Leadership Academy

Presentation

Sally F. Muir

June 4, 2002

Communication

Linking APD Patrol Officers Through E-Mail

CommunicationBackbone to any business, organization, group, or relationship.

Information must flow from top to bottom and also from the bottom up.

Communication

Early 1990’s – Extensive audit done on the Austin Police Department.

Findings included:

Internal communications

needed to be improved.

CommunicationInternal departmental newsletter was developed.

One-page “Xeroxed” document on colored paper.

Distributed with paychecks.

Communication

Newsletter has evolved into an 8-page document.

Still distributed with paychecks once a month.

Communication

Early 1990’s –Personal computers were new to APD.Adjustment from typewriter to PC was slow.Written information still distributed to employees by inter-office mail.Time was an issue – people got information at different hours & days. No consistency.

Communication

One-on-one communication is essential but information is often “interpreted”.

APD as a Department

Tremendous growth at APD

1998 – reorganization & de-centralization

6 area commands

Multiple facilities across Austin

Technology at APD

Department going through technology adjustments

Mobile Data Terminals in patrol cars

MDTs – Getting information to officers

Switching over to DEORS system of report entry & retrieval.

Technology at APD

1998 – “Outlook ’97” incorporated into APD computer system.

First real means of distributing information out to employees quickly.

1999 – upgraded to “Outlook ’98”

Technology at APD

Linked APD from Chief level down through detective level, including most civilians.

600+ patrol officers not linked to system

Officers worked on the street – did not have a “desk” workspace.

Communication

Summer of 2001 – Chief Knee set up numerous small meetings with patrol officers representing all six area commands.

Officers encouraged to “bring to the table” any issues or problems/solutions.

Communication

Officers asked for ability to have e-mail accounts. Issues included:

1. Access to computers & getting information

2. Finding out departmental changes from watching television news coverage

3. Feelings of frustration, anger and disappointment with department

Areas of Interest

No computer access for patrol officers.

No e-mail accounts for patrol officers.

Information can not go out to patrol at the same time that it is sent to the rest of the department.

Officers feel they don’t get information.

Officers learn about department changes from the nightly news.

Analysis

The individual as a psychological system. Understanding how a person takes in information, organizes it, and then interprets that information.

Analysis

In listening to the officers at the meetings, it was obvious that their perception was that they were not getting all the information that they needed.

Analysis

Equity

Socialization

Overcoming Resistance to Change

Motivation Through Consequences

Conflict Management Theory

Adult Development Theory

32% (241) of APD’s 750 patrol officers are 30 years of age or younger.

They grew up in the “computer age”

Played video games & “surfed” internet

Would expect to have access to computers

Physical Capital

By investing in something tangible, like computer hardware & software, e-mail accessibility can be possible for patrol officers; thus, the department can be brought together through the sharing of information.

Managing the Environment

Adapting the structure through e-mail enhancement for the distribution of information to patrol officers.

Response – Action Plan

Meet with APD Manager from Information Systems Department.

Discuss the feasibility of e-mail accounts for patrol officers.

Discuss possible costs involved.

E-mail Project

There are four possible options for this project. Each having some advantages and disadvantages.

Option 1

Add e-mail accounts for officers that are similar to other employees’ accounts.

Cost: $1,500 per each fully-equipped PC

Set-up approximately 650 profiles on 30-40 PCs.

Support cost is probably prohibitive.

Option 2

Utilize roaming profiles for each of the 600+ officers.

Security concerns.

Support costs & network bandwidth requirements would probably be prohibitive.

Option 3

Add “shift or platoon” e-mail accounts that would be shared by multiple officers.

Would not allow for confidentiality.

Possible “temporary fix”.

Option 4

Investment in a Citrix Metaframe Server system.Functions similar to a “dumb terminal”.Applications run directly on the server.Access to network resourcesLock down stations for added security in less secure areas.Most feasible system for implementation.

Response – Action Plan

Conduct informal survey of the department on the “need” for an expanded e-mail system for patrol officers.

Response – Action Plan

Meet with APD financial officer to discuss funding.

This would be an “unbudgeted” item for either this year or next year’s budget.

Response – Action Plan

Look for alternative funding sources such as:

• The Austin Crime Commission

• Corporate sponsors (high-tech)

• Grants from state or federal agencies

Response – Action Plan

Meet with Training division to discuss necessary training for officers which may include:

1. In-service training for current officers

2. Additional training for cadets in the Academy

Response – Action Plan

Develop criteria for utilizing the “APD-All” e-mail account, including possible uses for the “patrol” account.

Information to Distribute

Information from the Chief

Crime data -a particular crime/crime pattern

Overtime – Special events

APD news releases – approximately 40 releases are put out to the media/public each month

Training and in-service information

Information to Distribute

Job postings

Promotion & retirement ceremonies

Death & funeral notices

City Manager messages

Assessment

Conduct a follow-up survey of patrol officers at six months from time of implementation to determine if they:

1. Are receiving information through the e-mail system

2. Feel that what they are receiving is useful information

Assessment

Conduct survey of command staff, supervisors, and civilians to determine level of satisfaction with the e-mail system as means of distributing information out to patrol officers.

Assessment

Obtain statistical data to show quantity of data being sent through e-mail system to patrol officer accounts.

Assess the financial impact of project on budget.

Leadership in Action

Information is essential

to achieving

the mission of APD.

“To protect and serve Austin’s diverse community so that residents and visitors feel, and are, safe.”