Slide 1

Welcome!

Today is all about understanding and applying the CAPRA problem-solving model at the leadership level.

You are going to have to work with me here. There is not a lot of actual theory or material on the leadership levels of CAPRA. But, I can tell you that our organization expects you to know and practice this model, inside – out and all around.

We are talking about a problem-solving model…that’s it! Yesterday it was called SARA. Today it is CAPRA. In years to come, I guarantee you it will be “Super Duper CAPRA”. And you know what? That’s OK. Fine tuning and changing with the times is to be expected. If we didn’t adjust, we’d be out of business.

So, sit back and don’t worry about the mysterious model. It is really not this giant or complex theory that has no application to reality.

As a matter of fact, the outside corporate world is grabbing this model as the “end all – be all” to their management and leadership framework. So you got to know that we are on the right track.

Slide 2

The first thing we will do is quickly summarize CAPRA at the individual level as a refresher

Then we will get right into the “heart” of the application for leaders. During this portion, I will be sharing with you the RCMP expectations. Things like the core competency of “Thinking Skills” and Promotional Board reviews of examples.

My intent here today is to take the theory of CAPRA and show you how to apply it as a Corporal, Sergeant, Staff Sergeant, Inspector, Superintendent and even above.

Something you will note is that CAPRA can be applied at both the Operational and Administrative level.
Over time, it just will become part of your leadership model. You will approach any situation you encounter differently. You will think “big picture”, dig deep and wide for facts, include others, apply innovation and review for what worked and what can be done better.

Slide 3

This is a whole day in itself.

But, I wanted to show you how Problem Solving fits within our Community Policing philosophy. I approach everything within our Community Policing philosophy through this framework.

All this to say, we are Problem Solvers. Like it or not, our job is to respond and resolve problems within society.

So, CAPRA is just a “smarter” way to solve problems. Both internal and external problems. And it is not just for Police. It applies to everyone and everything!

Slide 4

Reactive Response – By responding to symptoms and not basic causes, problems remain unsolved

Thus, the Problem Orientated Policing approach was born.

Then we moved to S.A.R.A. problem solving. Scan, Analyze, Respond and Assess. SARA is reactive. It does not kick into play until AFTER a problem has occurred. SARA is not client centered and SARA misses out on Partnerships. CAPRA is Proactive.

Funny thing is..many Police still call their projects POP teams and POP projects. You know what…We are way past that. They should be called CAPRA Projects

Over the past 6 or 7 years, CAPRA has remained our approach. Our entire training academy changed to this approach and everything else. I mean everything. You have to take this model seriously. It is embedded now in our younger culture and many, many of our police leaders.

Root Problem Solving – this is the end result. Becoming Proactive is our ultimate goal.

Sometimes I simplify CAPRA in Police Operational Settings by calling it Root Problem Solving – It is easier to swallow for some of our culture. In the Administrative setting – I call it Leadership

Slide 5

Problem Solving and CAPRA is not a program…say, like a crime prevention program – Block Watch

Problem solving is the way we do police work. It involves the community and police.

CAPRA is our model. It has been custom designed for all aspects of Policing

Slide 6

CLIENTS

The people with who police interact in the delivery of their service and the people for whom that service is delivered.

IMPORTANCE OF KNOWING YOUR CLIENTS

You must know all those who have an interest in the service you provide in order to ensure that their interests are taken into account in how you deliver that service.

The better you understand your clients' perspectives, the more quickly and more effectively you can:

Meet their needs, demands and expectations in terms of service delivery (defining problems, establishing priorities, deployment of personnel, assessing meeting service standards);

Dissipate potentially violent situations;

resolve community problems related to safe communities;

generate workable and sustainable preventive action;

mobilize the community to assist in achieving safe homes and safe streets.

TYPES OF CLIENTS

Direct Clients

Direct clients are those you interact with at various points in your service delivery or investigations. These would include callers, complainants, witnesses, victims, those affected by the harm done to victims (e.g. family), suspects, prisoners, and community groups. From a community policing perspective, police are expected not simply to ask how these people can help achieve police objectives. Rather, once we view them as clients, we also ask how we as police can best serve their needs in a manner consistent with public interest.

Indirect Clients

Indirect clients are those not directly involved in an incident or its investigation but who have an interest in its outcome either because of the way it was handled or because of the association of the incident to similar incidents. They include taxpayers, the public (public interest is captured in our Constitution), interest groups (e.g. victims' groups, women's groups, cultural groups), other government agencies or departments whose work may be impacted by your own. These clients may never interact with you personally. They, however, represent the public interest and it is in your interest to understand their concerns if you are to successfully address them. They may send letters to the press. They may use incidents, through the press to draw attention to their concerns. They may represent the public interest to the RCMP as an organization or to other government departments.

Sometimes, indirect clients, such as interest groups, may approach you with a problem, which they would like you to assist in resolving. At this point, these would become direct clients, as you would be interacting with them directly.

In a sense, police are always serving these "indirect clients" because police represent and serve the law and the public interest values on which the law is based. Thus, the police are serving the people of Canada. What is unique about community policing is that police, in this approach, are taught that the public interest is best understood and served by learning about and working with direct clients, understanding their needs and interests, and those of their community. Sometimes this requires difficult negotiations - particularly when needs and interests appear to be in conflict.

Slide 7

Spending time identifying your clients at the beginning is crucial. Identifying all the direct and indirect clients is key. Especially in an interview, exam or PRP example.

Some people have a tendency to “generalize” this first, very important step; by saying the “community” is my client.

Trust me on this; spend the extra time, some times painstaking time, identifying SPECIFICALLY all the direct and indirect clients. As you will see, you then acquire and analyze more about the issue, have greater partnerships, more support to the decisions made ….in other words, more community buy in and support. Remember what we spoke about with the “rules of change”…involve, inform, listen, respect customs, move slowly. See how identifying all the direct and indirect clients really works well with the “rules of change”.

Slide 8

Some people have a tendency to “generalize” this first, very important step; by saying the “community” is my client.

Slide 9

What is the importance of acquiring and analysing information?

To fully understand what the problem is, what the issues are, who is involved, where and when the situation occurred and how it might best be addressed - given your direct and indirect clients' perspectives;

to identify competing interests (needs, demands and expectations);

to put you in the best position to manage the competing interests in a manner that will ensure that all participants feel that the situation was handled fairly;

to determine who your primary client should be, and

to determine what your options are and what the best solution might be.

The more information you have and the better your analysis in terms of the clients' perspectives, the more likely you are to define the problem appropriately in terms of the clients' needs and arrive at a mutually agreed response or solution to a problem. Keep in mind that the information you acquire and analyse will also inform you of what's best for the clients, in terms of balancing their sometimes-competing interests.

What competencies might you employ in order to understand and be

able to use the information you have acquired, to better solve

on-the-job problems?

crime analysis

leadership

communication skills

interpersonal skills

time management skills

research skills

client orientation

Slide 10

Partnerships

Developing and maintaining partnerships is the third element of this operational model. Partners are individuals or groups who can assist you in providing quality service. They may be internal or external to the RCMP or your unit within the RCMP. Partnerships, like friendships, are established, based on trust. People who feel that they have been fairly treated in the past will not hesitate to assist you in subsequent endeavours. In the interest of ensuring timely and quality responses, partnerships should be established before there is a problem and contingency plans should be established to address the most typical kinds of work-related situations that arise. Partnerships should result in mutual benefits.

Slide 11

Here we are talking about creative and innovative approaches to root problem solve

Calculated Risk Taking with an accountability framework.

Something we could have done better when we rolled out the “empowerment” model.

As a leader, it would be creating the environment to allow and support innovation, risk taking.

Full MEAL Deal. We cannot carry around ten binders of books with regulations and policy.

We trust our people with guns, bullets and handcuffs. Do we trust them with making a decision in partnership with the community clients? – You Bet!

R =Response

Once you have identified a potential or existing problem and related issues, understood who your clients are, determined, their needs and gathered and analysed relevant information from appropriate sources and partners, you should be ready to generate, with your partners, if appropriate, response options and select the best response in light of your primary clients' needs.

Here is a list and a brief explanation of types of responses available to you:

Service:

Products and assistance to clients (public, communities, individual citizens, directorates/divisions/regions, branches, units or individual employees). Referral of the public to partner agencies, assistance to employees through partners in support programs. Provision of information and training.

Protection:

Of the public interest, victims, or individuals or groups of employees affected by the problem (e.g., safety issues), in partnership with community agencies and experts, where appropriate.

Enforcement and Alternatives:

Enforcement will always be an important part of policing, as it is the mandate of the police to uphold the law. As statistics show, however, enforcement alone is not always the best response -- it does not always deter people from breaking the law, and doesn't address why the law was broken in the first place. Some problems, such as a general fear of crime or community disputes, do not lend themselves readily to enforcement. Law, policy and regulations enforcement apply in the work place as well (RCMP Act, Official Languages Act, Administration Manual, etc.).

Prevention:

Preventing the problem from occurring or from escalating by addressing contributing factors to the broad problem rather than specific incidents or manifestations of the issue. Prevention applies both within the organization and police service delivery.

Depending on your goals which can range from problem elimination or reduction; reduction of harm/impact; improvement of response and reallocation of responsibility, you can use any combination of these four types of responses.

There are a number of strategies you can use: providing information, education; establishing community preventative programs/inter-agency approaches to service delivery/community regulations; community mobilization; and use of alternatives to enforcement approaches to problem resolution. Focused attention to response options available may lead you to solutions different from those you might instinctively have chosen. Once you have selected an option, you may require additional information to implement it.

Why is it important to set goals and keep notes on actions taken?

to select the best option to accomplish the goal

to monitor the effectiveness of the option selected

to select different options where appropriate to ensure that the goals are, in fact, met.

Slide 12

This is so important.

Some of us have a tendency to criticize past efforts…to be reactive and negative.

How would we get anywhere if we did not support the environment for growth and risk taking.

Slide 13

A =Assessment of Action taken

On the map, all of the images that show communication between the police and the community, represent assessment and evaluation for continuous improvement. Similarly, communication among RCMP units, branches, directorates, divisions and regions is essential to continuous improvement. Continuous feedback helps to ensure that you are indeed delivering services that the community/your clients, need and want. Evaluation seeks to avoid the maintenance of 'stale' services, services that, as a result of constantly changing situations and demands, no longer add value.

What do you think are the key points of assessment?

to establish agreed to criteria for evaluation that address value added and quality service

to compare service delivered to internally and/or externally agreed to standards

to ensure that clients are included in the feedback loop

to assess performance and possible areas for improvement

to identify trends and opportunities for prevention

Here are some tips to ensure that your assessment yields effective results.

At the outset, determine appropriate time lines for evaluation, but be prepared to adapt them as required.

Determine what method of assessment you might use -- self-analysis; input from clients and communities; statistical analyses; examination of trends (before and after).

When choosing your response, keep your goals in mind. Write them down and keep them realistic and simple.

Take note of unexpected consequences of actions taken, both negative and positive.

Note what worked particularly well and what did not and identify contributing factors. (This has implications for how you might respond in the future.)

Slide 14

How do we solve a problem?

We take a client centered service delivery approach

We get to the “root” of the problem

We recognize that we can build ownership to the problem is we build partnerships

We take proactive, innovative, creative action. Recognizing there is more than one “right” answer…because things change and never work out perfectly.

We ensure accountability through ongoing review, assessment and follow-up

Slide 15

CAPRA is most applicable under the core competency of Thinking Skills

Leadership application = your problem solving model or approach…just not for yourself anymore. For your unit, team and also the community.

An example could be in the area of Practices Responsible Risk Management. Laying out the groundwork, expectations, framework and accountability for IFM (Independent File Management) is an excellent example. You cannot just say to your team… all of you are now on IFM. Instead, you develop the road map for your team to achieve and maintain IFM.

Slide 16

In setting up regular Municipal employee meetings with the Team Leader, they asked for Guest Speakers from their specific departments

Morning Training Sessions/Training Initiative- Invite all employees (when relevant). City of Richmond employees invited and here today. Covey Training – Co hosted by RCMP and City employees in Nanaimo

We have a lot of talent within. Identify and motivate to have them facilitate training. Or, after they attend a course, they complete short real time/real person presentation on what they learned (This is called Third Person Teaching)

Joint training – Outsource training. Fire Dept and Ident cross training. Mental Health, Child Protection Services, Bylaws, etc etc

As a leader, you must realize that if you raise the level of expectations with a section of the community and your team is NOT on board, you are setting everybody up for disappointment. The Inside-Out approach is all about identifying your internal clients – your people. Seek first to understand – listen (Acquire and Analyze). Move in a consistent and forward fashion in building your internal team. Quality service will be the natural output when you have happy, fulfilled, intrinsically motivated employees.

My Favourite story is about the final interview of two internal employees for the position of CEO.

The tie breaking interview question was…what is the name of your custodians?

Candidate #1 said..”I have No idea and Who Cares”

Candidate #2 said their names, their kid’s names and some other personal information

Guess who got the job. Clients mean everybody. Internally, we are ALL important. Treat everyone as important. Give them the respect you would like to have if you were in their shoes. It is how you treat the “one” that reflects on how you regard the “ninety nine” others – Because, ultimately, everybody is a “one”

In other words – dig deep into identifying all your clients internally and externally (the public and agencies we work with)

Slide 17

How would you like to work for a boss who jumped to conclusions. Who did NOT get the complete and big picture?

In the acquire and analyze phase.

Seek first to understand, then to be understood.

God gave us two ears and two eyes (to listen and see) and only one mouth.

Nothing worse than being in a meeting and you are asked for input and the decision was opposite to your beliefs. But, if you knew the Bosses decision making model in advance…maybe you would be more understanding and less defensive? The key here is letting people know in advance. If the buck stops with you and you are seeking input, tell them that. If you are going to make the decision, but you want to get all the info, that is OK. Consensus means everyone must agree and democratic means a vote.

As a Supervisor, you are not only expected to have super – vision (the ability to look ahead, foresee, forecast, anticipate and prepare in advance), you are expected to have SUPER DUPER VISION!!! So, as a leader, take the time to anticipate potential issues and problems with your team and operations. Make and Take proactive moves to prevent them from occurring, or lessening the magnitude!

Slide 18

Empowerment – Accountability, Authority and Responsibility Must be Attached to the Duty or Task Given Out

Outside World Has Some Great Ideas Within Leadership – Take a Look!

Recognition Initiatives For Your People and the Team

Slide 19

Create the Environment For Innovation, Risk Taking and Support

We Have Had Innovation – Creativity Beaten Out of Us as Police. Bring It Back!

We Have Other “Tools” in Our Tool Kit

Forget Your Position Power - Bully Leadership

Don’t Become a Dinosaur -NCO i/c Jarassic Park

Slide 20

Avoid Micro Managing, But Have Accountability/Follow-Up Framework in Place

Find A Coach – Be a Mentor

Learn From “Current Practices”

Look For “Rule Breakers” – These Changes In Trends Are Probably Warning Signs That A Shift Will Be Taking Place – Called a Paradigm Shift

Slide 21

CONSERT – City Of Nanaimo Special Events Review Team

Cruise Ships

Community Safety Cards

Morning Leadership Meetings - “Work-Out” Sessions

Community Safety Division - Partnership

CAPRA Facilitators Guide – Kids @ Tavern

Slide 22

YVR (Airport) CAPRA – Service Delivery Review

Green Clean Team – Not Just Enforcement Pillar – Also, Education, Treatment, Prevention and Partnerships