Commerce City Police Department Morale Survey Summary

Transcription

1 1 Commerce City Police Department Morale Survey Summary A Report Prepared for the Fraternal Order of Police by: Brad Anders, Ph.D. Walker S.C. Poston, Ph.D., MPH Sara A. Jahnke, Ph.D. Christopher K. Haddock, Ph.D. Center for Fire, Rescue, and EMS Health Research National Development and Research Institutes, LLC

2 2 CONTENTS Topic Page Section 1: Executive Summary 3 Section 2: Descriptive Statistics of Survey Items 6 Section 3: Qualitative Analysis/Summary of Comments 49

3 3 Section 1: Executive Summary I. Summary of Descriptive Statistics from the Morale Survey* a. Participant Demographics Survey response rate was high, with 78% of eligible officers completing the survey. The average age of respondents was 40 years and 85% were males. Most respondents (94.3%) had completed some college or were college graduates. Most survey respondents were married (67.9%) and had children under 18 years of age in their homes (67.9%). Approximately 74% of respondents were police officers; detectives made up approximately 15% of respondents. Nearly 64% of respondents had been employed with the CCPD between 6 and 15 years with nearly 62% in law enforcement between 11 and 20 years. b. Morale and Job Satisfaction A very large majority of respondents (73.6%) did not feel optimistic about their future with the CCPD, with 49% strongly disagreeing with any optimism. Approximately 15% were optimistic about their future with the CCPD. Nearly 47% of respondents reported no feelings of accomplishment from their work at the CCPD, and very few (11%) reported any feelings of satisfaction from their employment. The majority of respondents (79.2%) felt as if pressure experienced in their jobs originated from within the department, with approximately 66% strongly agreeing with this sentiment. Nearly 55% reported their displeasure with the work schedule and noted it as a source of pressure. A striking majority (79.2%) felt as is longevity in the workplace was not valued at the CCPD. A small minority (4.7%) felt as if the quality of work they produce is more valuable than quantity of statistics. Approximately 87% report that numbers were more important to department managers than quality policing. Approximately 74% of officers felt that the department is more interested in perception than actual police work.

4 4 An overwhelming majority of officers (86.8%) felt as if their voice was not heard in the department, and 81.1% stated their opinion was not taken into account by management. The majority of officers did not feel that merit was the basis for special unit assignments (75.5%) or for promotions within the department (81.1%). Approximately 62% of officers are dissatisfied with promotional opportunities offered by the CCPD. Over three-quarters (79.2%) of officers are not satisfied with the training opportunities offered by the department. Most officers (71.7%) agree that morale impacts their performance within the department, and an overwhelming 93% are not satisfied with morale. A notable majority (81%) would not recommend the CCPD as a good place to work. Approximately 60% of respondents have seriously considered employment at another law enforcement agency, and just under half (49%) have seriously considered employment outside of law enforcement. Approximately 40% of responding CCPD officers plan on making a serious effort to find a new job within the next year. c. Administration and Leadership A very large majority (75.5%) of officers felt as if management did not clearly communicate what was expected of them; another 18.9% were neutral here leaving only approximately 5.7% feeling that management was clear in their expectations. Most officers (83%) did not feel valued by command staff at the CCPD and 66% felt as if they were not respected by command. Approximately 70% do not feel trusted by management to do their jobs without constant direction. The majority of officers (71.7%) feel the department does not value doing the right thing, and approximately 76% believe the department operates from at gotcha mentality as opposed to a system of strong values. Most officers (77.4%) feel that command staff does not exemplify the values and integrity expected of the officers. A large proportion of officers (75.5%) feel the evaluation system is ineffective, and most officers (60.4%) do not believe the evaluation system is administered equally. Approximately 68% feel the evaluation system is biased.

5 5 An large majority (86.8%) do not have confidence in department leadership; 22.6% of respondents lack faith in their sergeants, 58.5% lack faith in their captains, 64.2% lack faith in their majors, and 84.9% lack faith in the chief of police. d. Wages and Benefits Officer satisfaction with pay and benefits, as compared with other police departments in the area, reveal an approximate 40% dissatisfaction; an additional 36% fall within the neutral range of responses. Similarly, 32.1% of officers are dissatisfied with their current salary while an additional 42% of officers fall within the neutral category. About 40% of officers are dissatisfied with total compensation. Approximately 50% of respondents expressed dissatisfaction with their most recent pay raise, but only 26.4% expressed dissatisfaction with the department s pay structure. Most officers (60.4%) were not satisfied with their benefits package. Healthcare appeared to be an issue with most officers. About 72% of respondents expressed dissatisfaction with the current healthcare plan. Approximately 53% of respondents were not happy with the current pension plan. e. Sergeant s Questions Half (50%) of responding sergeants felt they had freedom to supervise their subordinates without being micromanaged by command staff. Again, half (50%) felt their supervisory experience was valued in department decisions. Half (50%) of responding sergeants believe their authority is continually being diminished in the department structure. II. Summary of the Qualitative Analysis of Respondent s Comments a. Supervision/Leadership: The recurring theme identified amongst respondents was a notable lack of leadership and poor supervision. Officers commented that they felt that they were not valued and their opinions were not heard in the department. Favoritism and lack of trust also were noted as sources of frustration as well. b. Shifts: Several officers noted displeasure with 12-hour shifts. c. Training: As a result of the 12-hour shifts, officers indicated that they are not being trained on a regular basis. Annual in-service training and FTEP training are reported to have been negatively impacted by the implementation of 12-hour shifts.

6 6 d. Perception: Officers report embarrassment stemming from their employment with the CCPD. It was noted by several personnel that the department is viewed as unprofessional by neighboring agencies. Officers also feel as if public perception is more important to department leadership than quality police work. e. Abuse of Power: While leadership from the chief has been repeatedly identified as the primary problem at the CCPD, officers expressed concern over internal investigations either remaining open for extended periods of time or being reopened by the chief as a method of retaliation. *Note: percentages in the executive summary represent the sum of only the strongly agree + agree or strongly disagree + disagree categories, depending on the question.

7 7 QUANTITATIVE SURVEY RESULTS Department Demographics A total of 53 (out of 68) personnel responded to the morale survey. Respondents were primarily male (85%) with an average age of (SD=7.77). What is the highest level of education you have completed? Grade 12 or GED (High school graduate) College 1 year to 3 years (Some college or technical school) Associates or Technical Degree College graduate (4 year degree)

8 8 How many years have you been employed with this department? Less than 3 years 3-5 years 6-10 years years years More than 20 years What is your rank? Police Officer Detective Sergeant

9 9 How many years have you been employed in the law enforcement profession? Less than 3 years 3-5 years 6-10 years years years More than 20 years What best describes your marital status? Never Married A member of an unmarried couple Married Separated Divorced

10 10 Do you have children under 18 living in your household? Yes No MORALE AND JOB SATISFACTION My work with this department gives me a sense of accomplishment

11 11 I am optimistic about my future success with this department I am satisfied with my job at this department

12 12 Pressure from my job originates primarily from within the department Pressure from my job originates primarily from the work schedule

13 13 Pressure from my job originates primarily from the community Pressure from my job originates primarily from the job danger

14 14 I feel that the department values longevity in the workplace The department management values quality of work over quantity of statistics

15 15 I am confident my voice is heard within the department When possible my opinion is taken into account by management

16 16 I receive the meal breaks I have been promised I receive the other break periods I have been promised

17 17 I have seriously considered looking for a job with another police department I have seriously considered looking for another job outside of law enforcement

18 18 Taking everything into consideration, I plan on making a serious effort to find a new job within the next year Work-related stress interferes with my job

19 19 Promotions are based primarily on merit Special unit assignments are based primarily on merit

20 20 I am satisfied with the training opportunities the department provides Morale is important to my daily performance of duties in this department

21 21 I would recommend this department to friends as a good place to work I am satisfied with the relationships I have with my coworkers

22 22 A spirit of cooperation and teamwork exists in my work group (unit or shift) People treat each other with respect in my work group (unit or shift)

23 23 The department is more interested in perception rather than substance of police work I am satisfied with promotional opportunities

24 24 I am satisfied with my coworkers I do not have the level of job security that I feel I should have

25 25 I am satisfied with the morale within this department The department provides all of the equipment necessary for me to do my job

26 26 I have not had any problems with faulty equipment provided by the department I worry that my equipment will fail when I need it most

27 27 My current overall level of satisfaction with my job here is high

28 28 ADMINISTRATION AND LEADERSHIP Operating procedures are communicated in a clear and timely manner Management clearly communicates what is expected of me

29 29 I feel valued by the police department command staff I feel respected by the department command staff

30 30 The praise that I receive from command staff is genuine The Command Staff exemplifies the values and integrity it expects of the officers

31 31 The department operates from a belief system that values doing the right thing The department functions from a strong value system rather than a gotcha mentality

32 32 Double standards are used by the administration in disciplinary action I feel confident in the leadership of this department

33 33 I am satisfied with the amount of praise that I receive I often feel micromanaged

34 34 Management trusts in my ability to do my job effectively without constant direction I have faith in leadership of the Sergeants of this department

35 35 I have faith in leadership of the Captains of this department I have faith in leadership of the Majors of this department

36 36 I have faith in leadership of the Chief of this department The current performance evaluation system is effective

37 37 The current performance evaluation system is administered equally The current performance evaluation system is administered fairly without bias

38 38 WAGES AND BENEFITS I am satisfied with the total compensation that I receive I feel that pay and benefits at this department are on par with other police departments in the Metropolitan Area

39 39 I am satisfied with my current salary I am satisfied with my most recent pay raise

40 40 I am satisfied with the influence my supervisor has over my pay I am satisfied with the way my pay raises are determined

41 41 Compensation for additional duty assignments (premium pay) is adequate I am satisfied with the department s pay structure

42 42 I am satisfied with the information the department provides regarding issues of pay I am satisfied with the consistency of the city's pay policies

43 43 I am satisfied with my benefits package I am satisfied with the amount the city pays toward my benefits

44 44 I am satisfied with the number of benefits I receive I am satisfied with the value of my benefits

45 45 I am satisfied with the current healthcare plan I am satisfied with the current pension plan

46 46 I am satisfied with the total amount of sick and vacation time I am allowed

47 47 SERGEANTS QUESTIONS A total of 6 sergeants responded to the questionnaire. Their responses are detailed below. I feel that I have the freedom to supervise my subordinates without being micromanaged Agree (6) My opinion and supervisory experience is valued in department decisions Agree (6)

48 48 I feel that I can effectively mentor my subordinates without counterproductive interference from upper management Agree (6) I believe that my authority is continually being diminished in the department structure Agree (6)

49 49 QUALITATIVE ANALYSIS OF OFFICER COMMENTS A thematic analysis was conducted on all short answer questions. Two independent coders reviewed all answers and identified common themes across responses. Coders grouped themes into parent themes and sub-themes within each superordinate theme. The coders met, compared thematic schemes and revised as appropriate. Comments within each theme were again reviewed and summarized. Reasons for Low Morale Supervision. The majority of respondents expressed concerns with the supervision in the department. As many commented on the professionalism of a very small number of supervisors, most, if not all, respondents identified the chief as the primary problem at the department. Not only did respondents associate much of the low morale with the chief s presence and management style, but some noted comments made by the chief regarding officer safety and welfare as coming second to public perception as a significant cause for concern. Specific concerns are outlined below. Favoritism/Nepotism. Respondents expressed concern with favoritism being a management tool utilized by supervisors. Promotional opportunities are viewed as a process in which those who are friends with those in positions of leadership are selected for promotions with no regard for merit, quality of police work, or leadership capability; It was noted that at least one new position was created to populate with someone in favor. In addition, officers were unhappy with the chief s wife being directly involved in the pre-employment screening process for new applicants. Trust/Support. The perception of officers is that the department leadership does not trust them to do their jobs. Officers expressed concern with their inability to conduct basic police operations without receiving expressed approval from department

50 50 leadership. Numerous respondents commented on the lack of trust between department leadership and their subordinates. The widespread belief is command staff in general does not trust the rank and file officers, and the rank and file officers do not trust command. The majority of respondents felt as if the chief and other supervisors would not support them if involved in a critical incident. Officers commented that they are afraid to use the necessary force to effect arrests for fear of punishment, resulting in self-reported lower performance levels and dwindling officer-initiated activity. It should be noted that officers did express trust at the shift level. Leadership. A pervasive lack of leadership was noted by the majority of officers; with the exception of a small number of command staff and sergeants. Several officers noted their desire to seek employment outside of the department, citing issues with supervision and leadership. Officers recognized that the department as a whole needed change, and some commented that they were optimistic with the arrival of a new chief. However, some officers believe the current administration and their management style is unable to move the department in a positive direction. Several officers mentioned the belief that the chief would rather attend an officer s funeral than justify questionable actions to the public. Intimidation/Fear. This was a widespread sentiment amongst respondents. Fear and intimidation were repeatedly used descriptors by officers to describe the current administration s management style, again with the exception of one. Several respondents noted the practice of reopening internal affairs investigations (IA) and disciplining officers after said investigation had been closed. In addition, several officers mentioned that the IA process is does not follow department policy and officers are

51 51 being disciplined for acts falling within policy of current training standards. The perception is those that speak out against the current administration are subject to discipline and threats. Abuse of Power. Numerous respondents observed a trend of unwarranted discipline based on second-guessing an officer s decision, after the fact. Officers noted a belief that they are under an inordinate amount of scrutiny by command staff; headhunting officers to make an example of them. The length that an Internal Affairs is open and the reopening was cited numerous times as evidence of searching for circumstances of which to discipline officers as well as the practice of the chief calling suspects identified in use of force reports in an attempt to initiate an IA. The belief among many officers is the chief will use intimidation as a method to force officers to quit. Micromanagement. Micromanagement of officers was a pervasive theme amongst respondents. Respondents felt as if their actions were scrutinized by those at the top of their chain of command, bypassing line-level supervision. The recurring issue with micromanagement was clearly rigorous scrutiny with any use of force. General Morale. Officers collectively reported extremely low morale. Respondents did not feel valued and noted several issues that they feel are impacting morale, and many expressed their desire to seek employment elsewhere. The following are recurring themes that, in addition to the supervision issues, were reported to decrease morale. Individual Treatment. Many officers noted their feelings of discomfort at the police department. Several officers stated they do not have a voice in the police department

52 52 and their thoughts or opinions to not matter to their supervisors; one respondent described how he or she was treated as an incompetent. Another respondent observed that they have been told by supervisors to leave if they do not like the way the department is managed. Furthermore, many officers believe there is a routine of unequal treatment in regard to discipline between officers and supervisors. 12-Hour Shifts. The vast majority of officers do not like the 12-hour shifts. This schedule was reported to be put in place by the current administration as a departure from the previous 10-hour shifts. Officers report that the chief initially told officers that they could return to the 10-hour shifts once manning reached a certain level. Once that level was reached, however, the manning required to return to 10-hour shifts was increased. Several respondents stated that the stress from working the 12-hour shift has impacted their family life as well as their happiness at work. Lastly, it was noted that the dismantling of the department s Special Investigations Unit (SIU) to fill patrol spots decreased morale. Perception. A very strong, recurring theme amongst officers was concerns about negative perceptions of officers in the department by others. Officers were concerned with how they are perceived by command and by outside agencies, and the perception that public opinion is more important to the leadership than both quality police work and officer safety. Several officers commented that the Commerce City PD is considered a joke with the rest of the metro area police departments. There is a belief that this perception by outside agencies is responsible for a lack of experienced officers applying at the agency. Other respondents stated not only are their opinions not valued by department superiors, but their lives do not matter. One officer noted, The chief has

53 53 told members of our department that he would rather go to a police officer funeral, than go to a press conference and try to explain why his officer reacted the way they did. Officer Safety. Officer safety was a concern with several respondents. It was noted that two primary variables are at the root of officer safety concerns with officers: Training and manpower. It appears, however, these two concerns are directly related to 12-hour shifts. Training. A widespread concern with officers at the Commerce City PD is a lack of training and/or modification of training schedules to include in-service academies and Field Training and Evaluation Program (FTEP). Several officers expressed concern that training was a regular occurrence prior to the chief s arrival, but with the implementation of 12-hour shifts, training rarely occurs. The FTEP program was reported to have been modified, resulting in officers who are not as well trained and perceived as a liability to some. Manpower. Recruitment issues were noted previously as a source of poor morale. Officers noted that when asked to recruit friends or acquaintances to the Commerce City PD, those friends and acquaintances were promptly rejected and found to be unfit for employment; a concern associated to perceived nepotism in the hiring process. Officers also feel as if new recruits are being rushed through FTEP for the sole purpose of putting warm bodies on the street. Pay and Benefits. Officer perception with pay and benefits varied with no real trend observed.

54 54 Salary. Several officers noted that pay at the Commerce City PD was adequate and sufficient to not only attract officers, but support longevity. In contrast, a few others felt as if pay was low when compared to other departments of similar size in the area. Benefits. Similar to salary, benefits was split as reported. Some officers felt as if benefits at the Commerce City PD were adequate to good, while fewer officers reported the current healthcare provider as undesirable. Improving Morale Recommendations for Improving Morale. Several officers noted some specific recommendations to improve morale. While the overwhelming majority recommended removing the chief of police from his position, other themes were noted as well. These themes are outlined below. Follow Policy. Several officers were concerned about procedures as outlined in policy not applying to actual day to day operations, specifically in terms of use of force application and reporting. Officers noted how they wanted to see policy as the rule by which all officers live - line-level officers through the chief. Recognize Good Work. One of the sources of stress noted at the department was a notable lack of complimenting, or at least recognizing, good work. Some officers felt as if a good leader compliments a job well done. Leadership Change. Many officers expressed no confidence in the current administration and were pessimistic about the abilities of the current leadership to effectively improve the culture of the department. Training. Many officers expressed concern about the lack of training at the Commerce City PD. It was noted that there had been a significant change in how

55 55 training was administered due to a change in scheduling. Officers are concerned about their own safety as well as their co-workers from either not training at annual in-service academies or failing to adequately train new recruits. Training officers is a notable suggestion in improving morale. Responsibility. Many officers expressed concern with how outside agencies viewed the Commerce City PD in addition the command staff viewed their subordinates. It was suggested that department supervision recognize their role in changing public perception as opposed to placing all blame on the shoulders of line-level officers. Additional Minor Themes There were a few themes recognized by NDRI reviewers that were not classified with the major themes noted above. However, it should be noted, that these themes are not necessarily of a less sensitive nature but were not recurring themes amongst officers. Sexual Harassment. It was noted by a respondent that sexual harassment had occurred within the Commerce City PD from a supervisor to a subordinate. The perception was that this incident was ignored by higher ranking command officials. Fear of Retaliation. Some concern was noted about fear of retaliation for completing the survey. City Progression. Some respondents noted the lack of progression in Commerce City. Officers noted that citizens typically leave the municipality to neighboring cities for entertainment.

56 56 Top Heavy Command. Several officers commented on an unusual number of command staff for the number of officers at the department.