I have been in charge of my sector for a week. During the first week I found every shift, each shift has two platoons, had a different set of priorities and no common language to describe the areas of the sector they were sending their officers.Once The six platoons use different roads as boundaries for inner sector assignments. There was no clear vision for all of the shifts to focus. This problem led to each shift, and platoon, looking out for its own interests.
So, I took the map out and broke the sector into 4 areas. The boundaries I set were created by looking at both physical and psychological boundaries. I call each onean areas, and have officers assigned to the problems in a specific area. The areas are numbered by priority of assignment and and need for coverage. If I dont have enough officers on a specific day to cover all of the areas, then I cut area 4, because it is a low priority area. Each officer will have a specific area to resolve community problems. I have not told the officers they have to spend their entire shifts in the area, but must work on resolving community problems. This way, the officers can not say," I didn't fix the problem because I was running calls and couldn't do anything". Now, they spend their discretionary time in their area, or somewhere in the sector. They decide where they spend their time, but I hold them accountable for the results in their areas, and not except excuses.
I met with each platoon, and each shift, to tell the individula officer my vision for the sector. I want all platoons working together to accomplish tasks. I call it continuity of operations. Each shift helps the one who is going off and the next one coming on to accomplish sector goals. It is like everyone eats a meal during their shifts. During the shifts they are fixing the table, eating, or cleaning up. For example: the day shift must walk a specific area to deter drug deals and provide high visibility to the afternoon commuters. The evening shift would came in and do their own thing. Now, the evening shift comes in and sends someone to the area day shift was walking and add 2 more high visibility hours. So, the push goes on longer and the drug dealers who waited for day shift to leave before coming out have to wait till their buyers have left the area on their evening commutes to the suburbs. The evening shift sets up later in their shifts for the bars to open, and a whole new set of challenges begin. When the midnight shift comes in they now assist the evening shift with the bars. When the evening shift goes home a continued presents is still made in the area. Before the midnight shift goes home, they ensure the downtown area is safe and they check the decks for people who come in and set up in hiding places to break into cars. When day shift comes out of roll call, they immediately head into the area cars get broke into and insure the offenders are not in the area. Later in the day, as the dealers come out they shift their focus to that area. By blending all of the shifts efforts I can focus their energies.
We all share individual areas of responsibility, then as groups, we all have an area, "maintenance area" where each officers is expected to spend at least 30 minutes. A 24//7 presents deters criminals and allows the area officer an opportunity to make community connections and resolve the problems. Then we have a focus area, an area in the sector crime is occurring. I shift officers around, and bring in specialized units. to resolve those issues.
By going to the midnight roll calls I can meet with the people who put the city to bed and protect it while it sleeps. They have an important job and no one of rank ever comes and tells them how appreciated the officers are. Well, that changed with me! Each shift, and platoon, knows how much I appreciate them. Each individual officers can, and has, made an impact on protecting the citizens of my sector.
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