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HomeMy WebLinkAbout1997 01 13 Regular Item E COMMISSION AGENDA ITEM E REGULAR X CONSENT INFORMATIONAL 01-13-97 Meeting MGR Iy IDEPT , Authorization REQUEST: City Manager introducing Winter Springs new Police Chief Daniel 1. Kerr and his wife Sharon to the City Commission and the community. PURPOSE: The purpose; of this agenda item is to formally introduce and present Winter Springs' Police Chief Daniel 1. Kerr and is wife Sharon to the City Commission and the community. CONSIDERATION: For the past 6 months the City has been involved in a nation wide search for a new Police Chief to fill the position vacated by former Police Chief Charles Sexton's resignation on 1996. The recruitment phase of the search involved a nation wide advertising program that attracted some 110 interested candidates. The City employed Ron Lynch, a Law Enforcement Consultant to assist in the development and implementation of a selection process that involved the following components: 1) Initial screening of resumes from 110 to 30 by the Consultant and the City Manager. 2) Screening of the 30 resumes by a citizen committee from 30 to ten resumes. 3) Reduction of 10 resumes to four based upon written responses from the candidates to carefully selected questions, by the citizen screening committee. 4) An assessment center evaluation of the four candidates including the following: a) An interview with a professional peer group of evaluators. b) A mock Staff Meeting with department personnel evaluated by a peer panel of evaluators. c) An interview with the City Manager d) An informal "fire side chat" with employees of the Police Department. Daniel J. Kerr, was the overwhelming choice of the persons involved in the assessment center. Dan and his wife Sharon live in Sterling, Virginia. Dan was serving in the position of Police Chief of Vienna, Virginia. Dan was appointed Chief of Police of Vienna after twenty years of service with the Fairfax County Police Department. Dan joined the Fairfax County Department as a Rookie Patrolman in 1972 and rose through the 1,500 employee organization to the rank of Major, the third ranking position in the department. During his tenure with Fairfax County, Dan served as area Commander of the Restin area of Fairfax County. A background investigator reveals Dan to be an exemplary law enforcement career professional regarded by his peers to be a first class technician, a cop's cop operationally, and an excellent leader. RECOMMENDATION: none required IMPLEMENTATION: Chief Kerr will assume his duties officially on February 3, 1997. A TTACHMENTS: a) Resume b) Reference check report c) Screening questions d) Assessment Center Documents COMMISSION ACTION: ATTACHMENT "A" RESUME ..,...... ... ... ", I .....:.,....... ...1,1.".'.....'..,....1'1.....':'.::..' jl DANIEL J. KERR ,.-~ ,....~ .'-.:.'-;.~.:7.;:.:.;?':-;:l\\f\: I 'f~ , , .;""-t.. '~4 ! -t. .. . .... ~ '1~ ,~4" I': t ~ j.'1 : '~"\. ; ~ '. ~ ,~.;. ~ t. \ -.':/ "..~, ~ ....~~ ' " ; ,.'.: ~ ~r.'~ \ ..../:;. :-' ~:..;,} '\ - i ; ~... ~ I . ..~ iI $t...:J' :. .." .......... 4.......... '$oof..~, ') r: t ~ j,.".\\ !.]?-.roq;lJljn I ~~. .. IV L~Lh AUG 28 1996; SS# 219-52-2356 20609 Parkside Circle Sterling, Virginia 20165 (W)703-255-6390 (H)703-406-3722 CITY. .OF IfWiTER SPJiI;t~9 P.tRSO N N a:.;r~ EDUCATION 1979 Bachelor of Science Degree - Administration of Justice, American University, Washington, DC ADV Al'fCED TRAINING 1990 Graduate of the Federal Bureau of Investigation National Academy, l6lst Session 1972 Graduate of the Northern Virginia Criminal Justice Academy (Additional Detailed List of Training Available Upon Request) MEMBERSHIPS Virginia Association of Chiefs of Police Northern Virginia Police Chiefs Committee International Association of Chiefs of Police EXPERIENCE 1992 - Present CHIEF OF POLICE - VIENNA, VIRGINIA POLICE DEPARTMENT . Direct public safety, law enforcement, and crime prevention operations in the Town of Vienna. Plan, organize, and direct the activities of the Vienna Police Department that has a staff of 50 personnel; 39 sworn and II non-sworn. Prescribe, publish, enforce rules/regulations and recorrirnend the appointment, promotion, and dismissal of personnel. Direct and participate in the preparation of the department's 3.2 million dollar operating budget and in the monitoring, control, and expenditure of appropriations. Advise and assist in complex criminal investigations and emergency situations. Coordinate activities with other local law enforcement, state, and federal agencies. SIGNIFICANT ACCOMPLISHMENTS - Organized Citizens Advisory Committee to Police Department - Successfully reorganized the Vienna Police Department and placed more officers on the street - Designed and implemented a career development program. that enhanced morale and drastically reduced turnover - Brought new technology to the department with a new computerized records and communications system - Initiated community Q..riented policing, busin~ss P3:trols. and liaison with schools - StartedA..GnF~:m.a Kitb OlHF9a.-h Pro~ . Began self defense classes for women 1972 - 1992 FAIRFAX COUNTY VIRG'INIA POLICE DEPARTMENT MAJOR - Operations Support Bureau Commander of the bureau consisting of 125 personnel. Specific divisions under that commander were the Traffic Division, Special Operations Division, and the Helicopter Division. The Traffic Division consisted of the Motorcycle Squad, Motor Carrier Safety Unit, Traffic Safety Section, Accident Reconstruction Unit, and the Auxiliary Police Section. The Special Operations Division included the Special Weapons Team, K-9 Section, Underwater Search/Recovery Unit, Hostage Negotiations Unit, Bomb Squad, and the Warrant Squad. The Helicopter Division responded to all MEDEV AC and police missions in Fairfax County. CAPTAIN Commander of the Reston, Virginia District Station that serviced 65 square mile area containing a population of 120,000 people. Managed 81 sworn officers and 7 non-sworn officers. Upon taking command of the station in 1989, the crime rate and drug trafficking in one specific area of the district had been escalating and was spilling over into other sections of the area. People living in the low income area did not trust the police and relations were poor. By utilization of Community Oriented Policing Strategies and working directly with.the citizens in the crime ridden areas, we jointly developed a COPS and KIDS Outreach Program. and assigned key personnel to the problem. The combined efforts resulted in a 41% reduction in crime in the initial 6 months and later jumped to 50% over the following two years. In June of 1991, the Citizens Advisory Committee of the Reston District, in conjunction with the Fairfa,< County Government, presented me the A. Heath On Thank Award, a Fairfax County Government Achievement Award. October 31, 1996 Mr. Ronald W. McLemore City Manager 1126 East State Road 434 Winter Springs, Florida 32708-2799 Dear Mr. McLemore, I have completed the attached questionnaire. Included'in the return packet are two local newspaper articles written earlier this year that provide some insight into how several of the programs initiated here are viewed by the community. Thank you for taking the time to consider my application for the Chief of Police of Winter Springs. CL Daniel J. f; q, 20609 par~ Circle Sterling, VA 20165 Question 1) A. Success during the fIrst year in Winter Springs can be enhanced through perfonnance of a variety of activities that can occur rather quickly, and in some cases, simultaneously. Obviously, these activities run parallel to day-to-day operations of the police department. . Meetings and interactions with the following groups is essential: . City Manager and Council . Police Department Personnel . Citizen Organizations . Civic Organizations . Business Groups School Personnel Evaluations would be conducted relative to current law enforcement and public safety issues existing in Winter Springs, how the police department is meeting those demands, and what changes appear to be necessary. Generally, some problems are readily apparent while others take more in depth examination. Since there are no magic fonnulas that guarantee success in every community, a plan tailored to the need of Winter Springs would be fonnulated with input from the groups identified above. Successful conclusions are generally the result when the actions are generated from individuals who have a stake in the outcome of the results of their efforts. The actions that I would take on an ongoing basis within the police department would include regular staff meetings with command and supervisory staff to strengthen open lines of communication and ensure that we are moving in the same direction. I would attend roll calls and occasionally ride along with officers so that I can view [lIst hand the activities that occur on the street and around the community. B. Manpower and staffmg allocations in many departments are based solely on the national average or set standards. However, shear numbers are not always the answer but most often it is. what you do with personnel you have and the quality of individuals assigned to certain tasks that effects manpower totals. Some departments are top heavy, like my current departmemwas when I took command. The elimination of two lieutenant positions through atriction and reverting those positions back to entry level line officers was the best answer for meeting workload demands and correcting the organizational structure. Other departments may need more supervision for span of control or they may need additional personnel. In Winter Springs an analysis to identify a variety of criteria would be completed and include: . Number of calls for service . Breakdown of calls by hour of the day and day of the week . Response time for emergency and non-emergency calls . Special enforcement needs/criminal . Special needs/traffic . Criminal investigation follow up demands . Crime prevention requirements . Ancillary function requirements . Future needs Further analysis would continue to detennine how well we are currently meeting our demands for service. Then various alternatives would be examined to see if there is a need for reorganization, a change in the number of personnel, or whether we need to modify the way we are delivering service. Question 2) In my current position as Police Chief of Vienna, I have implemented a variety of programs related to drugs and violence in the schools. During my first year the Drug Abuse Resistance Education Program (DARE) was introduced into the local elementary schools. The program focuses on how young children can avoid drugs, build self-esteem, and resist peer pressure. Later, through a Federal Grant, a Youth Resource Officer Program was created to focus on activities in intermediate and high schools. Combatting drugs and violence and gang activity were obvious goals of the program. However, building a rapport with youth and the police department and creating an open line of communication with school administrators was also undertaken. School personnel were also given information on how to identify drugs and what to look for in the schools. Drug education classes for parents was also introduced in October 1995 to provide information to parents on how to identify the various types of drugs that are available to youth in the area. Information concerning what type of symptoms to look for if they feel their child may be involved with drugs was also discussed. Various resources available to assist families was provided during the se~inar. As a result of this approach that included all age groups of students, school personnel, and parents, the community has taken a proactive approach to the drug issue. Results have proven to be very positive. The Youth Resource Officer Program has also involved other police personnel in the program. Patrol officers have taught in government classes and discussed .traffic law with new drivers. Drug education programs and involvement of the police department in the schools are important in every community. After evaluation of the current situation in Winter Springs, a similar program should be implemented that includes programs that I have discussed and others that can be intetjected to address specific needs or issues. Many important side benefits result from involving everyone in the process. Trust and a feeling that a team effort exists. Direct communications between the schools and police have prevented a number of gang incidents from occurring. School activities after hours have also remained safe for everyone involved. Question 3) Within my first year in Vienna, I identified the fact that better communication was needed between the police department and the rest of the community. As a result, I made personal contact with the chairperson of each homeowners association in Vienna, the Vienna Chamber of Commerce, church organizations, and civic groups to see if there was an interest in forming a Citizens Advisory Committee to the police department. I explained that my staff and I would meet with the group once a month to interact on matters concerning the community and the police department. There was overwhelming support for the formation of the committee. The committee elected officers and constructed a charter. The committee is in its third year of operation. During the meetings, concerns from the community are addressed to the police department. Many of the concerns are related to traffic or situations that citizens want to discuss with me or specific staff members within the department. The police department then delivers a report to the community of situations or activities that the community should be aware of for their safety. A report of the types of incidents or crimes that have occurred during the past month is also provided. Quite often guest speakers from various units within the department or criminal justice system give presentations at the meetings. The committee has been a positive experience for both the police department and the community. Better understanding of the police department has been fostered as well as a feeling by the community that they have input into the overall safety of the community. Arrests have resulted from information exchanged with the committee. Coincidentally, major crime has been reduced 17.8% over the last several years. . Due to increased incidents of crimes against women in the metropolitan area, I felt a need existed to provide education and awareness in the area of self protection for women. I also felt that the training should be provided by a female officer and taught from a woman's perspective. Therefore, I sent a female officer to a self defense tactics school.and then arranged for her to assist in training at a local police academy before teaching the actual classes in the community. The classes were the first of its type in the area and was met with enthusiasm and success. Seventy women attended the first class and the student evaluations were extremely positive. Lecture material in the classes focused on prevention, education on a variety of safety topics, and practical exercises in defensive tactics. To date, over 500 women have attended the seminars. Sexual assaults and rapes in Vienna have steadily decreased since the classes began two years ago. Rapes dropped from 4 in 1993 to three in 1994 and to 0 in 1995. Because of the success of the personal safety classes for women, personal safety classes for seniors has also been offered in the community. In my previous position with the Fairfax County Police Department, I initiated the first Cops and Kids Outreach Program in the area. The program's goal was to turn around a drug infested area of the community. Arrests, search warrants, and sweeps had been conducted and much of the criminal activity had subsided but a need existed to reach the young children and teens in the area. They had seen their older brothers and friends taken away by the police for dealing drugs. Some mistrust and bad feelings were present. However, many of the adults living in the area agreed to work with the police department in putting together the Cops and Kids Program. A picnic was set up_inJhe_c.ommunity_with donations from local businesses. Police cars, motorcycles, McGruff the Crime Dog, and safety displays were set up. Other police officers and I cooked hot dogs and hamburgers. On a later date a Cops and Kids Fun Run was set up and several hundred kids showed up with their parents. The events bonded the community and police. Ongoing activities for children included events such as a popcorn and movie night at a community room in the area where crime prevention officers gave safety lectures and then provided an appropriate movie. The combination of cleaning up the crime problem and working with the citizens effected the entire surrounding community. Kids in the area were back in the playgrounds, people were back walking their dogs and jogging. While the program was a hit in the lower income area, it was recognized that residents from other parts of the community also benefited from the Cops and Kids programs. The interaction allowed youth to see police officers in positive settings. Shortly after joining the Vienna Police Department, I initiated a similar program. Two other examples of involvement with the community have been outlined in Question 2) that relate to the DARE program and the Youth Resources program. Question 4) 1. I am very proud of the fact that my two children have grown up to be happy productive adults. Being an active part of their lives and seeing them develop has been rewarding. Although both children are unique with their own personalities, they both make me proud of them. 2. Obtaining a college degree is something that I am very proud of accomplishing. I was the first person in my family to have graduated from college. My college studies were furthered while I was also working full time as a police officer. I went to school for 6 years at night, weekends, and attended summer sessions to graduate. By attending classes while working in the field, r believe that T. gained a lot of insight from my studies of sociology, psychology, and criminology that I could apply. to my work. I attribute many of the successes of my work to the education that I received. 3. The work that I accomplished while working at the Reston Station in Fairfax County has been the most rewarding part of my professional career. Working with my colleagues and citizens to rid a crime infested area of drugs and violence was fulfilling. However, to see kids back out playing in their neighborhoods and enjoying their playgrounds is a feeling that is hard to put into words. An area where people were literally afraid to drive through became peaceful through the efforts of a lot of people. Question 5) Monday through Friday, 8:00 am to 5:00 pm is my normal schedule. However, I generally average about a 50 hour work week. As a personal work ethic, I believe in putting in the number of hours it takes to get the job done. I have routinely attended evening meetings including Council sessions, work sessions, community meetings, and awards banquets. Attendance at special events in the community such as Harvest'Festival, parades, and celebrations have also been attended as part of my schedule. In the capacity of Chief of Po lice, I have always been on 24 hour-a-day call out for unusual events. Question 6) Most of my off duty time revolves around family activities. I also enjoy jogging, walking, bicycle riding, and boating. I fmd that outdoor physical activity helps clear out the various stresses that life can generate from time to time. My wife and I share the same interests, so we spend a lot of quality time together. Question 7) Completing 20 years with the Fairfax County Police Department was a rewarding experience. I had the opportunity to gain a wealth of experience and accomplished many of the goals I had set for myself. Interacting with many different segments of the community proved both challenging and enjoyable. I also worked with a lot of great people within the countx-go..Yemment. As Police Chief in Vienna I have been given the chance to grow professionally and learn more about police administration. Incorporating Community Policing strategies and philosophy into day to day operations has proven to be surprisingly successful. I find that I still enjoy the challenge of the job and look forward to new challenges. A move to Winter Springs would allow me to continue my career into the area of Florida that my wife and I would eventually like to retire. We fmd Winter Springs to be a very niece area to live and it also provides us the year round climate to do the outdoor activities we enjoy. Quality of life means a great deal to us. .. ~N.~""" ....V..".......~~.. . c.. . . .. vJ~~~~' ~1111~e C~lef 'Danl$l: tK~~ ~I~t~ns t~ a n~~:~~:~1 ~~~~~l~~ , mr~~ri,. ~Ipe chair of the,p~~lce, ndVlrOry Comm ~e. !. ' "! , " : ! . , i,I:": '. 'r:"',:, .. ';r.":ii~""""'''.'' 1"'-_" ":: '1IYiJbn~ip i :lide:EdUt'. tJ 'CiMet{C '-";Ie FigHt~"rr I,. I I ! "j'l p. i ,. , ' /:'1': I " i ! ; Jjy !.t~ffM~h Ill: : neighborhoo~ w~tch, lea ~r." : ! !, ' rUDdl Stalr Wnler , , :. i'; Palmore iIlso teaches edupl- ! i: The fiJhi1a Police' De ~ ~ · . tidrial classes, including e p6p- ,m~nt reli~s 'on ,~tizens to re~or;t ul~ perso~aI ~e~ cl $5 ~or :cnmes Of! S*Pl~l~~S people, I b.u,t " wo~en. This cIasshas h~ I ~o~e. ~opununll:Y :policmg' wor:ks J1Yf9.' than 500 graduat~, II: i ,: I, ~ays. rJie I depat~entig ~~ .; : i I ,"'That and th~, p.i^- ~. " pro- , back to ilie commuruty thro gh gram are my two .favont S, You ~ucatio~i aild crim~preven 'orl ..91-\1 really see resi.ilts.a~, ~y. ~o infonnaliOn as well." !:. through the class an4 cOJm- Ii: Conurlurliijr Services Of cer dehce," she said. - j' -:1 '; - -1--'- Ii"" V'u-ginia ~al. more: coordin1tes. I :. The Drug Abuse: ReSIstance Irlany oftliese cominunity-ed ca1 Education program (DARE,) is I lion and pt~~ection efforts, , i I; 'another popular .~~ g~d~g .' I: ~ One niaJor:aspect of herf.ob' program.' The VIenna ,~obde i is" going to community asso ia-! Department recently re eive'd I tion and 'neighborhood wa chi another grant from the s 'te to meetings, instructing citizens ohi expand the program to I fifth 9imes to watch out for arid w~ys! gra,ders at Louis~' Archer j Elf to keep neighborhoods safe; I : I" mehtary SChOOJ.:, .turr~ently, I,: /'We.'re 'clc?se to getting all; of I I DARE. is if} place i at ,reeh . ~e town fo~ered,by one prO-i. ~H~~ges and Vlenmi,Ele~e tary'-, ; ~~ .o~. .!.~other.: T'nat's lflY 1: I ~me o~er l.'r?~ram. ~t11at : :g.o,,,-, . sp", saId., :. I I l' Patmore asSIsts WIth, m:coh une} : -I i Palmore also conducts horM '1: tionl With residents: of:the~~. wn, I security sl1rvhs when newco/n!. i are: the VieIUla/Mcidison' '0aIi-" i e[S ~ove td ~~ town, Th~se cdn~ I;' tio~; drug awarenesS semm' " for. ,! Slst. of upgraClmg ~ecunty ~"Sj- : pareqts as well, as f~,~ ~re-s<lliooI!.! :.t~ms. as well ~s acquamti~g I:.erst!~d working W1~ the!H o~o~, homeowners I : WIth the local, and GIrl Scouts and ExPlore " II : I:, 'I:' 'i Ii!, i ; , I I. I. I, ,.. I. '\1 '. i i " I- I. i ';:'II:II"./II::.j'ni'" :11"':1'/'1' i'lii . (D' ..,. I!!!" i wi..:- . I :.; . ':1 ~:l~.' : ,.;', . :.1: I()' i' i !:u.nl i i' 1!i:1 i i;!!. . i 'I,' I: ,I.' 'R,:,;:,ii:":;'I,~.,I:.:.: i.:.1'1: I 'i I I';,;: . i I I: '." .' '" ,I . 'i i . .1',; A lIe!;l.. i: '. V iI.', 1 '1 i ' "''', : 1.1 '., ";1 .: . . ':':0: ;;c"i Ii: i.,: fit. II :Ii ':1,. ~:""I::',':e: ,!!".H:;.' . : :1 Ii': I - !. . I" .:. I . "'l~"~I'ii " '~I!i 'I"i' . i d.li' '.:il; ! : II il;1 : . . '",Jeff arsh i ,,' I stand out." i , ,j " , : ' 'I." 17unesStal Writer' !;' ' 'i I' i !This!spring' a neigllbor sa a' The'" hohe I raHg l~ery ~arly in ; I~u~picidus car 'parked beHind the: the mol' md at" th;,' Vienna Police "ICrestai-!i3imk in the town. .\'loti i" g: Departm ~t.1 ~ resld~nt of ~e town, ' I~at th~ ~*r h:'ld, out-of-dat~.ltagS e: saw so~ethlllg u~~sual '1ll the ;' 'c~ed ~~.police. ! . :J; .! : . ; MagrUdil s:: parlti~g' lo.t : and :, I~i I :I~ t~ned out ~~t thy, owner of. ' thought e:police.~houldkbow, ,'\W~:carwererobbmgthe;bdnk., e: ; The ~sponse '!was quick; arid c:: ~r!ei1 got'away, but police~whe 1 er. . . pblice'officers 'fourld hvo men; who' i, abie' to arrest them 'using the ~~' r-: : ~ iw.ere~.ltraqs*ortin* ':llleg~,. ifnmi- ::: a'citiOn ~p~plied by heighbdrs. ~ I. .' grant~' ftq~ : !'-1eJSlco ~l?: .the ',1 : I Detectiye Joe Boud~ea~ .of i e'l . Washmgtqrl,.' areal iThey, never,': I a!hna Police Department ~aId at I woulq:hav~1geen s~opped ifnotfor !ifitizen :mput is crucial, pot~iin I' ~~.. aripn~m,~~~ p~J.n~,saI1. ! . : V" i; [~p'ortidg crime and in fo.llowin up Commumty pollcmg, or: m~olv- :: tnmes. I ; i ".! i : I I , ,ing the MWp.'s' citiz~ns in: police !i I i i'111l~y know the~neighbbrho as , . effortS, is~'~ a llew i<;tea, but it is :one ':: I~ch be.~er than we do, and ~~r th~t th. e Vle~a.po~c. e, Dep~tirt.ent.i.' oww~a:t tol9?k for. .We fouift: h~s P';1t. al sp~Cla1 Jo~Us o~. They' Ii ~I~?w :~P: a. ~e WlthO,ut . lr: . '.encouragei Cltizens[ t~ get ~volved :11 sSlstance," he SaId. :: ,I , . . iri r~p~rtirig; crime and often that' i: : j In Ule! case of a mart vfho ,;1d . assistance prpves iIlvatuable. :, :i: 'eeh a; peeping-tom suspeSt, a ~.ti-: . ~~qtiz~n!' inyolyerhent ~n Taw i! ~9 caIhi1erte~ police to'th'e m 1)'s: ei1forcpm~ritqs: dolj, paramount i: 4spected vehicle, Boudre~u s d.. imponilnC~' :tp any ,community," Ii en police tesporided,to anot r said'Viebri<i' . Police',': Chief C.ol. I: aU; they: saw' the' suspect's, ar. . DaniMKetr]r. "":1 : I : .i.i', Ii !.fe'b~ !and m*de 'an' arr~st,; so v-' . "Reg~d1eSsl ofhdw niahy" offi-. ; ': . gjbolli 'CEes'with on~ !?fup.. e. cers 'we Ihive,. th r~:'are 'always :!! :~ ~~14.lsuspectinseyeJjal: . pe, :.. thingsi~ ~~p} s~ '. ~e resiq1n~' ::'~ . ses ~i~e couhty, Bouqr~au ~ '(1.. . '~o~'\Vh ~~.t~.u;.~~1~9~~.~d:c~;let:I"1 ] ; r.~or;t/iliately,':V~ ha~e.i~ S, . '. u~:k;i1o.w., : 'r::.:'I.:'.) ;);, ,': :.':':-1':: '; '.:;". ug~ 'cbinmuOlty th~t.~e, n :;~..,.;,..;". .[r, , . .<;1. e .1Ovov.emen'i '~: c .response"'l'" n .::~of:'prim'. ';llPpor i:~:. w~en.t~e'.: Ii' e~s i us: If: thtt I ee.1 e' I; ~:::.lirSt-j6ii1 ~./ili~ :.V e ita:';..pdIice'.in .,1. 'st b~ g made, it's re~ diil to :~ !,1.99~,;:."J:>' UU1. d6'ihW. itY,.:policin:g:,is:.!i; e' ;'.~'''~ Cheyne.:: ,.:',..iI.,:. : !~ ,'i'; ~o~n:e~ '~tl1~~#' "pi1t~eb,ti.lihl1s';:~.1 ~ . e:JsmaI1:size-of.the toWn' d ....emp aslZ . rm y ars. .:,..,.....: e'ce 0.. e po ce ep - '. .':. meqth; i Criin. 'appe sr'th'eO:: eHUillq' the police ~b .esp' d . chanc.~~ d . 4ie pOte : ~eing ~eie : i" t\itkly t9 :such Call~. . '11 r:t: ~ I.' ;' ate slim,.? t.'1 the c <;~s o~ n.elgh- ,:. 'l.Jpth~l! town! employ'e~ W]k , bors bein~ :there. ; good.... 1said :. i~ the' police departIm!h~ fls w ; CilI;>t. JOhf' ~~eyn~, Iso wi~ the ,:: Ic~lI frb,ID a par~s 'arid ireqrea n pOlice:de.'~~ent~I"'Th~y are'.ol.!l" ';'Mrker'~~ulted m:thel~ ,I ~sts f eyes ~d ~'~', :.1 i . , . .I.~: '.' J' I:' . d,: meP1b<<:rs.; of: th~j' ~ero I Vienn 'IS m a um~t.ll! sItuation' ! : u~awsl graffiti grouo., Calls fr in . because i~ !las itS 'owr1:police force; :!tWd' 10ciiI~ citizen&'. led'! td !o~er .' for a 4:S.~Rtiare.ffiiib :#ea Because '.~ :'f.rests that eventually brdught ~l . of the 'tela,ti~el~' s~~ size !.of the I:: el;e~~ei group j~st ~~!I ~e s town, the~l1te'deoartmentlls able . go. , ,.~ I ..:' ' to becdm h 'part'bl'thb communitY, ':' I, !A.fte~ the arrests, th~ pu I c Kerr said~ II.,' lit! ;,ldLJ I ! I;, ; , . ! :!I ot,k!! e ployee; Alan Garl6ck, IT s ~~~~;~m~:~f~":~~~t~.f~;~t~~m~~~~p:~jb~~l i:"'C'f"'f"~' :7"~~~~ ~. . ".'.. 4: ~ - .>~:.. ..:::.: l~: . :....~.,:.'\~t 5~... S~;;;.~~.~~ /~~~.:.~ ::.r ,:'.:r. '~'. ~:'~....~;~.. '~.-:T :"'''.~4\~r__'..:.:~t .::~: t:..:~..::: .::.:._....~ . ._.:-....~<~ .:,::.,:;> .:' ':.~' ....... ~.. 'j', .... >.,~ .'~. -.... ..: :~ ,_ I ..:-~ :..~.~-:_......~'.. .~. ~ : ( . ~ I. .,". ":. -- ...... '... . .' " "'.~ total cdJ~ity mil,tte;,lo said Tawn './The brnef alsa infarms ~e r~Ji~. CauncilmAn Albert Baudreau at the e~ts aBout palice activitid in ;n~' c~un~ni~png' ,that;hanar~d ,Gar-. ~s~ mop,~, warning ci~*s ~ ~: lack.: mie i ! numberl .of arrests . ~a: watc~ ,aut far and alerting th ~ t receIl,tly fid~ ci~e~s ,~ha"Ys'that" . :ta~prablerri areas. i .!li.!: : i I.L . COIp~~rtJ.ty, pallcI,ng IS: n!>~ a ., I : I. rv~ ~et a l.ot .of respa~~e at tli~ I a~e-way: s~~t,. hawF v~.r.. Th~ palice . ljI1~eti. rig-s1 ~~ peaple h~ye ~ la~f: wark cIas~IYWIth the citizens .of the . ~aad suggestians that we can ta e r tawn as well; I, . ., i . : . intd'accdunt, .. said Kerr. ! j : I : I . Palice lafficers often are invited fii Nancy'Jardan, secretary .of e. ta atterld 'JommunitY assaciatian .or hiet's committee, as welI a~ la neighboriIo~d :w~~c~ .'1l1e~. tin~s, ;: ~~.~erl bf th~ South 'W~s~ /Vie~a . where therJ~ praVide infarmatian , i sbCJat1on, Sald that the; memb#S ; abaut ~ng?~g crimes. I ! 1: i. i : ! 'f!~e cdOunittee take.the #ar~lr! . . !,' <?n~ ~ple afl h6:wy unpartant. i.. ~,n, i tq~y Ile~nback to, tl,telf co~ : this infanrtati!>n can, be:ls when the .; :]tt~eifleetingS and put:'1t,lti tJi~: it! r:~n~b1' ~~. ~:~h~~*~~~hC:Y~: \" .~!~~~t~;Ii:~~' Jep~im:J~lli~ Cj' ~: said. ' ! " I'"~ "j' ,: . " . . ..' . e pOrisivbl They salidt<!9n1mu' ty i Last y ;the typiciil scam' .was:' 'Ihptit iuid iliav'e preven th~t they '~t hame ~ep~,rs; Cheype: ~d that Ih~ . dn: \f~at ~e say," she said~.;1 .... J I get a can recently tllat 'seme peaple . /'1 I:.indal Lammersen, :executive had resurfuced a n~ighbor's drive- 4ir~ctor I of the' Vienna:: Regie'IlaJ way, probably with metet eil.i- alsa' : ,qqamb.et: .of Cainmerce: :and vice- a pepularSCam. I . I;.. I:: i : I :c'h~art, .of the coinmittee, selia . , Anether! way that i the police I ~MI'the' business cemmUPitjr ha~ a interact t1q1. ci~Z. 'e~~" that . .~as Ii" y.'/at ~~ 'mee~gs', just.: ar'; tewh proven ,su~cessfullS the. use .of bl~- r sl~en~ ;de.',! : ! I! ." ,"~I . de-maunted afficers~ I: i." :; I t'They! actively seek! eu m ~t "The dtiiens are'n'f used te see:. , . e'rri th~ibusiness cemm~n.i~," s e . . ing P.oI1c~~fficers dm?n~ the,m in. sflidt ..~t"I?r.aves that they areIWillifi~: . . the stree : or en Ute; bike path. to Werk WIth us and that bath bUS1- . .' They ai~"i ?i~,~lling t~ talk ~~ le~ .... ,~e~~i e~ers and. resid~n~ .:ha~r . . ~~;~~W~~~~al.u~~'~~.r.',":.fr.m.e~~~~~"S~SPi!ci~U~ ~t~~~~'r :j I; .' Clti?e~s: i ! ,can l get. d~rectly : pas.~lb.l~ ! come; r call th~ i ;Vlen II , :! .: mvalved WIth.'th. e.paijc~ department . :~ehce:; Depattinent.'s ,n1' -em~' . , thraugH the:Palice Chi~fs Advisory' geri~riuIhber at.25!Hi366.: ,i : '..: . Cemmittee,! 'which meets .once" a' '",1 i lIt's a Icredit te .our co' uril .; menth. Thi~ greup, ~l:Ie up Of te~. . iliitt ithe ! ~itizens have prid~. 'I11e ' : r:esentatives ; !ram j homeoWners' cpmmuriitY is active, and the paliC:~ : ' assaciatienls, scheels, churches and departrm!tlt is active," said Cheyrte. ' the busin ~~. ce unity, advises .. t'~ ia gao~team ,effart" :! ': I I' ,,' I. " .!. I, ,,'!' : . j ~ ,. .f' . .. . .. , - . ~ Jane Se~m~lni;: of thJ Vle'nnaHlils Clvl~ A'ssoc'lhtlon a'nd Crlm~ Watch f ';nl~AR hAP ~"':nn,...a."'8 !.ftlll"'l_....I__ .!... __ _ _ l," ."." _ . ~~~ _... .."....._....U....~....L....~'~. ~...l....."...._...... ... .."...., ...... '...,........~. .~..:,.........".. FOR MORE INFORMlXTION... General information fJr the town of Vienna: 703-255-6300 Police Chief Police (Non-emergency) Police (Emergency) Fire Dept. (Non-emergency) Fire Dept. (Emergency) Poison Control Gas (Emergency) Water (Emergency) Day Night ~t~~ TOWN OF VIENNA 255-6391 .CITIZEN'S ADVISORY COMMITTEE 255-6366 'I 911 938-4900 938-2242 911 202-625-3333 750-1400 698-5600 698-5613 7iiti;r{!/}l(J {l/nd f!JJ{Jlice U)f lYtA;eJl(J fYoqethe'l, ATTACHMENT "B" REFERENCE CHECK REPORT CITY OF WINTER SPRINGS, FLORIDA Ronald W. McLemore City Manager 1126 EAST STATE ROAD 434 WINTER SPRINGS, FLORIDA 32708-2799 Telephone (407) 327-1800 MEMORANDUM To: Mayor and Commission From: Ron McLemore, City Manager ;((,/1/"- Date: December 27, 1996 Re: Police Chief Background Checks This memo is to inform you that I have completed the background investigation of Dan Kerr. The results of the background investigation supports the appointment of Dan to the position of Winter Springs Police Chief. This background investigation included a drug check, criminal history, credit review and reference checks. The drug evaluation was negative. The criminal history review indicates no record. The credit review reveals no credit problem. The reference checks included interviews with the following: John Shoberlin, City Manager, Vienna, Virginia; Charles Robinson, Mayor, Vienna, Virginia; George Kranda, Police Chief, Herndon, Virginia; Doug Scott, Police Chief, Fairfax County, Virginia; Tom Manger, Deputy Chief of Operations, Fairfax County, Virginia Police Department. RWM/jp ATTACHMENT "C" INITIAL SCREENING QUESTIONS Police Chief, Winter Springs, Florida Questionnaire 1) Assuming you are the Chief of Police, please outline your first year's plan for success. Include how you would decide the number of personnel needed for the Police Department. 2) Describe what programs you have implemented and which programs you feel could be implemented to deal with the issue of drugs in our schools. 3) Please describe what you have undertaken that shows your involvement with the community. 4) Please tell us three things you are most proud of; do not limit your response to law enforcement. 5) How many hours do you normally work a week? 6) How do you utilize your off duty time? 7) Tell us why you want this position. ATTACHMENT "D" ASSESSMENT CENTER DOCUMENTS ASSESSMENT CENTER FOR CHIEF OF POLICE CITY OF WINTER SPRINGS FLORIDA December 1996 TABLE OF CONTENTS Overview Purpose Assessment Center Approach What is an Assessment Center Brief History List of Exercises Dimensions List of Candidates Schedule Instructions to candidates Instructions to Assessors Assessor Instructions Rating Errors to Avoid Behavioral Observation Oral Panel Guidelines Rating and Scoring Instructions Scoring Form Issues for Candidates Staff Meeting Guidelines Rating and Scoring Instructions Scoring Form Instructions to Agency Personnel Resumes of Candidates Items of Interest OVERVIEW '. n' , ", . .., . ...".. ,H .; '" . q ", '.' '-. ,. ;... :...,,' :.;." ""~";J": PURPOSE The City-ofWinter Springs, in an effort to provide an equitable process which is valid for local concerns and measures dimensions desired in candidates, accepts the Assessment Center process as a highly viable alternative to other typical approaches to the selection of a chief of police. . The tendency is to select managers of the future who are adaptable to change, sensitive to others, and who have a healthy perspective relating to personal as well as professional goals. Since the dimensions are described each candidate is acutely aware of the requirements of the process, there are no surprises thereby contributing to a high degree of integrity and belief in the ultimate fairness of such the process. ASSESSMENT CENTER APPROACH: A SUMMARY The evaluation of an individual's potential to perform in a leadership capacity is an important problem. for those responsible for the selection of a chief of police. Present methods of selecting managers have not changed to any great extent in several decades, while the types of service provided by state and local jurisdictions are becoming increasingly complex and important. The importance of such positions dictates that we not only select a good manager, but that we select individuals who are aware and responsive to the many issues in our department a.Qd community. In order to make an effective selection decision, we need more detailed information than that which is obtained in the traditional process. It is recognized that qualifications needed for management responsibilities differ from those needed on other assignments. Although other assignments do provide opportunities to discern important skills and talents, they rarely provide sufficient and clear indications of an individual's qualifications for management. Exposures to simulated, as well as real, management problems and administrative experiences help establish an individual's capabilities, as well as his or her like or dislike for management responsibilities. A method that many companies and governmental organizations have implemented to identify management potential is the Assessment Center approach. In general, research findings on assessment centers are quite promising~ the assessment center evaluations predict success as a manager considerably better than tests alone, biographical data alone, supervisors' evaluations of performance or ratings or promotional potential. WHA T IS AN ASSESSMENT CENTER? As assessment program is a means of gathering relevant information, under standardized conditions, about an individual's capabilities to perform a managerial job. In essence, an assessment center puts candidates through a series of group and individual exercises designed to simulate the conditions of a given job and determines if they have the skills and abilities necessary to perform that job. It does this by bringing out the candidate's behavior relevant to the job, while it is being observed by a group of assessors. In addition, the assessors judging a candidate's behavior see all individuals from a common frame of reference in the various assessment activities. The procedures help to insure that the judgments made are relatively free of the many forms of bias, are reliable, and can serve as the basis for meaningful predications ofa candidate's potential. Additional benefits of an assessment center include: a. Assessment centers measure job-related behaviors rather than other characteristics which are not directly related to effective job performance. b. Assessment centers measure a broader range of skills than do more I traditional methods, such as written tests. c. Assessment centers are standardized because testing conditions are similar for all candidates. This standardization insures that no candidate receives better or worse treatment than another. d. Assessment centers are fair to minorities and women. Unlike some testing programs, research has suggested that a candidate's race or sex has no influence on the assessment ratings received. e. Assessment centers have been found to be well accepted and seen as a fair promotional method by most candidates. f. Assessment centers serve as a learning experience for assessors as well as for candidates. Assessors benefit from their training and experience as assessors, which can be seen as a management training tool that helps them improve their observational skills and ability to accurately evaluate performance. Candidates benefit from the experience they receive by going through the center. Their strong areas and areas in need of improvement are identified and may be discussed with them. g. Assessment center ratings tend to be much more accurate than conventional ratings because the assessment center provides an opportunity for direct observation of behavior in a controlled setting with trained raters. BRIEF HISTORY The term "Assessment Center" was probably first used by Professor Henry Murray of Harvard University in his work on personality research in the 1930's. The origin of multiple assessment procedures on a large scale is credited to German military psychologists who selected officers by putting candidates through intensive assessment procedures. The British, who conduct the War Office Selection Board, adopted the procedures to screen their officers. The British Civil Service Selection Board, which used assessment procedures to select civil employees, is still in operation today. During World War n, the United States Office of Strategic Services (OSS) ran a series of assessment centers to select its agents. The OSS, in a series of 3 -day assessments, assessed the leadership ability of 5,391 recruits. In addition to interview material, biographical data, and casual observations, the OSS gathered ratings on 10 major traits in an average of6 different situations per trait. The OSS approach illustrates the increased awareness among psychometricians of the need to take into account the particular situation in which an individual operates. The "situational tests" developed by the OSS staff were designed to test each assessee's qualifications in a number of different job-related situations. The model for present-day assessment centers was developed from American Telephone & Telegraph's "Management Development Program," which was started in 1956. Douglas Bray and others of AT&T, used the assessment center to learn about the background, skills and abilities of supervisors so they could gain an insight into the management development process and identify variables related to success. t("'''' {~::;;"':}~::' '.:.:.~ !. LIST OF EXERCISES Each candidate shall participate in a series of activities. Certain activities are mandated while others are voluntary. A short description of each follows, a more complete explanation may be contained elsewhere in the document. In the Oral Panel and Staff Meeting exercises the candidate shall have an opportunity to demonstrate his or her skills as the relate to the position of chief of police. They will be graded in a consistent manner through the use of specific scoring forms. Oral Panel Exercise In this exercise, each candidate will be asked to respond to issues which are of critical importance to the Winter Springs Police Department. This exercise shall last approximately one hour and 15 minutes. Fifteen additional minutes are allotted for scoring the candidate. Staff Meeting: Exercise In this exercise, each candidate will be asked to conduct his or her first staff meeting. Personnel of the Agency shall ask questions while assessors observe. This portion of the exercise shall last 45 minutes. Assessors shall then question the candidate relying upon what has transpired in the first part of the exercise. Assessors shall then have IS minutes to score the candidate. In addition the City Manager shall receive feedback from the Agency personnel. Meeting: With A2encv Personnel Candidates shall meet with agency personnel, both sworn and civilian, in an informal setting. A facilitator shall assist but not take part in the interaction. This session shall last about one hour and 15 minutes. There shall be no grading of candidates but the City Manager shall receive feedback from Agency personnel. Meeting: With City Manag:er Each candidate shall meet with the City Manager and any other persons selected by the Manager. These meetings shall be informal with no specified time frames. Reyiew Ag:encv Operations .' '~,- t'.:~:,~.\ ~":': ":: ': Each candidate may request time to evaluate the Department's operations. This request must be made by the individual candidate. WINTER SPRINGS DIMENSIONS FOR ASSESSMENT CENTER FOR POSITION OF CHIEF OF POLICE Command Presence This dimension will measure the ability to maintain emotional stability under stress; to portray maturity in relationship with others by displaying self-confidence and good personal appearance. This dimension includes the ability to assume responsibility for the duties and actions required of the position and to exhibit behavior that upholds the image of the Winter Springs Police Department and its policies. This dimension will measure the impression created by each candidate . from the initial question to the final issue. This dimension includes reaction to stress, candidate's initiative, drive and perseverance. Technical and Professional Knowledee This dimension is designed to measure the candidate's level of understanding of relevant technical and professional information. This dimension will further measure the participant's knowledge of manpower, equipment, resources (inside and outside the agency); willingness and ability to learn; knowledge of Winter Springs Police Department policies, procedures, guidelines; legal knowledge (criminallcivillaw, state laws); knowledge of geographical area; administrative knowledge (budget, personnel rules and regulations); keeping current in knowledge areas; knowledge offield tactics and procedures. Communications This dimension will examine the candidate's ability to convey an idea or information accurately, briefly, and clearly in oral form. This dimension includes active listening, comprehending, and responding to appropriate questions. This dimension will further measure the participant's ability to speak in a clear, precise manner; listen to others; able to pass instruction on to others; and make logical, incisive commands. Effective communications include the ability to express the idea well enough so that it can be convincing to his or her superiors, subordinates and peers. Planning: and Ort!:anization This dimension will examine the candidate's ability to establish goals and priorities, to appropriately utilize resources, time, and personnel effectively in order to accomplish tasks. This dimension will reflect the candidate's ability to be forward thinking, anticipating problems, and his/her ability to cope with them. This dimension will also measure the candidate's ability to select and direct activities in an orderly fashion and coordinate group effort. This dimension will examine the candidate's ability to rationally choose, from possible alternatives, a course of action within a required time frame. The process of arriving at a quality conclusion is important. The dimension measures the use of common sense in making decisions; use of logical approaches, use of data and other relevant information; willingness to make decisions and assume responsibility~ and the reaching of appropriate conclusions. Interoersonal Sensitivity This dimension will observe the candidate's ability to react and proceed giving due consideration to the needs and feelings of others. This dimension will further measure the candidate's ability to be receptive to suggestions from others and willingness to give support when justified. Proper interaction, making others comfortable with his ideas and the candidate's demeanor is considered. The dimension further measures the candidate's honesty, truthfulness, and sincerity in working with others; effectively working with citizens, other city departments and employees of the department; sensitivity to political issues; understanding of city and departmental goals; maintaining a cooperative attitude in working with others; and the ability to resolve conflicts. Leadership This dimension is demonstrated in the behaviors a candidate uses to accomplish tasks through people. Effective leadership is considered to be demonstrated in behavior that leads to the accomplishment of goals while taking into account the needs and wants of the individuals within the Winter Springs Police Department and the community. This dimension is also shown in the behavior a candidate uses to coordinate activities, maintain control of situations where the individual must use authority. Other relevant behavior in rating this dimension is the candidate's setting of standards for performance, and expressing a vision of excellence to his/her subordinates. This dimension is defined by behavior that shows the individual actively attempting to influence events in order to achieve goals, taking needed action :when there is a lack of specific direction rather than passively accepting the situation and taking action to achieve goals that go beyond the' routine. Work Perspective This dimension will measure the candidate's ability to comprehend the total environment around his/her perceptiveness of relationships between the agency and the community. This dimension will further measure the candidate's breadth of thinking. (Does he/she have an inquiring mind with a fund of general knowledge, an understanding of rules, regulations and proper use is considered.) This dimension further reviews the candidate's concern for public service and the role he has in providing the best service through efficient utilization of manpower, equipment, and funds. Responsibility through commitment to the Winter Springs Police Department Team Development This dimension will measure the candidate's ability to develop decision-making teams within the Winter Springs Police Department. It measures the candidate's knowledge and techniques in dealing with how teams can achieve their assigned tasks and also what maintenance factors must be tended to by the candidate in order to make a long-term effective team. LIST OF CANDIDATES Former ajor Hollywoo Florida William M. Heim Director Of Public Safety North Augusta, South Carolina Former Chief of Police Pennridge Regional Police Department Daniel J. Kerr Chief of Police Vienna, Virginia Former Major Fairfax County Police Department Schuvler "Ted" Mever Captain Richardson, Texas Former Chief of Police Pompano Beach, Florida DECEJ.\tffiER 12,1996 SCHEDULE Time Interview Staff Meeting Meeting W /Personnel 8:00-9:00 A.J.\tI. Training of Assessors 9:00-10:15 A.M. Meyer Heim Kerr 10:15-10:30 A.J.\tI. Score Score 10:30-11:45 A.l\'I. Heim Kerr Meyer 11:45-Noon Score Score Noon-l:00 P.l\'I. LUNCH 1:00-2:15 P.J.\tI. Kerr Meyer Heim 2:15-2:30 P.l\'I. Score Score 2:30 P.M. Assessors meet with City Manager INSTRUCTIONS TO CANDIDATES Oral Panel You will be interviewed by a panel of experts. They will introduce themselves prior to the beginning of the exercise. You will be interviewed for period of one hour and IS minutes. All candidates will be questioned on the same issues. Staff Meeting You are to consider this to be your first staff meeting. Present will be selected members of the Police Department. You are to conduct this meeting in the manner you deem most appropriate. The meeting will last 45 minutes so please be cognizant of the time. Upon completion of the meeting you will be questioned for 30 minutes by the assessors. Only the assessors will be responsible for scoring you in this exercise. Meeting with Agency Personnel You will meet with agency personnel for a maximum of one hour and IS minutes. Personnel are not assigned to this meeting as it is strictly voluntary on their part. There are no structured issues nor any assessors present. This is an informal session with no scoring involved. INSTRUCTIONS TO ;' ASSESSORS . . R _ ".:' .. . . . .' ,........~, . , .; ," .' ~-.---...~"'.".",_-. '" '. ASSESSOR INSTRUCTIONS Following are some instructions, helpful hints and information to help inform and prepare you for effective participation as an assessor. 1. The assessment center concept is based as much as possible on the actual observed behaviors. Since the selection process is a process of predicting, i.e. predicting how various candidates will perform a given job, the more factual the information considered, the better. Keep your observations as pure and descriptive as possible. 2. Check to make sure you have the necessary exercise forms before each exerCIse. 3. Try not to indicate to a participant that he or she is qoing well or poorly during an exercise by smiling or nodding your head. : Such nonverbal cues, even intended to say "I am understanding what you are saying" may be interpreted by a candidate to mean "You are doing well." 4. The assessment center is in fact a test. Part of the test is to observe the candidate's ability to manage stress and pressure. Be pleasant and friendly, but do not feel that you must take special efforts to put the candidate at ease. 5. Be aware that part of the purpose of the assessment center is to measure each candidate by a standard measure. Any major deviation in format or content reduces this standardization. 6. After each participant completes an exercise, the assessors will complete an individual rating form. Please do not discuss the candidate until all assessors have completed their individual rating form. . 7. Don't be overly influenced by "leadership". This is an important dimension, but not of sole importance. Because an individual is a leader does not mean all behaviors are appropriate. A common error is to attribute many positive dimensions to the accepted leader. You must look for a whole range of behavior, not just "leadership". 8. Be constantly aware of what a participant doesn't say or do. These observations are just as important as observations of overt behaviors. However, be very careful not to project how you would have handled the situation or what facts you would have used. 9. Do not let the fact that a participant "won" or "lost" unduly cloud your ratings on dimensions. This may be relevant information on some dimensions and totally irrelevant on others. Winning or losing may also be impacted by luck. 10. Candidates should not be rated relative to each other. Thus it is possible for all candidates to achieve an above average or a below average overall score. Rating Errors to Avoid Ratings made by human judges can vary considerably in their accuracy and sometimes may be mostly "error." Research on ratings has shown that raters' awareness of rating errors can help considerably towards reducing the error portion of rating. Following are some of the most frequent and severe types of rating errors which you should avoid. Remedies for each type or error are also provided. 1. Halo Error - is extremely common and occurs when a rater rates a candidate as either high or low on almost all of the dimensions, even though the candidate's performance suggests that some dimensions should be rated high and some low. This effect may occur for one of two reasons: (1) The rater does not clearly understand the meaning of each dimension; or (2) The rater gets into his or her mind the idea that the candidate is such a "good person" he or she deserves all high's or that the candidate is so pitiful that he or she should receive all low's. Remedy: Be sure you understand the meaning of each dimension; evaluate performance on each dimension independently of performance on other dimensions and rate on the basis of actual dimension behaviors exhibited by the candidate. 2. Logical Error-occurs whenever a rater rates a candidate high or low on one dimension because the candidate scored high or low on another dimension. For example, if an assessor rates a candidate as "high" in Oral Communication and then feels that the candidate should automatically receive a "high" in Interpersonal Relations as well, then the assessor has committed a logical error. Remedy: Reread the definitions of the dimensions and then evaluate performance on each dimension independently of performance on other dimensions. Evaluate each dimension separately and do riot allow performance on one dimension to influence your ratings of other dimensions. 3. Central Tendency Error - occurs when assessors hesitate to give extreme ratings at the end points of the scale and instead give ratings which mostly center around the center of the scale. Remedy: Assessors should remember that very few candidates will fall in the middle of the scale on all dimensions. Likewise, few candidates will be high or low on all dimensions. Everyone has a different pattern of competencies. 4. Leniency/Toughness Errors - occur when ratters are too lenient in their ratings and never rate anyone less than satisfactory even though performance may be very poor~ or when ratters are too tough and never rate anyone higher than satisfactory. Remedy: Use the entire rating scale at the appropriate times, and study the Scale Definitions of Dimensions to establish a common ground for ratings. 5. Funneling Errors - are a tendency to arrive at a rating before all relevant information is a hand. These errors involve hasty judgments about a candidate which may merely be the result of a first impression. F or example, if, after considering performance in only a few minutes an assessor decides that a candidate should be rated "low" on oral communication skills, the assessor may not consider behaviors shown later which would contradict that rating. The "funnel" refers to a narrowing of the assessor's judgment such that at the tip of the funnel there is little room for the assessor to consider new information on a candidate's performance. Remedy: Don't make premature or hasty evaluations of a candidate. Wait until all relevant information has become available. Don't automatically "make up your mind" about a candidate when he or she has barely begun the exercises. A candidate who gets off to a slow start initially may steadily improve the quality of his performance later as he becomes adjusted to the situation. 6. Errors Caused by Inattention - occur when an assessor lets his or her thoughts wander or allows himself or herself to unconsciously become engaged in another activity when he or she is supposed to be observing a candidate. Remedy: Keep your attention focused on the task at hand, which is observation of the candidate's performance. 7. Ratter Bias Errors - occur when an assessor allows himself or herself to be influenced by irrelevant factors or personal characteristics that have no bearing on the dimension being rated. (Example: appearance, personal likes or dislikes) Remedy: Try to maintain a sense of objectivity and freedom from bias when making your ratings. Base your ratings only on those aspects of behavior which have a direct relationship to the dimensions on which the candidate is being rated. 8. Errors Caused by Assessor Inflexibility - occur when a candidate approaches or responds to a problem in a manner with which the assessor does not entirely agree, even though the basic idea behind the candidate's response is acceptable. Remedy: Try to maintain an open-minded attitude and a certain degree of flexibility by considering the problem from other points of view. If you use this approach, your ratings will be fairer and you may even learn something in the process. 9. Errors Caused by Assessor Lack of Familiarity with Dimensions and/or Exercises - occur when the assessor does not have in mind a clear idea of what a dimension means or what an exercise involves, and the result is inaccurate ratings. Remedy: Be sure that you are very familiar with the Definitions of the Dimensions and the kind of responses required for each exercise. If, at the end of training you feel unsure of your grasp of the dimensions or exercises, you should spend additional study time in reviewing the dimension definitions and the exercises. 10. Errors Caused by Failure to Base Ratings on Observables - occur when an assessor bases ratings on inferences or assumptions about candidate behavior rather than on directly observable behaviors. Remedy: Make sure that your notes reflect observable behaviors not on inferences, perceptions, or impressions about observable behavior. Summary of Remedies 1. Evaluate performance on each dimension independently of performance on other dimensions. 2. Rate on the basis of actual dimension behaviors. 3. Reread the dimension definitions before making ratings. 4. Remember that every candidate will a different pattern of high and low dimension ratings. 5. Use the entire rating scale. 6. Be objective. 7. Do not allow personal biases to influence your ratings. 8. Wait until all relevant information has become available before judging a candidate's performance. 9. Do not discuss a candidate's performance with other assessors until the final evaluation session. 10. Describe candidate behaviors, not your subj ective evaluation when reporting performance on an exercise. Behavioral Observation For assessment purposes, "behavior" will be defined as those objective and observable responses which candidates make when engaged in the assessment exercises. By restricting the definition of behavior in this way, we automatically eliminate from consideration those aspects of behavior which are not directly observable, such as what a candidate is thinking or feeling while participating in an exercise. We can, though, observe by-products of a candidate's thoughts and feelings, such as facial expressions, tone of voice, and gestures. The main reason for limiting observations to observable responses is that all assessors can then base their judgments on the same information rather than on subjective hunches, which improves the quality of ratings considerably. Distinction Between "Observable Behaviors" and "Inferences" During the oral exercises, most of your work as an assessor will focus on observing candidate behavior on the exercises and recording your observations. Since you will not have a "second chance" to review the candidates performance, it is extremely important that you intently observe the candidate's behavior and take accurate notes on your observations. It is also important that you know what kinds of observable behaviors to record, and that you keep your notes free from inferences about behaviors. An inference is a conclusion or deduction based on something known or assumed. An inference is therefore really your assumption about a candidate's behavior rather than a description of the behavior itself Different assessors may make varying assumptions based upon their observations in an exercise. This is necessary in the rating process, since assessors must assign each candidate a rating on each dimension, and in so doing must make an inference or judgment that is based on observable behaviors recorded in their notes. The notes themselves, however, should be free from inferences and conclusions, reflecting instead particular behaviors that have been observed by the assessors. This point is particularly important since assessors must "pool" their observations in the Consensus Summary Meeting. In summary, you should keep in mind that your recorded comments must describe observables which are relatively free from inferences, perceptions, evaluations, assumptions, or impressions about the observable. Consider the following two statements: '( 1) "Demonstrated good judgment in his handling of the situation." (2) "Before making a decision regarding the handling of the situation, clearly defined the problem, identified the activities needed to solve the problem, and set priorities for actions to be taken." In the first statement, an observable behavior has not been recorded~ it is merely the assessor's opinion of what he observed. He has recorded his own inference about his observation rather than exactly what he did observe which caused him to believe that good judgment was used. Keep in mind that your notes should describe what you observe rather than the inferred result. Now consider two more statements: (1) "The candidate was nervous during the entire exercise." (2) "Throughout the exercise the candidate stuttered, his hands shook, and he perspired a lot." Again, the second statement is preferable to the first one because: (a) It focuses on objective and observable responses; (b) It is not based on the assessor's impressions; (c) It communicates accurately and clearly to other assessors. ORAL PANEL EXERCISE ('; , ;.. ."::..... .. . < . Il,.. .. . ---.. ". .-- ,,' --... .\ ORAL PANEL GUIDELINES PurDose The candidate will be evaluated on his or her ability to respond to questions posed by a panel of experts. This phase is designed to achieve an in-depth analysis of the candidate in the role of chief of police. Candidates will not necessarily be judged on the specific answer to a question but more on how well they deal with the issues, conflicts created and the degree of flexibility in dealing with different situations. _ The dimensions to be measured are: Command Presence Technical and Professional Knowledge Communications Planning and Organization Interpersonal Sensitivity Leadership Command Presence This dimension will measure the ability to maintain emotional stability under stress; to portray maturity in relationship with others by displaying self-confidence and good personal appearance. This dimension includes the ability to assume responsibility for the duties and actions required of the position and to exhibit behavior that upholds the image of the Winter Springs Police Department and its policies. This dimension will measure the impression created by each candidate from the initial question to the final issue. This dimension includes reaction to stress, candidate's initiative, drive and perseverance. Technical and Professional Knowledee This dimension is designed to measure the candidate's level of understanding of relevant technical and professional information. This dimension will further measure the participant's knowledge of manpower, equipment, resources (inside and outside the agency)~ willingness and ability to leam~ knowledge of Winter Springs Police Department policies, procedures, guidelines~ legal knowledge (criminal/civil law, state laws); knowledge of geographical area~ administrative knowledge (budget, personnel rules and regulations)~ keeping current in knowledge areas~ knowledge of field tactics and procedures. Communications This dimension will examine the candidate's ability to convey an idea or information accurately, briefly, and clearly in oral form. This dimension includes active listening, comprehending, and responding to appropriate questions. This dimension will further measure the participant's ability to speak in a clear, precise manner~ listen to others~ able to pass instruction on to others; and make logical, incisive commands. Effective communications include the ability to express the idea well enough so that it can be convincing to his or her superiors, subordinates and peers. Planning: and Org:anization This dimension will examine the candidate's ability to establish goals and priorities, to appropriately utilize resources, time, and personnel effectively in order to accomplish tasks. This dimension will reflect the candidate's ability to be forward thinking, anticipating problems, and his/her ability to cope with,them. This dimension will also measure the candidate's ability to select and direct activities in an orderly fashion and coordinate group effort. This dimension will examine the candidate's ability to rationally choose, from possible alternatives, a course of action within a required time frame. The process of arriving at a quality conclusion is important. The dimension measures the use of common sense in making decisions~ use of logical approaches, use of data and other relevant information; willingness to make decisions and assume responsibility~ and the reaching of appropriate conclusions. Interpersonal Sensitivity This dimension will observe the candidate's ability to react and proceed giving due consideration to the needs and feelings of others. This dimension will further measure the candidate's ability to be receptive to suggestions from others and willingness to give support when justified. Proper interaction, making others comfortable with his ideas and the candidate's demeanor is considered. The dimension further measures the candidate's honesty, truthfulness, and sincerity in working with others~ effectively working with citizens,- other city departments and employees of the department; sensitivity to political issues; understanding of city and departmental goals~ maintaining a cooperative attitude in working with others; and the ability to resolve conflicts. Leadershio This dimension is demonstrated in the behaviors a candidate uses to accomplish tasks through people. Effective leadership is considered to be demonstrated in behavior that leads to the accomplishment of goals while taking into account the needs and wants of the individuals within the Winter Springs Police Department and the community. This dimension is also shown in the behavior a candidate uses to coordinate activities, maintain control of situations where the individual must use authority. Other relevant behavior in rating this dimension is the candidate's setting of standards for performance, and expressing a vision of excellence to his/her subordinates. This dimension is defined by behavior that shows the individual actively attempting to influence events in order to achieve goals, taking needed action when there is a lack of specific direction rather than passively accepting the situation and taking action to achieve goals that go beyond the routine. RA TlNG AND SCORING INSTRUCTIONS Following the candidate's exercise the assessors will each fill out a rating sheet on the candidate. PI~ase use the guidelines and dimensions on the preceding pages Please grade each candidate in one of the following catagories: Excellent---which means the candidate can start to be effective as chief of police in about 30 days Above average---which means the candidate will start to be effective as chief of police in about 90 days Average---which means the candidate will start to be effective as chief of police in about six (6) months Below Average---which means the candidate is not accaptable for the position of chief of police While rating candidates use only dimensions provided. There are spaces on the rating sheets for recording strengths and weaknesses observed during the exercise. It is important that each rating be supported by remarks in these spaces. If necessary use the reverse side of the rating sheet for recording your observations. The information you record should be as specific and clear as possible in as much as the rating sheets will be used by the City Manager in determing the final candidate. After each assessor has completed his or her individual rating of a candidate, the assessors may discuss the candidate. Each rating sheet must be signed by the assessor doing the rating. Please submit all scoring forms to the coordinator. NAME PHASE ORAL PANEL PURPOSE: To evaluate the candidates ability to respond to issues. CRITERIA FOR GRADING STRENGTHS WEAKNESSES COMMAND PRESENCE TECHNICAL AND PROFESSIONAL KNOWLEDGE COMMUNICA TIONS PLANNING AND ORGANIZATION INTERPERSONAL SENSITIVITY LEADERSHIP REMARKS GRADE ASSESSOR ORAL PANEL ISSUES These issues are to be addressed during the oral panel. The introduction questions are designed to allow the candidate to give a complete history as to his or her background and preparation for the position of chief of police. Each candidate will be interviewed for one hour and 15 minutes. Follow-up questions to each issue may be addressed by any assessor. INTRODUCTION ISSUES You have a maximum of five minutes in which to describe to this panel why you feel you should be appointed as chief of police. Please list your experiences, including all positions that would be relevant for consideration. Also include any awards, individual achievements and education you feel this panel should consider in evaluating your potential for this position. List three important skills you believe a chief of police needs to be effective. How do you demonstrate these skills? How would you spend your first 30 days as chief of police. List your three best personal qualities (honesty, loyalty, etc.) What have you done to prepare for this position? The City Manager has solicited and received feedback from numerous sources including Police Department personnel. As a result of his personal knowledge and the feedback the following issues have been identified. Issue One Information many times is not solicited from agency personnel nor are they kept advised of issues, especially those that strongly effect them. Please describe the methods you would employ as chief to keep both sworn and civilian employees involved with Issues. Issue Two One important function of the chief is to be part of the Law Enforcement community in general.. How would you fulfill this role? Issue Three The community has a growing number of school age children including a new 3000 student high school. How have you addressed this the needs of youth in the past and what approach do you recommend for Winter Springs. Issue Four The turn over rate for police officers is higher that the City of Winter Springs desires at this time. Officers leave this agency for the local Sheriff's Offices as well as for agencies of similar size. What can be done to reduce the turn over rate and maintain the good personnel presently employed by the Agency. Issue Five There are many areas of the agency that needs upgrading and bringing the operations up to an acceptable professional level. Two of these are the policy manual and the evaluation process. Please discuss how you would upgrade these and any other areas you may have already identified. Issue Six Agency personnel expressed a need to be better trained and equipped to perform their assigned functions. Please explain how you would address these employee concerns. STAFF MEETING EXERCISE '. .......;.;.::..........,. .:.. " --r,.'- 'r~:~- . .... ,t. J:.' ..~- ~-'l'.;"~~' . - . C:'. . ';:::~L' 1 .~ 1 '''~'r'' i: I :~ ' ,.." ... ..', ~. ..' , .' l?~ . _' ~ . ~"l'~: . . . , ~."""~':".~i'."?' Y.>. '"""~-~ ~........--_--......._- -~~ - .-...... ---..-.. -- " "" ''''''- '--" f'. ;.' .~ :; 'f:,' ,.:;)t:'.. .', . - _..-,- :; _h", , . .-----:...-:~~..:..:....-.-4;.. - STAFF MEETING GUIDELINES Puruose The candidate will be evaluated on his or her ability to conduct an Agency staff meeting. After the meeting, candidates shall respond to questions posed by a panel of experts. This phase is designed to achieve an understanding on how the candidate will relate to issues raised directly by agency personnel. Candidates will not necessarily be judged on the specific answer but more on how well they deal the issues, conflicts created and the degree of flexibility in dealing with different person and problems. The dimensions to be measured are: Command Presence Communications Interpersonal Sensitivity Leadership Work Perspective Team Development. Command Presence This dimension will measure the ability to maintain emotional stability under stress~ to portray maturity in relationship with others by displaying self-confidence and good personal appearance. This dimension includes the ability to assume responsibility for the duties and actions required of the position and to exhibit behavior that upholds the image of the Winter Springs Police Department and its policies. This dimension will measure the impression created by each candidate from the initial question to the final issue. This dimension includes reaction to stress, candidate's initiative, drive and perseverance. Communications This dimension will examine the candidate's ability to convey an idea or information accurately, briefly, and clearly in oral form. This dimension includes active listening, comprehending, and responding to appropriate questions. This dimension will further measure the participant's ability to speak in a clear, precise manner; listen to others~ able to pass instruction on to others; and make logical, incisive commands. Effective communications include the ability to express the idea well enough so that it can be convincing to his or her superiors, subordinates and peers. Interpersonal Sensitivity This dimension will observe the candidate's ability to react and proceed giving due consideration to the needs and feelings of others. This dimension will further measure the candidate's ability to be receptive to suggestions from others and willingness to give support when justified. Proper interaction, making others comfortable with his ideas and the candidate's demeanor is considered. The dimension further measures the candidate's honesty, truthfulness, and sincerity in working with others; effectively working with citizens, other city departments and employees of the department; sensitivity to political issues; understanding of city and departmental goals; maintaining a cooperative attitude in working with others; and the ability to resolve conflicts. Leadership This dimension is demonstrated in the behaviors a candidate uses to accomplish tasks through people. Effective leadership is considered to be demonstrated in behavior that leads to the accomplisrunent of goals while taking into account the needs and wants of the individuals within the Winter Springs Police Department and the community. This dimension is also shown in the behavior a candidate uses to coordinate activities, maintain control of situations where the individual must use authority. Other relevant behavior in rating this dimension is the candidate's setting of standards for perfonnance, and expressing a vision of excellence to his/her subordinates. This dimension is defined by behavior that shows the individual actively attempting to influence events in order to achieve goals, taking needed action when there is a lack of specific direction rather than passively accepting the situation and taking action to achieve goals that go beyond the routine. Work Perspective This dimension will measure the candidate's ability to comprehend the total environment around his/her perceptiveness of relationships between the agency and the community. This dimension will further measure the candidate's breadth of thinking. (Does he/she have an inquiring mind with a fund of general knowledge, an understanding of rules, regulations and proper use is considered.) This dimension further reviews the candidate's concern for public service and the role he has in providing the best service through efficient utilization of manpower, equipment, and funds. Responsibility through commitment to the Winter Springs Police Department Team Development This dimension will measure the candidate's ability to develop decision-making teams within the Winter Springs Police Department. It measures the candidate's knowledge and techniques in dealing with how teams can achieve their assigned tasks and also what maintenance factors must be tended to by the candidate in order to make a long-term effective team. RA TING AND SCORING INSTRUCTIONS Following the candidate's exercise the assessors will each fill out a rating sheet on the candidate. Please use the guidelines and dimensions on the preceding pages. Please grade each candidate in one of the following categories: Excellent---which means the candidate can start to be effective as chief of police in about 30 days Above average---which means the candidate will start to be effective as chief of police in about 90 days . Average---which means the candidate will start to be effective as chief of police in about six (6) months Below Average---which means the candidate is not acceptable for the position of chief of police While rating candidates use only dimensions provided. There are spaces on the rating sheets for recording strengths and weaknesses observed during the exercise. It is important that each rating be supported by remarks in these spaces. If necessary use the reverse side of the rating sheet for recording your observations. The information you record should be as specific and clear as possible in as much as the rating sheets will be used by the City Manager in determining the final candidate. After each assessor has completed his or her individual rating of a candidate, the assessors may discuss the candidate. Each rating sheet must be signed by the assessor doing the rating. Please submit all scoring forms to the coordinator. NAME PHASE STAFF MEETING PURPOSE: To evaluate the candidates ability to their first staff meeting CRITERIA FOR GRADING STRENGTHS WEAKNESSES COMMAND PRESENCE - COMMUNICA TIONS INTERPERSONAL SENSITIVITY LEADERSHIP WORK PERSPECTIVE TEAM DEVELOPMENT REMARKS GRADE ASSESSOR STAFF MEETING INSTRUCTIONS TO AGENCY PERSONNEL Your are to consider this to be the first staff meeting of the new chief of police. Your role is to listen carefully and if given the opportunity please raise the following issues for the candidate to address. I-How do you intend to share relevant information with the officers and civilians? 2- What would your policies be concerning promotions and awards 3-We believe the scheduling process for patrol officers is not good so what would you do to correct the problem? The first part of this exercise is scheduled for 45 minutes. Each candidate may take as much time as he or she deems necessary to explain their philosophy. Please give them the time to explain, whether they desire this at the beginning or at the end. Once the candidate has finished (45 minutes), then please leave the meeting. During the second part of the exercise the assessors will interview the candidate based upon the discussion held during the first part. The interview will last about 30 minutes. You may discuss your observations with the assessors but please wait until after they have had the opportunity to evaluate the candidate. You will have the opportunity at a later date to give feedback to the City Manager. Thank you for your assistance and understanding. ATTACHMENT "E" SALARY COMPARISON SALARY SURVEY POLICE CHIEF Altamonte Springs $86,495.00 Chief 14 Yrs. Casselberry $54,640.00 Chief 6 Yrs.1Dept. 23 Yrs. Deland $57,470.00 Chief 20 Yrs. Edgewater $58,281.00 Chief 11 Yrs. Kissimmee $62,765.00 Chief 2 Yrs. Lake Mary $57,949.00 Chief 4 yrs. Leesburg $60,777.00 Chief 3 Yrs.1Dept. 22 Yrs. Longwood $57,602.00 Chief 20 YrslDept.,24 Yrs. Maitland $64,938.00 Chief 7 Yrs.1Dept. 18 Yrs. Ocoee $66,675.00 Chief 2 Yrs. Oviedo $67,591.00 Chief 8 Yrs. Sanford $59,712.00 Chief 3 Yrs. St. Cloud $58,833.00 Chief 5 Yrs. Titusville $57,000.00 Chief 2 Yrs. Winter Park $67,556.00 Chief 2 YrsJDept. 20 Yrs. \Vmter Garden S54.500.00 Chief 12 YrsJDept. 23 Yrs. Average Salary -----$62,049.00 WINTER SPRINGS, DAN KERR $58,000,00 CHIEF 5 YEARS VIENNA, VA 20'YEARS:'FAIRFAX;~COUNTY VA POLICE DEPARTMENT COMMISSION AGENDA ITEM F REGULAR X CONSENT INFORMATIONAL January 13. 1997 Meeting MGR;f;/~T rf!3 Authorization REQUEST: Land Development Division requesting Commission approval of the Second Reading and adoption of Ordinance No. 639 vacating a portion of that utility easement identified as Tract "H' located to the rear of lot 46, The Highlands Section One (896 Stirling Drive). PURPOSE: The purpose of this Board Item is to vacate a portion of an existing utility easement identified as Tract "H' located to the rear of Lot 46, The Highlands Section One (896 Stirling Drive). This will allow the owner of this property to screen in an existing patio. FINDINGS: 1.) The City Commission approved the First Reading of this proposed Ordinance No. 639 at their regular meeting on December 09, 1996. 2.) This public hearing for the Second Reading of Ordinance No. 639 was duly advertised in the Orlando Sentinel for the scheduled meeting of January 13, 1997. 3.) All concerned utility companies have reviewed the utility easement proposed to be vacated and have offered no objection to this action. RECOMMENDA TION: It is recommended that the Commission approve the Second Reading and adoption of Ordinance No. 639. COMMISSION ACTION: