Notwithstanding a few problematic issues from time to time, we in law enforcement generally do a pretty decent job in the primary categories of what we do; patrol, investigation and typical support services. These are the skills for which most of our employees’ train for, attain skills and expertise, and develop and maintain their professional credentials and reputations.
Like many other law enforcement executives, I am among those who have often pursued programs that are outside the mainstream of typical employee responsibilities. I have held positions of command responsibility in three of the seven agencies where I have served, and in each of those have pursued these types of programs. These activities have included, both adult and explorer-level youth surveillance teams (i.e., high ground surreptitious placement near likely crime locations, etc.), graffiti paint out and community clean up by low-level court referred offenders, explorer scout traffic control at selected activities, creating of “haunted houses” on Halloween as an alternative to kids walking the streets in high crime areas, and the use of paid part-time criminal justice students for courthouse entry screening positions. The degrees of success in all of these programs was a single constant; the personal and professional qualities of the person assigned to organize and supervise each program
Staffing our conventional positions with the best-suited employee is always among our greatest challenges; finding an available employee for a non-budgeted unique program can be exceptionally difficult. Whether the position requires a full-time person or more likely a part-time additional responsibility, finding the perfect fit seldom occurs. However, it is essential that the person assigned does have the skills and motivation for the unique task; with interpersonal skills, trustworthiness, and enthusiasm topping the list. Recognizing that the wrong person can not only lessen the program’s effectiveness but actually taint and doom the entire effort, the reality may be that no person is better than the wrong person and perhaps the program implementation is best delayed. Launching a program can be likened to launching a satellite; you may only get one chance to get it right!
While I have had far more successes than failures, my less successful programs included employees who needed more supervision than was being provided, selfish motivation for the assignment (flexible schedule) and – in one instance – an employee who was initiating inappropriate relationships. Quite frankly, in these instances I made poor selections.
In all of my unique program personnel selections, I was seeking qualities that are arguably beyond what can be reasonably expected, especially in the areas of enthusiasm for the program, above average initiative, creativity and the willingness to “go that extra mile.” In every instance, I sought an individual who demonstrated a healthy interest in the unique program and shared a belief it the benefits to be derived from its success. Be careful to avoid the halo effect, such as putting too much emphasis on selecting a person based on a single factor, such as a radio enthusiast for a radio surveillance team or a scout leader for community relations; desirable qualities yes, but not primary selection factors.
Beyond the use of regular employees, the use of trained, trustworthy and mature volunteers should be considered. I have used carefully selected community and business members, law enforcement retirees and members of the clergy with great success and recommend this approach as among the staffing options. As with all that we do, personnel screening, training, supervision and liability are all issues to be considered.
It is also an unfortunate reality that unique programs are very much personality specific and typically last only as long as they have a supportive command officer. Just like you, the new executive is likely to have and pursue his or her own favorite unique initiative(s). Few of these types of programs enjoy anything other than short-term funding at best, and even if there is continuous funding the likelihood is that the new executive will find a way to shift that funding in a direction consistent with the new command philosophy. Don’t take it personal, that’s just the way things happen!
Some executives will argue that the safest approach to survival and longevity is to stick to the basics and avoid programs and initiatives that are outside the mainstream of what we do. I disagree and encourage my fellow executives to be continually open to unique opportunities to make our communities safer, develop and create opportunities for our youth and adults and successfully find and develop resources beyond those for which budgetary support exists.
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Keith Bushey retired from the Los Angeles Police Department as a commander, from the San Bernardino County Sheriff’s Department as a deputy chief and from the United States Marine Corps Reserve as a colonel. Others law enforcement experience includes having served as a Los Angeles County deputy Sheriff, a State of California deputy game warden, and as the Marshal of San Bernardino County. He is an instructor emeritus for the FBI Law Enforcement Executive Development Association and has lectured and written extensively in the areas of leadership, management and ethics. His entire eight booklet Leadership Series is in the public domain and may be downloaded without cost from KeithBushey.com.
October 2021