officers’
discretion, especially in a less stable
and less predictable organizational environment, is a task
that falls first on the shoulders of field supervisors.
In this paper, we examine the influences of both officers’ attitudes and supervisors’ expectations on officers’
decision making using data collected through direct observation and structured interviews with patrol officers and
field supervisors in two police departments for the Project
on Policing Neighborhoods (POPN). Our study bridges the
gap between two broad areas of theoretical development
and empirical research: the social-psychological literature
that has examined the attitude-behavior relationship, and the
organizational literature that has described the role of supervision in hierarchical, paramilitary organizations.
Specifically, we analyze the relationships among patrol offiNovember 2013
cers’ engagement in problem-solving activities and their
attitudes toward community policing and problem solving,
their supervisors’ attitudes toward and priorities for community policing and problem solving, and officers’ perceptions of their supervisors’ goals for patrol work.
THEORETICAL FRAMEWORK
ATTITUDES AND BEHAVIOR
A substantial body of qualitative research on the police
posits that officers’ behavior is shaped by their occupational outlooks. Skolnick (1966) described the “working personality” of police-including suspiciousness, social isolation, and strong in-group loyalty-and its potential relationship to officers’ conformity with the rule of law. Van
Maanen (1974) portrayed the acculturation of new officers
and the occupational attitudes, values, and norms into which
they were socialized. Niederhoffer (1969) characterized patterns of cynicism toward the public and toward the police
institution, which he believed affected officers’ receptivity
to police professionalization. Yet, all of this research
focused predominantly on central tendencies in both outlooks and behavior and therefore does not form a sound
basis for testable hypotheses about the relationship between
attitudes and behavior.
Several studies formed four-fold typologies of patrol
officers that depict variation in attitudes and behavior
(Broderick, 1977; Brown, 1988; Muir, 1977; White, 1972).
Taken together, these studies
describe five types of officers and a
number of attitudinal dimensions
along which officers vary (see
Worden, 1995b). This research suggested that officers varied in their
outlooks on the police role, citizens,
legal restrictions on their authority
(e.g., limitations on search and
seizure, and on the use of force), and
legal institutions (e.g., prosecutors,
courts). Moreover, this research suggested that officers’
behavioral tendencies varied correspondingly. Brown
(1988), for example, reported that officers who defined the
police role as one of crime-fighting and law enforcement
were more aggressive on the street-stopping cars and people
to conduct field interrogations and searches-than were officers with broader role conceptions. His analysis further suggested that officers whose role conceptions differed in these
respects differed also in their approaches to minor disorders
and service requests.
However, most quantitative research on police behavior
has found only weak relationships between officers’ attitudes and their behavior. Smith and Klein (1983) found that
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Big Bend Gadfly
Police officers’ attitudes, behavior, and supervisory influences:
An analysis of problem solving – Continued from previous page
officers’ job satisfaction was unrelated to their arrest decisions. Meyers et al. (1989) and Mastrofski et al. (1994)
found that officers’ attitudes, including their individual
enforcement priorities, bore weak relationships to their patterns of DUI enforcement. Stith (1990) reported that officers’ attitudes had little effect on their decision making in
domestic violence situations. In analyses of dispute resolution, traffic enforcement, and proactive patrol or “aggressiveness,” Worden (1989) found that officers’ attitudes
(including their role orientations, perceptions of citizen
respect for and cooperation with police, and attitudes
toward legal restrictions) “fail to account for more than a
very small part of the variation in behavior.” Terrill and
Mastrofski (2002) found that officers’ use of coercion was
unrelated to their attitudes (also see Worden, 1995a). Such
findings led Riksheim and Chermak (1993) to conclude that
police behavior is based primarily on situational determinants rather than officers’ attitudes.
To our knowledge, only two quantitative studies have
found a significant relationship between officers’ attitudes
and their behavior. Mastrofski et al. (1995) reported that
officers with more positive attitudes toward community
policing were significantly less likely to arrest suspects than
were officers with more negative attitudes. Officers classified as “positive” toward community policing arrested only
5% of the suspects they encountered, compared to 17%
arrested by officers classified as “negative” toward community policing. The authors concluded, “it is remarkable that
officers’ attitudes should show a significant relationship at
all, given the absence of such results in previous studies”
(1995:558). Brehm and Gates (1993, 1997) reported that
officers’ rates of “shirking,” or time spent “goofing off” or
“loafing,” were influenced by their professionalism,
attitudes toward their jobs, and satisfaction with their
supervisors.
This small body of quantitative research is consistent
with a much larger body of social-psychological research on
attitude-behavior consistency, which has shown that the
estimated relationships between attitudes and behavior are
counterintuitively small (Ajzen and Fishbein, 1977;
Weinstein, 1972). Innumerable studies have analyzed various forms of behavior and their relationship to attitudes. In
their review of this research, Schuman and Johnson
(1976:167-168) reported that “few plausible studies fail to
find significant relationships,” however, “in most cases
investigated, attitudes and behaviors are related to an extent
that ranges from small to moderate in degree.” One explanation for weak attitude-behavior relationships is that attitude-behavior consistency is attenuated when the behavior
Big Bend Gadfly
is subject to the influence of “situational pressures” (Ajzen
and Fishbein, 1980). Situational pressures include social
norms, the norms of reference groups, and the behavior of
others. In general, attitude-behavior consistency is greater
when these social forces are congruent with a subject’s predisposition than when they conflict (Ajzen and Fishbein,
1980).
Police work is rife with situational pressures, some of
which originate in the police bureaucracy. Supervisors’
expectations and priorities would presumably represent significant situational pressures on officers’ behavior because
supervisors are responsible for interpreting and enforcing
bureaucratic requirements and restrictions. Thus, to the
extent that supervisors can influence officers’ behavior, the
consistency between officers’ attitudes and behavior may be
diminished.
SUPERVISORY INFLUENCES
Supervisors can, in theory, influence officers’ behavior
through several mechanisms. The command model of
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supervisory influence is based on the formal authority of
police supervisors and holds that supervisors influence subordinates’ behavior by enforcing compliance with bureaucratic requirements and standards of performance (Allen
and Maxfield, 1983). As we discussed above, however, the
task environment of policing militates against the command
model of supervision (Maxfield et al. 1981; also see Allen,
1980; Brown, 1988; Tifft, 1971). In contrast, the exchange
or bargaining model of supervision holds that supervisors
and officers are mutually dependent: Supervisors rely on
their subordinates to be productive and to “lay low and stay
out of trouble,” whereas officers rely on their supervisors
for small favors (e.g., preferred work schedules, assignments, partners, beats, cars) and for protection from departmental discipline (Van Maanen, 1983). Through such reciprocity, rather than the formal chain of command, supervisors can influence officers’ behavior (Van Maanen, 1983;
also see Brown, 1988; Manning, 1977; Rubinstein, 1973).
The influence of supervisors would be proportional to the
rewards that they can offer to their subordinates; however,
these rewards are limited in a public organization regulated
by civil service provisions, as many police departments are.
Therefore, one might hypothesize that officers’ behavior is
influenced by supervisors’ priorities, but only rather
modestly.
The exchange model of supervision in police organizations resembles transactional leadership identified in management studies (Bass, 1985; Bass and Avolio, 1994; Burns,
1978; Downton, 1973), and it is also similar to most principal-agent models in economics (Moe, 1984). Transactional
leadership is based on the premise that an exchange or quid
pro quo takes place between leaders and followers. In this
exchange, the subordinate performs what is expected of him
or her, while the leader specifies the conditions under which
those expectations must be met and the rewards that the subordinate will receive when the requirements are fulfilled.
Police supervisors could also affect officers’ behavior
indirectly by influencing their attitudes, values, and beliefs.
Muir (1977) surmised that field supervisors could have a
substantial impact on the development of officers’ under-
November 2013
standing of people and the judiciousness with which they
use their coercive authority. Some supervisors, he reported,
took advantage of or made opportunities to teach lessons
about human nature and coercive power, and to inoculate
their subordinates against cynicism and moral corruption.
Such influences may yield greater congruence between
supervisory expectations and officers’ attitudes and therefore may increase the consistency between officers’ attitudes and behavior. However, Muir did not maintain that
this was common supervisory practice, rather that the supervisor’s role holds potential influence that supervisors may
tap.
Muir’s observations of the potential influence of patrol
supervisors corresponds with the transformational leadership style identified in management research (Bass, 1985;
Bass and Avolio, 1994; Burns, 1978; Downton, 1973), and
with recent variations on principal-agent models in political
science (Brehm and Gates, 1993, 1997; Miller, 1992;
Waterman and Meier, 1998). Transformational leaders
encourage their subordinates to bring creative perspectives
to their work and stimulate a team vision through positive
motivation. Although transactional leadership is based on
contingent rewards, transformational leadership is based on
idealized influence (i.e., viewing the leader as a role model),
inspirational motivation, intellectual stimulation, and individualized consideration (Bass and Avolio, 1994).
Both transactional and transformational leadership
styles are expected to influence subordinates’ behavior. But
they may not be equally effective in shaping all varieties of
subordinates’ performance. One might expect that transactional leadership would have the greatest effect on officers’
productivity-the number of arrests they make and citations
they issue-inasmuch as supervisors can establish clear,
numerical expectations for these activities. Moreover,
supervisors can readily monitor their subordinates’ compliance, because these activities generate discrete outputs that
can be quantified. One might further expect that this effect
would be more pronounced for “police-invoked law
enforcement” (Wilson, 1968:85-86), such as enforcement
- 19 -
Big Bend Gadfly
against vice or traffic offenses, because reasonable assumptions-are likely to influence officers’ behavior. The empiritions can be made about the opportunities that officers have cal research on police supervision, however, has not estito generate such outputs, and in some instances (e.g., an mated the effect of supervisors’ expectations on officers’
open-air drug market) supervisors can directly observe the behavior; nor has this research examined officers’ percepoutcome of enforcement efforts. Transactional leadership tions of their supervisors’ expectations. Moreover, the bulk
would be less effective, one might hypothesize, when the of this research has examined supervisory influences over
expectations cannot be clearly stated, discrete outputs are traditional activities of patrol officers (e.g., decisions to
not generated, and compliance cannot be readily monitored. invoke formal actions), yet has neglected more innovative
Thus, as police organizations have evolved and greater forms of policing such as community policing and problemstress has been placed on the goals of community-oriented solving activities, with one exception (DeJong et al., 2001),
policing and problem solving, scholars have placed a which we discuss below.
greater emphasis on transformational styles of leadership.
Under the principles of community-oriented policing, patrol COMMUNITY POLICING AND PROBLEM
officers are afforded more discretion and are encouraged to SOLVING
develop creative problem-solving approaches. Supervisors
Policing traditionally has been incident-driven and
are expected to facilitate this transition in objectives by case-oriented, and it has relied predominantly or exclusiveencouraging team building, raising morale, and emphasiz- ly on the actual or threatened use of officers’ coercive
ing their role as a coach and mentor (Goldstein, 1990). It is authority. Problem solving, however, is an integral compobelieved that this change in supervisory
nent of community policing that
approach will strengthen supervisors’
involves the identification and analysis
does not of problems. Following Goldstein
influences over officers’ behaviors.
Several studies have empirically
(1990), problems are defined as a set of
estimated the effects of supervision on come from winning. Your incidents-such as larcenies or noise dispatrol officer behavior. This body of
turbances-that have roots in some comresearch is limited because supervision
struggles develop your mon conditions. The formulation of
has generally been measured as the
responses directed at those conditions
amount of time supervisors are present strengths. When you go may include the use of civil laws or
at police-citizen encounters. Most of
administrative regulations, changes in
this research has focused on three genthrough hardships and environmental design, the mobilization
eral types of subordinates’ behavior: the
of third parties, and other alternatives
frequency and duration of encounters
to traditional law enforcement. Thus,
decide not to surrender, the implementation of community
with citizens (Allen, 1980, 1982; Tifft,
1971); discretionary decision making
policing and problem solving calls for
that
is
strength.
toward citizens, including decisions to
officers not only to perform old tasks in
arrest or issue tickets (Allen and
new ways, but to perform substantially
~Arnold Schwarzenegger
Maxfield, 1983; Engel, 2000;
new tasks as well. As a result, the shift
MotiveWeight.Blogspot.com
Mastrofski et al., 1994; Smith, 1984);
to problem-oriented policing is truly
and officer misbehavior, including
paradigmatic in nature.
work shirking and departmental violations (Bittner, 1983;
One might anticipate that such disruptions of the orgaBrehm and Gates, 1993, 1997; Brown, 1988; Gates and nizational equilibrium would not be enthusiastically
Worden, 1989; Reiss, 1971a). No firm conclusions have received; efforts to change not only routines, but also the
been reached. Collectively, this body of research suggests rules of the game are likely to confront resistance. Some
that the effects of supervision are generally small in magni- analyses of this implementation problem suggest that advotude, but they vary across the types of behavior or tasks per- cates of community policing must first change officers’ attiformed by subordinates and by the measure of supervision tudes, based on the assumption that behavioral changes
utilized (for review, see Engel, 2000, 2001).
would follow, and that these behavioral changes will not
Yet, both the transactional and transformational leader- occur without supportive attitudinal changes. Hence,
ship styles imply that supervisors’ expectations for officers’ Lurigio and Skogan (1994:315) have characterized the
performance-and officers’ interpretations of these expecta- implementation of community policing as a “battle for the
Strength
Big Bend Gadfly
- 20 -
November 2013
hearts and minds of officers,” and Lurigio and Rosenbaum
(1994:147) have argued that to lose this battle is “to risk
program failure due to apathy, frustration, resentment, perceived inequality, fear of change, and other factors that militate against the successful implementation of community
policing.” Accordingly, many evaluations of community
policing initiatives (Cordner, 1988; Hayeslip and Cordner,
1987; McElroy et al., 1993; Pate and Shtull, 1994;
Rosenbaum et al., 1994; Skogan and Hartnett, 1997; Skogan
et al., 1999; Wycoff and Skogan, 1994) have included
assessments of officers’ attitudes toward community policing, and other relevant subjective outlooks (such as job satisfaction). Even so, the evidence that bears on these assumptions is rather weak: An aggregate change in attitudes does
not establish that officers whose attitudes changed also
changed their behavior, nor does this research establish that
attitudinal changes preceded behavioral changes.
Research on organizational change in policing has
maintained that field supervisors are an important piece of
the implementation puzzle. Several studies found that past
failures of particular strategies and structural changes were
partly due to a lack of support among patrol supervisors
(Mark, 1976; Sherman et al., 1973; Walker, 1993).
Researchers have also argued that successful implementation of community policing hinges on supervisors’ acceptance of the philosophical, structural, and policy changes
that community policing entails (Bayley, 1994; Goldstein,
1990; Sparrow et al., 1990; Weisburd et al., 1988; Witte et
al., 1990; Wycoff and Skogan, 1994). Supervisors mediate
the communication of new expectations to officers and the
application of those expectations to street practice. They can
facilitate implementation in numerous ways, including
using their influence to prompt officers to engage in problem-solving activities, providing the necessary organizational support, and exhorting officers to embrace the philosophy and practice of community policing.
One recent study (DeJong et al., 2001) examined the
time that officers spend on problem-solving activities.
Using POPN data to test hypotheses derived from expectancy motivation theory, these scholars estimated the effects of
officers’ opportunities and abilities to engage in problem
solving, their perceptions of departmental expectations for
conducting problem solving, and the personal and organizational rewards of conducting problem solving. DeJong et al.
found that officers with a specialized community policing
assignment spent more time on problem solving, and officers who perceived that their supervisors expected them to
work on reducing repeat calls for service also spent more
time engaged in problem solving. Officers’ own views about
problem solving, however, were unrelated to their behavior.
Our analysis extends the work of DeJong et al. to include
supervisors’ own goals, thereby treating as an empirical
question the relationship between supervisors’ goals and
officers’ perceptions of supervisors’ goals.
HYPOTHESES
Problem solving has been described as an activity in
which police officers often engage at their own initiative,
www.bigbendpba.org
November 2013
- 21 -
Big Bend Gadfly
rather than in response to a specific directive such as a dispatched call (Goldstein, 1990). As a consequence, whether
and to what extent officers engage in problem solving presumably would be affected by their attitudes toward problem solving and community policing. These attitudes may
include whether problem solving is a legitimate element of
the police role, the priority placed on problem solving relative to officers’ other responsibilities, and officers’ perceptions of the citizenry and beliefs about citizens’ role in
addressing public safety matters. We might further expect
that supervisors who are favorable toward problem solving
and who make it a high priority could to some degree
impose their expectations on subordinate officers. Yet, insofar as problem solving does not reliably generate documentable outputs or results, we might also expect that
supervisors would be hard-pressed to enforce their expectations, and that their influence on officers’ problem solving
could be quite modest.
………..
DISCUSSION
Our analysis of the time that patrol officers spend conducting problem-solving activities is consistent with the
findings of most previous research that officers’ behavior is
only weakly related, if at all, to their occupational attitudes.
Previous research has examined police dispositions of disputes and traffic stops, and officers’ responses to domestic
violence. Research has also examined the frequency with
which police make traffic stops and suspicion stops, and
officers’ arrests for driving under the influence. All of these
are well-established domains of police work, in which most
analyses have found weak or null attitude-behavior relationships. One exception is the analysis by Brehm and Gates
(1993), which found that officers who dislike features of
their job and are satisfied with their supervisors tend to
“goof off” more, while officers who like their colleagues
tend to “goof off” less. Hence, it appears that variation in
how officers do their jobs is not congruent with their occupational attitudes, while variation in how much officers do
their jobs is related to their attitudes.
The findings of previous research notwithstanding, one
might expect that the officers whose occupational attitudes
are the most compatible with problem solving and community policing would be more likely to embrace the practice
of problem solving, which represents a substantial departure
from widely accepted police practice. Yet for the most part,
these expected relationships do not hold. Officers who
adopt goals of community policing and problem solving as
their most important goals tend to perceive these as their
supervisors’ goals also, and they tend to spend more time
Big Bend Gadfly
engaged in problem-solving activities. Otherwise, however,
the time that officers devote to problem solving is unrelated
to their attitudes, and it is also unrelated to their training in
community policing, assignment as a community policing
officer, self-assessed knowledge of community policing,
and perceptions of the levels of cooperation from the residents of their beats.
These mostly null attitude-behavior relationships could
be due to situational pressures that originate in the police
organization. In both departments, survey respondents indicated that the organization had only partially succeeded in
providing time, information, and rewards for problem solving (see Paoline et al., 2000:587-588), and in both departments, observed officers typically devoted a small fraction
of their time to problem solving. The limited organizational
support can and should be understood as situational pressures that attenuate attitude-behavior relationships. Even
officers who are enthusiastic adherents to a philosophy of
community policing will seldom practice it if they do not
have the organizational support they need, or if they face
organizational impediments. It is also possible that attitudebehavior congruence in this domain of police work is undermined by uncertainty and ambiguity about the nature of
problem solving. Even officers who are favorably disposed
toward community policing and problem solving may be
unsure how to proceed, and even those with training in concepts and principles may be ill-prepared to practice problem
solving. It is, we believe, quite telling that the officers for
whom problem solving is a high priority spend more time
on problem solving to the extent that they perceive-in many
instances erroneously-it is a priority for their supervisors.
This analysis also shows that the time officers spend on
problem-solving activities is subject to modest, but negative, supervisory influence. In particular, officers whose
supervisors are strongly oriented toward aggressive patrol
spend less time on problem solving. It appears that supervisors who espouse an aggressive patrol style discourage
problem solving, either overtly or implicitly, by encouraging their subordinates to make arrests and issue citations, or
seize drugs, guns, or other contraband, so that less time is
available for problem solving, as they work to meet a different set of supervisory expectations.
………..
Otherwise, and perhaps more remarkably, supervisory
influence is negligible, in that officers whose supervisors
espouse community policing and problem-solving goals
engage in no more problem solving than other officers.
Interestingly, however, this appears to be due not simply to
their subordinates’ resistance, but rather to a failure of these
- 22 -
November 2013
supervisors to communicate their expectations, inspire their
subordinates to practice problem solving, and facilitate their
efforts to do so. Officers who believe that their supervisors
espouse goals that are problem-oriented spend more time on
problem solving, but officers’ perceptions of their supervisors’ goals did not correspond to supervisors’ actual goals.
Establishing priorities is a challenge, particularly in the
community era, as calls for service must be handled, and
pressure for documentable outputs (such as arrests) with
which to demonstrate the agency’s productivity remains.
These results raise important questions for future
research. Researchers have speculated that as police organizations place greater emphasis on the goals of communityoriented policing and problem solving, the role of patrol
supervisors will evolve into one encouraging a “softer”
management approach. Supervisors are expected to communicate goals of problem solving by coaching and mentoring officers (Goldstein, 1990). As transformational leaders, patrol supervisors are expected to communicate their
priorities with less reliance on their formal authority. This
research suggests, however, that supervisors who embrace
priorities of problem solving have been unable to effectively communicate these goals to their officers. This finding is
also consistent with Engel’s (2002) finding that supervisors
classified as having “innovative” supervisory styles did not
have a significant influence over officers’ behavior.
Unfortunately, we do not know how supervisors communicate-and miscommunicate-their goals and priorities to subordinate officers, nor do we know how officers form their
perceptions of their supervisors’ expectations. Furthermore,
we do not know whether supervisors induce officers to meet
those goals, or whether it is sufficient for them simply to
articulate the goals. These are all directions for future
research.
These findings have important policy implications
regarding the potential influence and limitations of supervisors in the implementation of policies at the street level.
Goldstein (1990:157) has suggested that “however strongly
the head of an agency may elicit a different style of policing, the quality of an officer’s daily life is heavily dependent on how well the officer satisfies the expectations and
demands of his or her immediate supervisor.” Yet, one of the
problems, it appears, is that supervisors’ priorities for problem solving are not being effectively communicated to officers. In the absence of clearly communicated goals and
directives, officers appear to substitute their own priorities
for those of their supervisors. This is an impediment to
implementation, because as other research has demonstrated, patrol officers have more negative attitudes toward
problem solving and community policing than officers of
higher ranks (Lurigio and Skogan, 1994; Rosenbaum et al.,
1994; Skogan et al., 1999).
Although it would seem sensible to believe that police
executives would need to “win the hearts and minds of officers” in order to foster change at the street level, the present
findings suggest that attitudinal changes alone will likely not
influence officers’ behavior. Police administrators are more
likely to have an influence over officers’ behavior by training and encouraging their supervisors to effectively communicate their priorities for problem solving and community
policing. For initiatives that represent a departure from past
practices, such as community policing and problem solving,
it may also require extraordinary communication efforts to
overcome potential department cultural inertia.
ATTENTION MEMBERS:
In appreciation of your
business, each member will
receive a $10.00 gift certificate
to Super Suds Express Car
Wash for each auto glass
replacement.
November 2013
- 23 -
Big Bend Gadfly
Christmas trees for order from Greg Adams
The above photograph was taken at our Christmas tree farm in North Carolina.
I am pledging a portion of the profit to the TPD Chaplain fund and World Help Child Sponsorship
program. Last year we donated $720.00.
•
Who am I? Greg Adams; I retired after 25 years of service at the Tallahassee Police
Department.
•
How much are our trees? $49 for a 6-7 foot tree. We have larger trees available. See
Christmastrees4u.com, go to ORDER NOW for sizes and prices.
•
What kind of trees are they? Fraser,Canaan fir and Nordman, see photo above. These firs
make wonderful Christmas trees.
•
Are they fresh? Yes, I will personally be cutting and bailing your tree and have them in
Tallahassee in 48 hours.
•
When do I pick up my tree? All day Wednesday, December 4th and Thursday, December 5th
at my home (see below).
•
Greg, how do I order a tree? Go to Christmastrees4u.com and click on ORDER NOW and
place your order.
•
My email address is [email protected]
•
If you have questions, call 656-7555; please leave a message. My address is 2004 Doomar
Drive, Tallahassee, FL 32308.
•
We are offering delivery this year. My good friend, Brian Bennett, will deliver and set up your
tree at a very affordable price. Please contact Brian for arrangements. He can be reached at
(850) 408-1537 or by email, [email protected].
Cards and Letters
November 2013
- 25 -
Big Bend Gadfly
JOIN E-PBA TODAY!
NOT AN E-PBA MEMBER YET? Become one! Be the first to know
about breaking news... direct to your inbox. Don’t wait, sign up today for
E-PBA. Go to our website at www.flpba.org and click on the E-PBA link.
Knowledge about PBA issues is the strength of our Association. PBA
will be e-mailing members timely news about what’s up at the Florida
PBA, helpful information regarding legislative issues, quick tips, and best
practices for members.
Your e-mail address will not be given to any other group or organization and you will receive no advertising from outside sources. E-PBA is
available to PBA members only.
A peace of mind in this
chaotic world.
The Big Bend PBA is
here for you!
PBA Hitch Receiver
Cover for Your
Vehicles!
Florida PBA has recently added the PBA Hitch Receiver Cover
to its list of items available for MEMBERS ONLY to purchase.
It is blue high density plastic with gold printing. The cover
comes with spring pin (shown) or you can use your own hitch
pin. There are two sizes for either 2" or 11⁄4" receivers (please
specify which size you need). Display them proudly on your
vehicle or give them as a gift to your family and friends.
Only
TALLAHASSEE’S NEWEST
LAW ENFORCEMENT
UNIFORM AND SUPPLY STORE
VISIT US AND MENTION THIS AD
TO RECEIVE 20% OFF YOUR PURCHASE
AND A
$1000each
MEMBERS ONLY:
Send your check for $10 each (no sales tax) to:
FREE POCKET CUFF KEY
Florida PBA
Tallahassee, Florida 32301
,
3839 North Monroe Street, Tallahassee, FL
(850) 402-1133
www.azarsuniforms.com
Big Bend Gadfly
- 26 -
November 2013
CHANGE OF ADDRESS
Have you moved recently, or are in the process of moving? If so, we need your new address! Please notify the PBA
office of your change of address so that you won’t miss any important mailings.
Name:_________________________________________________ Soc. Sec. No. (Last Four Digits)* ____________
New Address:____________________________________ City:____________________ State: _____ Zip ______
Phone Number: (Home)____________________ (Work)____________________ (Cell) ______________________
E-Mail Address: ________________________________________________________________________________
(*Your social security number helps us identify you correctly in case of similar names.)
Return to:
Attn: Membership Secretary, Florida PBA, 300 E. Brevard St., Tallahassee, FL 32301
Phone: (850) 222-3329 • 1-800-733-3722
NOTICE: LEGAL ADVISORY
NOTICE: LEGAL ADVISORY
Have you been ordered to write a statement about an incident that may be investigated?
DON’T FORGET YOUR GARRITY RIGHTS!
CALL PBA AT 1-800-733-3722
Do not talk to anyone until you have consulted with a PBA ATTORNEY
— GARRITY RIGHTS —
The following statement should be written as the first sentence on any statement, report, or memorandum an
officer is ordered to write when the officer knows or has a reasonable belief that discipline may result:
It is my understanding that this report is made for administrative, internal police department purposes only.
This report is made by me after being ordered to do so by lawful supervisory officers. It is my understanding that
by refusing to obey an order to write this, that I can be disciplined for insubordination and that the punishment
for insubordination can be up to, and including, termination of employment. This report is made only pursuant
to such orders and the potential punishment/ discipline that can result for failure to obey that order.
PBA HEART FUND DEATH AND DISABILITY PLAN
I
n an effort to help the families of law enforcement officers who are killed or disabled in
the line of duty, Florida Police Benevolent Association (PBA) has established a charitable arm which is called the PBA Heart Fund. Because the PBA Heart Fund is a 501(c)(3)
organization, contributions are tax deductible. Monies donated to the Heart Fund are used
to provide death benefits to the families of officers killed in-the-line-of-duty and disability
benefits to officers who are permanently disabled because of an in-line-of-duty disability.
Aside from individuals who may want to donate with the tax deduction in mind*, political campaigns may dispose of surplus funds (after the campaign is over) by donating some
or all of the surplus to the PBA Heart Fund [s. 106.141 (4) (a) 2., Florida Statutes]. And, of
course, other entities (e.g. not-for-profit corporations) may also donate to this cause. The address is:
Florida PBA Heart Fund, 300 East Brevard Street, Tallahassee, FL 32301
More information about the Heart Fund may be obtained by calling Florida PBA at 1-800-733-3722.
*Receipt for donations will be provided upon request.
November 2013
- 27 -
Big Bend Gadfly
BIG BEND CHAPTER
Florida Police Benevolent Association, Inc.
Tallahassee, Florida 32301
Check out the
Big Bend Chapter’s
website at:
www.bigbendpba.org
PBA “SUPPORT LAW ENFORCEMENT” TAG SELLING FAST!
The Florida PBA “Support Law Enforcement” license tag
is a hot item. Over 93,000 tags have been sold so far. The
proceeds of this tag are deposited into a charitable fund—
Florida PBA Heart Fund—for the Association’s members
(see page 27). The intent of the Heart Fund is to provide
financial assistance to the families of members who are
killed in the line-of-duty and to members who are injured
and permanently disabled in the line-of-duty under certain circumstances. The great thing about the
contributions made to the Heart Fund, they are taxdeductible! Please ask for the PBA “Support Law
Enforcement” tag when you visit your tag office and purchase this tag for your vehicle(s). Keep showing your
support for PBA and your fellow officers.

Gadfly 11-13 rev - Florida Police Benevolent Association

Transcription

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