1. Expansion of Mounted Patrol in Conjunction with the Creation of the Downtown Area Command and the Return to Daytime Patrol West Point Leadership Academy Sgt. Douglas M. Dukes June 14, 2001

2. Goal To get my unit through what could be a very strenuous set of growing pains.

4. Stereotypical view of Mounted

19. June 6, 2001

20. Downtown Area Command Colorado River North on IH-35 to 26th West on 26th to Guadalupe St. North on Guadalupe to 29th West on 29th to Lamar South on Lamar to the River

21. Downtown Area Command

22. “Upgrade the mounted patrol unit….. If we upgrade to twelve officers and two sergeants we could staff a seven-officer unit days and nights.. The night shift would work primarily E. 6 th Street and the day shift could be assigned throughout the city as needed or appropriate.”

23. Issues Brought About by Realignment Expanded Job Assignment Additional Personnel Sharing and Allocation of Equipment Additional Supervisor Training of Officers and Unit

24. Main Survey I have some stress over the upcoming unit expansion and how it will effect me personally. I feel that at least some of scheduled dayshift should be spent in “normal” neighborhood patrol. If we go into a city neighborhood to patrol I am concerned about how the area will be chose. I have some stress over having enough training time as an individual and a unit if we spend more time on daytime patrol.

25. Conclusions of Survey Will the supervisor and operation of the unit change due to the presence of an additional supervisor to give each team their own sergeant? With two totally separate teams, will the unit still be able to train both individually and as a unit to maintain group consistency and cohesiveness?

26. Conclusions of Survey Will the present members be forced to change partners (human or equine) in order to give new, less experienced personnel the benefit of better trained mounts? How will it be determined which area of town day shift will patrol?

27. Conclusions of Survey With the addition of four officers and one sergeant the usage of the existing transport trucks and trailers will be more restricted. Since the unit has to trailer horses and equipment to everywhere we work, how will the scarce resources be divided up and how will two separate shifts get to where they need to go?

28. Areas of Interest Identified Sector realignment giving Mounted Patrol citywide coverage for daytime patrol is mandated by Commander. There is high group cohesiveness with the existing Mounted Patrol but each team will have additional personnel added to each team. The unit as a whole is very successful and highly motivated.

29. Areas of Interest Identified There is uncertainty for the unit regarding the selection process of additional personnel. There are very specific concerns on the part of mounted unit concerning training consistency and time, after unit expansion. Present members of the unit are concerned that they will be forced to change partners (human or equine) in order to give new, less experienced officers the benefit of the better trained mounts.

30. Applicable WPLP Theories Adult Development Theory Equity Theory Expectancy Theory Job Design Socialization Group Development Cohesion Group Decision Making

31. Leadership Strategies Restore equity in a manner consistent with organizational goals. Establish Client Relationships with Neighborhood and opening feedback channels through chain of command. Establish goals and priorities, clarify norms and expectations, and facilitate mutual acceptance for socialization purposes.

32. Leadership Strategies WPLP’s STICKUM concept should be used to maintain and strengthen the group under these unit changes and additions. Ensure that supervisors of the unit use GSR (Guidelines, Stress, and Rewards) in the continuing job of shaping the ethical climate.

33. Leadership Strategies Establish efforts to use “Leadership Strategies to Overcome Resistance to Change” by demonstrating the need for change, allowing subordinate participation, insure additional training, actively support the change, make changes incrementally, and use group coercion to help with the change.

34. Leadership Action Plan Expanded Job Assignment Assign individual officers to Area Commands Crime Analyst and District Representatives. This will give ownership and help establish client relationships.

35. Leadership Action Plan Additional Personnel Review General Orders concerning personnel Selection. Create a selection board consisting of unit members to interview and rate prospective applicants.

36. Leadership Action Plan Sharing and Allocation of Equipment Do the best we can with what we have.

37. Leadership Action Plan Additional Supervisor Locate and recruit the Supervisor best suited for the goals of this unit as well as the Department. Imperative that new supervisor be socialized into the unit and established goals. Both supervisors have to communicate on a daily basis, pager, phone, e-mail, etc.

38. Leadership Action Plan Training of Officers and Unit Create a schedule that allows for the training of officers, horses, as well as shifts and entire unit. Training very important for unit cohesion and socialization.

43. Assessment Monitor stats, usage of sick and vacation time. Survey WB Supervisors. Requests for transfer? Monitor for citizen complaints. Survey for unit cohesion. How is Communication between shifts. Monitor time and areas patrolled on days.

51. The End (?)