City of Maricopa, Arizona

Police Department Cultural Audit

Report of Findings and Next Steps

November 23, 2010

Presented by:

Elizabeth Harwood, Ph.D.

BL Management Consulting LLC
1731 E. Samuel Drive
Phoenix, AZ 85024
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Index

I. Purpose of cultural assessment pages 3 - 4

II. The Role and Attributes of Organizational Culture pages 5 - 11

ƒ Introduction to Culture
ƒ Cultural Emergence
ƒ Occupational Culture
ƒ Deciphering Culture

III. Data Collection and Methodology pages 11 - 13

ƒ Data collection method
ƒ Focus Group Process

IV. Categories and Themes pages 14 - 15

V. Focus Group Summary page 16 - 17

VI. Actions and Next Steps page 17 - 18

Appendix pages 19 - 30

ƒ E-mail communications to PD staff

ƒ Background information on PD foundation
ƒ Hand-outs distributed at focus groups
ƒ Maricopa PD organization chart
ƒ E-mail communication launch Action Teams
ƒ References
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I. Maricopa Police Department Culture Assessment

Project Scope approved June 28, 2010

Purpose: A culture assessment is being conducted to determine the values and beliefs
that currently drive behavior within the Maricopa Police Department in order to identify
areas of strength to capitalize on as well as opportunities or barriers to achieve its
desired future.

Assessments of culture are launched to identify aspects of the environment that affect its
ability to achieve results through people. The specific question being addressed in this
assessment is the following: Does the environment of the Maricopa PD demonstrate the
values and behaviors conducive to accomplishing its vision and mission?

Sponsorship: The assessment is being sponsored by the Maricopa City Manager Kevin
Evans. An initial e-mail communication will be sent from the City Manager to all PD
employees introducing the project, approach and its intent. Additionally, the project will
be reviewed with the City Council July 1, 2010.

Out of project scope: The project is not designed, nor does it seek to, address issues
related to individual performance, performance management, discipline, compensation,
or contractual relationships. It is not designed to solicit or evoke particular responses
and it will not promote or endorse any points of view.

In scope: The project seeks to understand the environment, perceptions, collective

experiences and assumptions about work within the Police Department related to its
future success.

Assessment facilitator: Dr. Elizabeth “Ely” Harwood will facilitate the assessment.
Dr. Harwood holds a Ph.D. in Organizational Development and has expertise and
extensive experience in conducting similar assessments at the federal, state and local
level as well as within private industry. She is an independent consultant based in
Phoenix with no ties to the City outside of this project.

Methodology: Culture is a social phenomenon best understood through the

interpretations of groups of staff and leaders who currently work in the environment.
The proven methodology that will be employed is a combination of focus groups,
interviews, and review of existing organizational data.

The Police Department population, in groups of 7-8, will be asked a series of questions
about “the way we do things here” in two-hour focus group sessions. Given that there
was a desire and request for this type of review by the employees, it is believed that there
will be interest and enthusiasm in participation. Participants will be required to attend
and will be compensated for their attendance through regular pay and overtime;
scheduling will be impacted by and sensitive to work schedules; the goal will be to
minimize meetings outside of the regular work schedule. Should participants be unable
to attend their scheduled session for reasons of vacation, illness, etc… Dr. Harwood will
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conduct interviews with these individuals one-on-one to ensure all staff members have
the opportunity to participate.

The information sought from the groups is focused solely on understanding the impact
of current behaviors and assumptions on the future. Issues that surface outside of this
scope will be documented on a “parking lot” flip chart and attended too in a different
venue. Three categories of questions will be asked to ascertain the cultural data: visible
aspects of the organizations, espoused and real values, and core beliefs.

Results: Through data collection methodologies outlined above, a summary report will
be created for the City Manager that provides an analysis, interpretation and
recommendations based on the question above: Does the environment of the Maricopa
PD demonstrate the values and behaviors conducive to accomplishing its vision and
mission?

Use of findings: The assessment output will be used as a tool for leaders to plan
specific actions to build on and emphasize within the current environment, and target
opportunities for change. A meeting with the City Manager and selected leaders and
staff will be held in order to review findings and devise an action plan, priorities and
time-lines. The assessment results and planned actions will be shared at a high level
with the entire organization and its themes will serve as the foundation for
communication and change related projects and actions in the long term.

Confidentiality: Comments made during focus groups will be documented on a flip

chart during the session without any attribution. The goal is to understand collective
experiences; therefore, the themes across focus groups are being sought. Dr. Harwood
will not share the contents of any specific comments or discussions outside of the focus
groups. The only information that will be shared is the overall themes as contained in
the summary report. There may be quotes or stories utilized, anonymously, to reinforce
points related to the themes.
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II. The Role and Attributes of Organizational Culture
A. Introduction to Culture
Organizational culture is a collectively internalized deeply embedded set of beliefs,
expectations and assumptions that impact every aspect of an organization including its
strategy, management processes, decision-making and ultimately its effectiveness,
impact and success.

Culture is not an entity or part of an organization; rather an organization is a culture.

It is an organization’s code, way of operating and beliefs that form over time which serve
as the collective guide for what to do and how to do it. It is a positive force that provides
meaning and identity which is shared and taken for granted. It is considered the glue
that holds the organization together. 

Culture is broad and stable, it:

ƒ sets the style and pace for the organization
ƒ establishes communication patterns
ƒ defines an organization’s approach to management
ƒ is the organizing framework for planned change and development
ƒ sets expectations and priorities, and drives performance
ƒ sets the context for human resources strategy and practices
ƒ sets the pattern for internal relationships
ƒ will make or break a major organizational change
ƒ is the most significant contributor to an organization’s performance and success

Culture is learned
It is taught and reinforced in a multitude of ways everyday through behaviors, decisions
and actions and is transmitted through orientation processes to new employees.
Employees who have been with an organization even a short time can tell you how
things “really” work there and if they stay with the organization they become “carriers”
of the culture and transmit and reinforce it to others without conscious awareness.

Culture is deep
Culture matters because it is a powerful and latent set of forces that determine and drive
individual and collective behavior. Its driver - its essence - is the learned, shared, tacit
(understood or implied without being stated openly) assumptions on which people base
their daily lives. Employees just know it as “the way we do things around here” and they
count on it.

A formal definition of culture is: “A pattern of shared basic assumptions that was
learned by a group as it solved its problems of external adaptation and internal
integration that has worked well enough to be considered valid and therefore to be
taught to new members as the correct way to perceive, think and feel in relation to those
problems.” Schein (2004, p17).

The definition addresses the key issues of external and internal survival and the balance
of stability and growth.
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Culture is about...
External survival issues - (Do we know where we are going?)
Mission
ƒ Vision and strategic direction
ƒ Mission, goals, objectives
Adaptability
ƒ Customer/stakeholder focus
ƒ Ability to create change and learn

Internal survival issues - (Are people aligned and engaged?)

Consistency
ƒ Coordination and integration of systems, structures, and processes
ƒ Alignment of systems and processes with core values
Involvement
ƒ Authority and levels of empowerment
ƒ Teaming and relationship issues - ways of relating
ƒ Development and allocation of recognition/rewards

Stability and Flexibility issues - (Are we both predicable and flexible?)

The balance of stability and flexibility is a delicate one, faced by all complex
organizations. They must be solid and predictable enough to weather changes but agile
enough to change to survive.

(Denison Model, 2005)

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B. Cultural Emergence
The process of forming or creating a culture is one of striving toward patterning and
integration as highlighted in the previous section. In this section two salient points
related to cultural formation will be introduced: The role of the founder(s) and potential
cultural patterns that may emerge when combining organizations.

How culture is embedded

Culture is not created from scratch. The culture which exists in an organization
originates primarily as a result of three factors: a) the values and beliefs of the
founder(s), b) the process of learning in groups as the organization changes and adapts
and c) new leaders and new members.

In formal organizations a founder(s) will have certain personal visions, goals, beliefs,
values and assumptions about how things should be. They will initially impose these on
the group and select members on the basis of their similarity of thoughts and values.

The imposition of the values and goals does not automatically produce culture; rather it
produces compliance in the followers to do what the leader asks of them. Only if the
resulting behavior leads to “success” - in the sense that the group accomplishes its tasks
and the members feel good about their relationships to each other - will the founder’s
beliefs and values be confirmed and reinforced, and most importantly, come to be
recognized and shared.

Founder/leader’s internal embedding mechanisms or actions are listed below. What

matters the most with any of the actions is the behaviors associated with them, the key
is what is done not what is said. If words and deeds match, internal stability and identity
begin to emerge. If there are inconsistencies it is extremely difficult to stabilize and
create predictability, the consequence can be chaos, lack of trust, frustration and
personnel departure from the organization.

Leader’s primary embedding mechanisms:

ƒ What they pay attention to, measure and control regularly
ƒ How leaders react to critical incidents and organizational crises
ƒ Observed criteria by which leaders allocate scare resources
ƒ Deliberate role modeling, teaching and coaching
ƒ Observed criteria by which leaders allocate rewards and status
ƒ Observed criteria by which leaders recruit, select, promote, retire and excommunicate
organizational members

Leader’s secondary reinforcement mechanisms:

ƒ Organization design and structure
ƒ Organizational systems and procedures
ƒ Organizational rites and rituals
ƒ Design of physical space, facades, buildings
ƒ Formal statements of organization philosophy, values, and creed
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Culture and leadership are two sides of the same coin, in that leaders first create
cultures when they create groups and organization. Once cultures exist they determine
the criteria for leadership which determines who will or won’t be a leader.

Because of the unique position of leaders it is essential they keep a pulse on cultural
elements and actively manage cultural issues when necessary. The bottom line for
leaders is that if they are not aware of the cultures in which they are embedded or
surrounded those cultures will manage them.

Potential cultural patterns

Particularly relevant here is the emergence of culture in a new organization created by
merging systems, practices and personnel from like kind organizations. Extracting
primary and secondary embedding mechanisms to the new organization quite quickly
and visibly creates one of three patterns listed below.

The patterns may or may not be successful depending on the organizational situation
and context. They are identified as a resource to explain potential outcomes and may be
useful in planning for interventions based on their appropriateness:
• Separate cultures - the cultures stay separate and processes and systems aren’t
aligned.

• Dominant culture - one of the cultures dominates the others and their processes and
systems are adopted into the new organization. Some generic procedures or policies
may remain and some approaches from less dominate organizations may be utilized as
well, but overall the dominant culture approach is adopted.

• Combined or blended cultures - In this situation, founders or leaders, for practical

reasons, typically seek to take the best of the cultures being brought together and
extract proven practices with the desire of fitting the puzzle pieces together to create a
strong new organization.

In theory blending produces the new way, however evidence suggests that in practice
what often happens is that values and systems are superimposed on the organization
and communicated as the new way. Producing a truly integrated culture requires
careful complex planning and due diligence, high levels of involvement, openness and
shared understanding and meaning by those participating.

C. Occupational Cultures
Given the assessment was conducted within a law enforcement organization; it is
significant to incorporate an understanding of occupationally specific norms and
attitudes.

To be clear, this assessment deals with the internal alignment of the organization and its
culture, the assessment was not designed to study or audit aspects of law enforcement
within the department or the City. However, it is germane to understand the type and
style of police organizations to analyze the expectations and assumptions associated
with such organizations and the type of people attracted to policing work.
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Police culture shares a number of attitudes, values, and beliefs that separate them from
other occupations.

Cop culture works in large part because cops start out with a common residue of
moral values ... The fires of cop culture are not suitable for everyone - the texture
of the clay has to be just so. Police culture transforms and unifies cops with a
shared perception of social justice. Assigned to a territory for which they are
responsible, they hold dominion over a shared vision of justice.” Crank (2004)

The literature outlines many individual and environmental characteristics of Police that
make their work unique, some are:
• They act out of their subjective shared sense of morality when they decide whether,
how and when to intervene with citizens
• They are naturally suspicious and anticipate and prepare for danger
• Control is a central element; psychological and strategic advantages must be
maintained
• Survival depends on blending training with common sense and practical knowledge
• Unpredictability and uncertainty are the hallmarks of their work
• Their work is self-regulated and individualistic
• They are loyal; trust and relationships are central to the work
• Their work demands are episodic and sporadic
• Both caution and risk taking are necessary for success
• Organizational structures are typically low and flat hierarchies where members on
the bottom take the greatest risks
• They develop a "working personality" or police view of the world. This view is often
an "us versus them" orientation that allows officers to identify themselves as
different from citizens
• The ethos of police culture has been described as including bravery, autonomy,
secrecy, isolation, and solidarity

Ethics, accountability, and integrity are core

Police organizations focus intensely on the accountability of the individual and hold
him/her responsible for a wide range of ethical behaviors.

Police organizations have elaborate accountability mechanisms to monitor and control

the behaviors of their officers such as: a militaristic chain of command, internal affairs
units, elaborate bureaucratic rules and complex standard operating procedures.
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D. Deciphering Culture
Deciphering a culture is a deliberate process of understanding key drivers and values
that impact how an organization operates and in turn how those drivers impact the
business issue or problem being solved.

Getting at culture is not as simple as asking someone to describe the fundamental

assumptions that drive them, that would result in a very short conversation. Rather
cultural components can be deciphered by asking questions and listening to stories at
the levels developed by E.H. Schein which are outlined below.

Levels of culture
Culture can be analyzed at several different levels tangible to unconsciously, deeply held
basic assumptions.

                      Visible - what people see; physical

                                Artifacts environment, public information such as
Visible website, meetings, ceremonies

Values Values - guides behavior; “how” people

Behaviors accomplish work, relate to each other

Shared Core Assumptions/Beliefs - they are

Underlying shared tacit understood or implied without being stated
Assumptions openly; internalized taken for granted “way
we do thing here” 

Artifacts - Exploration of cultural levels begins with Artifacts. Artifacts include all the
phenomena that one sees, hears, and feels when one encounters a new group. This level
of culture is easy to observe and very difficult to decipher.

Espoused values - The second level of deciphering culture explores values,

specifically, the consistency and inconsistency between “real” and “espoused” values.
Most organizations have articulated a list of values and associated behaviors which may
be posted on their website, brochures, or on posters and placards throughout the
organization. The values indicate what should guide behaviors, for example, integrity or
respect.

Underlying Shared Assumptions - Underlying assumptions, during a cultural

assessment, are inferred based on data collected in the first two levels. The data, if
robust enough, provides clues as to what drives what is seen. Typically lists of
assumptions are clustered by categories which need to be validated by organizational
members to ensure the assumption categories and statements embody what they believe
to be true.
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Once the assumptions are validated the original business issue/problem seeking to be
solved is examined against the assumptions. Discussions are facilitated with senior
leaders and appropriate stakeholders to explore the impact of the assumptions on the
business issue and questions.

Steps in deciphering culture:

The steps utilized in this process are listed below.

1. Define a business problem.

2. Understand the concept of culture and its role in an organization.
3. Utilize a skilled facilitator to uncover culture at three levels: Artifacts, Espoused
Values and Underlying Shared Assumptions.
4. Assess and validate shared assumptions.
5. Apply the learning to the business problem/issue.

III. Data Collection Methodology

A. Data Collection Method
The interview and focus group portion of the data was collected July 9 - 29, 2010.
Communication via e-mail was sent to all Police Department employees from the City
Manager on July 6 followed by an e-mail sent July 9 from Dr. Harwood, copies of
communications appear in the Appendix.

Meetings were held in two neutral locations within Maricopa: 1.) The Public Library,
and 2.) University of Arizona, Agriculture Center. In addition to focus groups and four
interviews, the City’s strategic plan and specific Police Department archival information
was reviewed; all sources are cited below.

In total, twelve focus groups, each 2 hours in length were conducted. All employees were
initially scheduled for focus groups of 7 - 8 people between July 9 - 14, however due to
scheduling conflicts, vacations, work etc.. four additional group meetings were held.

Individuals were selected to attend focus groups based on a random process,

specifically, an alphabetized list of employees by occupational title was made available;
each employee was assigned a number between one and seven (the initial number of
focus groups).

Participants signed a standard “meeting sign-in log” in order to track participation and
pay individuals attending outside of their normal work schedule. Participant’s names
were NOT linked to comments or used in this report in anyway.
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Focus groups were held from 9:00 - 11:00 am and 1:00 -3:00 pm on the following dates:
• Friday, July 9
• Monday, July 12
• Tuesday, July 13
• Wednesday, July 14
• Thursday, July 22 (AM session only)
• Friday, July 23
• Thursday, July 29 (AM session only)
In total, 58 employees and one volunteer participated in the focus groups. Two officers
were unable to attend due to being out of the country and medical leave.

Four Interviews lasting 60 minutes each were conducted with the following:
• Police Chief
• Internal Affairs Detective
• City Manager
• Assistant City Manager

Printed and Media Sources were utilized as background information, they were:
• Review of City of Maricopa website (http://www.maricopa-az.gov/vns/).
• The City of Maricopa 2010 - 2013 Strategic Plan obtained from City website. Of
particular relevance to this assessment are pages 6-7 of the Public Safety Plan. Item 4
of the objectives and activities reads “Enhance Positive Organizational Culture”
• Documents received from Police Chief (all documents appear in the appendix)
- Police Department organization charts
- High level history of accomplishments
- Purpose, Mission, Values and Code of Ethics

B. Focus Group Approach

Participants were asked a serious of questions at the “artifacts” and “espoused values”
levels of culture to identify experiences and perceptions related to the business question
“Does the environment of the Maricopa PD demonstrate the values and behaviors
conducive to accomplishing its vision and mission?”.

The open ended and follow-up questions posed to each group were designed to collect
experiences about joining the new Police Department, surface level or visible
phenomena in the environment and lastly, values or guides to people’s behavior.
Through stories, examples and discussions commonalities and themes among
respondents were generated and appear in the following section.

Cultural levels
The purpose of the focus groups was to collect information at the first two levels of
culture outlined in the introduction section and detailed on the following page.
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1. Artifacts
Artifacts include all the phenomena that one sees, hears, and feels when one encounters
a new group. Artifacts are the visible products of the groups such as the physical
environment, its language, its technology and products, and its style as embodied by the
items below.

Questions about the following topics were posed, starting with “Tell me about…”
• Location/Space • Performance feedback/Measures
• Manners of address/Hierarchy • Promotions/Hiring
• Observable ceremonies/Recognition • Work/life balance
• Meetings/Style of communication • Use of technology
• Organization structure • Team/Individual orientations
• Decision making practices • Pace/rate - reactive vs. proactive
• Conflict resolution styles • Website/Public Communications

2. Espoused values
The second level of deciphering culture explores values, specifically, the consistency and
inconsistency between “real” and “espoused” values. To understand how values operate,
the following questions were posed in focus groups and interviews:

First set of questions

• Tell me about the last celebration held here. What was celebrated and how was it
celebrated?
• Think of a time when someone made a mistake or error, what happened?
• What appears on your leader’s agenda regularly? What do they talk about
repeatedly?
• Tell me about the last time the organization was in a situation that required fast
action (a crisis of sorts), how was it handled? What steps were followed?
• If you were to create a list the top three things that are really important here, what
would be on that list and why?
• What are people rewarded/recognized for? How are they recognized?
Second set of questions
Hand-out list of MPD values, ask:
• Are you familiar with these values?
• Are there one or two values listed that stand out as most important to you? Why?
• Can you give me examples of how people demonstrate the values?
• What happens when someone violates a value? Please share an example.
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IV. Categories and Themes
Flip chart comments documented during each focus group and interview notes were
transcribed by Dr. Harwood onto a spreadsheet. Comments were sorted in large
categories and then refined into narrower categories to identify themes from which
assumptions can be inferred.

Themes extracted from the data are designed to identify core culture components
impacting the internal environment and thereby the results of the organization. Action
plans were developed with input from City and organizational leaders based on the
totality of the information to determine how to capitalize on the positive aspects and
plan for change where necessary.

Eight Key Themes

1. We love the work
Police work is a choice, a calling. It is not only a style of life, but a way of life we
believe in and are deeply commit too.

2. We seek success for ourselves and the organization

We want to grow professionally and be a part of an organization with a strong
reputation for excellence and success. We have hope that the Maricopa Police
Department can and will be a place for that success.

3. We are committed to serving our community

We strive to provide the best service to our community. The City is supportive of the
Police Department and we put service calls first; citizens have a priority and voice.

4. When we started it was the best of times

It was a unique opportunity to be a part of something new, to leave a legacy. A place
to prosper and grow; people were eager, open, excited, engaged and ready.

5. We wanted a unique “MPD way” to emerge

We looked forward to creating a new culture that integrated our experiences and
ideas and resulted in a distinctive and shared way of operating that didn’t occur as
anticipated.

6. We need to be guided by a common direction and set of values that fit our
organization
There are perceived inconsistencies in some areas between what is said and what is
done which impacts the internal environment.

7. We desire open and two way communication

E-mail is the primary way of communicating; face-to-face meetings and briefings are
not regular modes of communication, as a consequence we rely on the grape vine. We
want to communicate in an open, honest and respectful way and receive
formal/informal feedback.
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8. We need strong leadership at all levels

Our leaders were new to their assignments and did not receive development and
coaching that would have supported their transitions and ability to collectively
achieve results through others.

Additional input:
Participants were asked “What would it take?” to improve the environment:
> Lead by example - demonstrate integrity and respect
> Consistency, fairness, accountability, transparency of decision making
> Training - Provide leadership training and field training officer
> Open forums for communication - verbal, face to face, two way collaborative, talk to
people involved in decisions
> Visibility of Chief to staff and proactive communication to City
> Loyalty to officers, recognition, feedback
> Clarify expectations, mission and direction
> Step increases
> Create a memo of understand - contract
> Act on all this information, set a course for action and follow-through

V. Focus Group Summary

Once an organization has an understanding of what values, beliefs and behaviors drive
action it can determine how those assumptions impact the business problem it is trying
to solve and determine how it wants to proceed in growing positive attributes and
affecting areas that potentially impede solving the business problem.

Of importance in any culture assessment is the recognition that culture is a positive

force to be capitalized on rather than an obstacle or constraint to be overcome. Culture
is at the core, the heart of an organization, and a significant underlying operating force,
therefore, when considering changes attention should be paid to ensure that while
solving the business problem there are not unanticipated or undesirable consequences.

Cultural assessments typically uncovered issues that are not cultural, such as process
improvements or performance issues. Included in the findings are those things within
the scope of the project that were related to cultural assumptions that are supporting
and impeding the organization.

Based on the key themes several initial observations were made and have been
incorporated to inform next steps.

• There is hope and a desire to improve the situation.

• A unique and shared Maricopa Police Department culture needs to emerge.
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• A few, core issues need to be addressed and vigilant action taken to restore trust and
confidence at all levels.
• Behaviors appear to be caught in a self perpetuating cycle that must be broken.
• Values and behaviors need to match consistently. A common set of values need to be
created, committed to and upheld.
• Leaders and leadership practices need to be addressed.
• Lines of communication and methods of communication need to be established to
ensure two-way interaction.
• Actions taken going forward need to be collaborative, team-based and transparent.

Aligning Next Steps and Findings

A series of steps were developed to influence the organization in positive and tangible
ways to build on its strengths and create new ways of operating and interacting.

The approach to aligning findings with actions is depicted below.

Key Themes Building on strengths

• We love the work
• We seek success for ourselves and the
organization
• We are committed to serving our
• When we started it was the best of
times
• We wanted a unique “MPD way” to
emerge
• We need to be guided by a common
direction and set of values that fit our
organization
• We desire open/ two way
communication
• We need strong leadership at all levels
ƒ Identify deliberate approaches to
build on the positive attributes.
ƒ Integrate the positive attributes and
strengths into the work of each of the
four teams outlined below.
Addressing opportunities
ƒ Team-based efforts to address:
• Mission and Values
• Integrating Practices
• Communication and Recognition
• Leadership Competencies

VI. Actions and Next Steps

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The findings suggest that to have the most impact, actions need to be inclusive and
highly participative. Given that, the next steps focus on team-based approaches and
transparency and are complemented with high levels communication regarding actions.

Post focus group actions include: Presentation of findings, Creation of Action Teams, a
variety of communications, and planning for leadership learning based on findings.

1. Presentations and reporting of audit findings

• August - Draft report was presented to City Manager
• September - Debrief meetings held and planning for next steps solidified
• October - Presentations and reports of findings were delivered in face-to-face venues
to City Council Members, Command Staff, and PD employees. A communication was
sent by the Chief of Police to staff regarding findings, and inviting them to one of
three debrief meetings which were co-facilitated by Dr. Harwood and the Chief.
It is important to note that participation in the debrief meetings was voluntary. Fifty-
three employees attended out of the 61 in the total population, which confirms the
interest and commitment to this process.
Volunteers were solicited for Action Teams to create new ways of operating focused
in four areas: Mission and Values, Integration of Practices, Communication and
Leadership Competencies.

2. Action Team objectives/membership

Four Action Teams have been created to target and make progress on key opportunities
identified in the audit. Based on registrations for teams, membership was established
and two e-mails were sent, one from the Chief and one from Dr. Harwood outlining the
team process and membership.

Each team will meet twice for 2-hours and will be facilitated by Dr. Harwood. Teams will
meet from Nov 10, 2010 - Feb 3, 2011. A follow-up meeting will be held with each team
6-months after its launch to assess progress, integration, needs and next steps.

Action Team objectives

Mission and Values Team - Nov 10 and 22, 2010
Purpose: Review the current MPD mission and values, and recommend modifications if
appropriate to strengthen the organization and its ability to deliver results.
Members: Alsidez, Angulo, Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, McCabe,
McLean, Ortega, Pantoja, Sneezy, Soanes, Thornton, Turner, Ward

Integration of Practices Team - Dec 1 and 15, 2010

Purpose: Identify a priority list of organizational practices/procedures that require
modification or updating to fit with MPD, document new or modified
practices/procedures and propose approaches to integration.
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Members: Alsidez, Angulo,Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, Koozer,
McCabe, McLean,Pantoja, Pokrant, Sneezy, Soanes, Turner, Ward

Communication Team - Dec 29, 2010 and Jan 11, 2011

Purpose: Identify practical and multi-channel communication approaches to meet the
information needs of staff, and identify specific behaviors to recognize and reward that
are consistent with organizational values and results.
Members: Alsidez, Angulo, Bribiecas, Drane, Hendrix, Hudspeth, Judd, McCabe,
McLean, O’Neal, Ortega, Pantoja, Perez, Sneezy, Soanes, Truett, Turner, Ward

Leadership Competencies Team - Jan 19 and Feb 2, 2011

Purpose: Identify a set of competencies (knowledge, skills and abilities) that will serve
as the standard and foundation for leading and developing leaders. This team’s work
will inform future efforts to develop resources for leading, coaching, and succession.
Members: Alameda, Alsidez, Angulo, Bribiecas, Drane, Evans, Hudspeth, Jordan, Judd,
Koozer, McAtee, McLean, Molus, O’Neal, Pantoja, Perez, Sneezy, Soanes, Thornton,
Truett, Turner, Valenzuela, Ward

3. Leadership Meetings
Day-long leadership meetings are scheduled for November and December with PD
leadership groups, Command Staff and Sergeant’s, to build on learnings from the audit,
develop and enhance skills associated with culture change, leading change and
resilience.

The focus on leading change is designed to support the new ways of operating which will
emerge from the Action Teams. Key to maintaining credibility and sustaining the
momentum for change will be leaders matching their words and deeds. During change
people are particularly in tune with what their leaders are doing to demonstrate support
or lack of support to change. The leadership meetings will provide insight, discussions
and tools to support leaders in serving as positive role models to reinforce and recognize
change.
 19
 

Appendix

E-mail communications to PD staff pages 20 - 21

Background information on PD foundation pages 22 - 24

Hand-outs distributed at focus groups pages 25 - 26

Maricopa PD organization chart page 27

E-mail communication to PD Staff regarding page 28 - 29

Action Teams

References page 30
 20
 
1. Initial e-mail introducing the cultural assessment

To: Maricopa PD all staff

From: Kevin Evans, City Manager

Subject: Internal culture assessment of PD

Date: July 6, 2010

The Maricopa Police Department since its inception four years ago has successfully
grown, diversified and adapted in response to the changes and needs of the City of
Maricopa and its people. Meeting the demands of the external environment is an
important part of achieving results; equally important is maintaining an open and
positive internal working environment.

Keeping a pulse and adapting to both sets of needs is vital to assuring the health and
progress of the organization and its members. To that end, I am sponsoring an internal
cultural assessment designed to explore key attributes of the environment such as
values, behaviors and modes of operating in order to understand strengths and areas of
opportunity.

Getting a full picture of the organization will required input from all Police Department
employees. That input will take the form of each staff member attending one 2-hour
focus group in the next couple of weeks. The meetings will be facilitated by Dr. Elizabeth
Harwood who holds a Ph.D. in Organizational Development, and has extensive
experience in conducting similar assessments at the federal, state and local level as well
as within private industry.

You will be hearing more about the focus group schedules and locations in the next
couple of days; participants will be compensated for their attendance through regular
pay and overtime.

I wanted to provide an introduction to this process which I am confident will provide

useful information from which to build and grow. I also want to reinforce that it is a
positive confidential venue to share your experiences and ideas.

If you have any questions, please let me know.

 21
 
2. Follow-up e-mail outlining assessment process and involvement
To: Maricopa PD all staff
From: Elizabeth Harwood, PhD
Subject: Upcoming Cultural Assessment
Date: July 7, 2010

Greetings, I am following-up regarding the cultural assessment project introduced by

the City Manager. The objective, purpose and approach are outlined below. I will be
facilitating the eight groups on July 9, 12, 13 and 14, 2010; participants were selected
randomly across the department within occupational areas. You will be receiving
scheduling information for the focus groups from Jackie Shaulis.

A focus group methodology is being used because culture is social and shared, and best
explored by bringing people together to discuss their perceptions and experiences.
Assessments of culture are launched to address specific business questions; in this case
the specific question being addressed is: Does the environment of the Maricopa PD
demonstrate the values and behaviors conducive to accomplishing its vision and
mission?

To answer the question central to the assessment, each group will be asked to
participate in discussions based on a set of open-ended questions, such as, “What are
the aspirations of this organization?” and “Can you recall what it was like to enter this
organization?”

To be clear, this project is designed to create an objective big picture analysis of the
organization at this point in time. It does not seek to address individual issues,
performance, or contractual relationships. It is not designed to solicit or evoke
particular responses and it will not promote or endorse any points of view.

There is no preparation needed, simply arrive when you are scheduled and be prepared
to share to the extent that you are comfortable. The information from each group will be
compiled and reported collectively. Be assured that common themes across focus groups
are being sought and no comments will be linked to individuals.

I look forward to meeting with you. Thank you, Ely Harwood

Facilitator/Project Sponsorship: Dr. Elizabeth “Ely” Harwood holds a Ph.D. in

Organizational Development and has expertise and extensive experience in conducting
similar assessments at the federal, state and local level as well as within private industry.
She is an independent consultant based in Phoenix with no ties to the City outside of
this project.

Dr. Harwood is working directly with the City Manager and will be reporting overall
themes to him in a summary report and facilitating action planning as appropriate to
build and capitalize on the organization’s strengths and address opportunities impeding
growth and progress.
 22
 
3. Maricopa Police Department Historical Information
Provided by Chief Fitch June, 2010

Brief history of Maricopa PD

On July 2, 2007, the Maricopa Police Department began routine patrol duties within the
city of Maricopa. Starting with day shift operations and employing 21 Officers and
Professional staff, the department responded to or answered a variety of calls. Today,
the department is a 24/7 operations, with 61 FTE’s of which 55 are sworn peace officers.
The department averages approximately 14,000 calls for service per year.

Department Development -timeline of personnel:

• Chief hired in October, 2006
• Assistant Chief hired October, 2006
• First non-sworn hired February, 2007
• First sworn supervisor hired April, 2007
• Day shift begins July, 2007
• Second shift begins October, 2007
• Third shift begins, January 1, 2008

The department operates a Traffic unit, a Community Services Unit, a

Property/Evidence unit, an Investigations unit, a professional development unit and the
Patrol section, which is the largest section within the department. The department also
has a records section, which is staffed by dedicated non-sworn professionals.

In February 2007, the department moved from one room in the interim city hall, across
the parking lot into a 700 sq. ft. modular building, which became police headquarters.
An additional modular building, connected by an enclosed walkway, later became the
property and evidence modular. Today, the MPD operates out of 6 buildings, with all
but one building located on the temporary city campus.

Major accomplishments include:

• Patrick R. Melvin named Chief of Police September 5, 2006
• Community meetings attended
• Establish Maricopa PD Patrol staffing model
• Initial staff employment / development
• Department is recognized with the issuance of an ORI designator
• Department Badge and Patch / uniforms designed and ordered
• Department Vehicles selected and ordered
• MPD grows from (2) to (4) buildings on city interim campus
• RMS system selected
• Contract signed to extend law enforcement and dispatch services with PCSO
• Department goes live with 21 personnel and starts day time patrol duties on July,1,
2007
(All of the above completed in 8 months)
 23
 
Since July 2007:
• Crime rates for UCR crimes are down between 12%-56%
• MPD calls for service (CFS) have increased from 11,000 per year to almost 20,000
per year (3- less sworn officers than previous years)
• Over-all budget has remained constant or been reduced since inception
• Total citations have increased, fatalities / serious injury crashes per year decreased
• Department operations have come in under budget each year
• Honor Guard Established
• Police Chaplain’s organized
• CALEA started, AZPOST compliant each year
• Volunteers in Police Service (VIPs) and Victim Assistance Provider (VAPs)
established
• Police Reserve program established
• Police Explorer program established
• Graffiti Hot Line and partnership with city’s Code enforcement established to abate
graffiti
• K-9 unit formed
• Street Crimes Unit (SCU) formed resulting in several major arrests
• Several vehicle seizures have been converted to city use ( i.e. Graffiti Abatement
Vehicle)
• Alarm registration, sex offender registration and fingerprinting services all started
• Grant process completed on Public Safety Command Vehicle which will be delivered
before 08/2010
• The latest in technology used and supplied to officers including: Laptops (with
mounts in cars) , digital cameras, digital voice recorders, supervisors issued smart
phones, computerized fingerprint recognition system (Livescan), Tasers with digital
cameras, Laser radar, State of the art cars/SUV for patrol, Urban rifle program
implemented, training has increased every year.
• All of the command staff will have completed Leadership in Police Organizations
(LPO) by 2011. (LPO is a nationally recognized command training regime, endorsed-
sponsored by AZPOST and the IACP)
 24
 
1. MARICOPA POLICE DEPARTMENT PURPOSE STATEMENT
“To ensure safety and security for each person in our community through proactive,
progressive and professional law enforcement services”

2. MISSION STATEMENT
The mission of the City of Maricopa Police Department is to be a leader in providing
proactive, progressive law enforcement services to a culturally rich community. We shall
continuously strive to foster a safer environment by maintaining a high state of
readiness, cultivating community partnerships and creating innovative community
programs. We shall strive to accomplish these objectives without prejudice, with the
highest of integrity, and with the support of the citizens we serve

3. CORE VALUES
A. Human Life - We value human life and dignity above all. We will be sensitive to the
needs and feelings of others and to the cultural diversity of our community.
B. Professional and Personal Excellence - We will engage in behavior that is beyond
reproach and we will remain committed to the highest standards in our profession and
in our personal lives.
C. Integrity - We exemplify honesty and moral principles that earn the trust of our
community, and we also live by the laws we enforce.
D. Loyalty - We are loyal to the Constitution, the law, our families, our community, our
department, and to each other.
E. Courage - We act with good judgment in the face of adversity and accept
accountability for our actions and those of our department

4. CODE OF ETHICS
All employees of the Maricopa Police Department (whether paid or volunteer) will
conduct themselves in a manner that is consistent with the policies and philosophies of
the City of Maricopa Police Department. All employees will read and sign the following
code of ethics. During the performance of their duties, they will strive to project a
professional image and abide by the following code of ethics:

I will exercise self-restraint and be constantly mindful of the welfare of others. I will be
exemplary in obeying the laws of the land and loyal to the State of Arizona, my agency,
and its objectives and regulations. Whatever I see or hear that is of a confidential nature
or that is confided to me in my official capacity will be kept secure unless revelation is
necessary in the performance of my duty.

I will never take selfish advantage of my position and will not allow my personal
feelings, animosities, or friendships to influence my actions or decisions. I will exercise
the authority of my office to the best of my ability with courtesy and vigilance; without
favor, malice, or ill will; and without compromise. I am a servant of the people, and I
recognize my position as a symbol of public faith. I accept it as a public trust to be held
so long as I am true to the law and serve the people of Arizona.
 25
 
4. Focus Group Hand-outs; Distributed at each meeting and interview

Maricopa Police Department Culture Assessment Focus Groups - July 2010

Objective: The purpose of the assessment is to answer the business question: Does the
environment of the Maricopa PD demonstrate the values and behaviors conducive to
accomplishing its vision and mission?

Maricopa Police Department Mission Statement

The mission of the City of Maricopa Police Department is to be a leader in providing
proactive, progressive law enforcement services to a culturally rich community. We shall
continuously strive to foster a safer environment by maintaining a high state of readiness,
cultivating community partnerships and creating innovative community programs. We
shall strive to accomplish these objectives without prejudice, with the highest of integrity,
and with the support of the citizens we serve

Approach: A series of open-ended questions will be asked of PD employees in focus groups

to better understand employee experience and perceptions of the internal and external
environment.

Your role: Share your stories and experiences related to the questions to assist in creating
a big picture view of the type and style of the organization at this point in time, and how that
impacts the culture question.

Outcomes: Focus group input will be compiled in a summary report as collective overall
themes which will point to the strengths and opportunities of the environment. Based on the
report, action planning will occur to build and capitalize on the strengths and address areas
potentially impacting growth and progress.

What is organizational culture?

Culture is the collectively internalized set of beliefs, expectations and assumptions that
influence and guide thinking and behavior among an organization’s members.
• It is learned, deep and stable and impacts everything from how people relate to one
another to how decisions are made to how work is accomplished.
• It is not something that is obvious; it operates at a sub-conscience level but can be inferred
by probing the experiences of members at visible and more internalized levels.
It can best be understood by the people who work in the organization by asking questions at
three levels:

                      Visible - what people see; physical

                                  Artifacts  environment, public information such as
                                    Visible  website, meetings, ceremonies
 
                                  Values  Values - guides behavior; “how” people
                                Behaviors  accomplish work, relate to each other
                    
                      Basic Assumptions  Basic Assumptions/Beliefs - internalized
                                Beliefs  taken for granted “way we do thing here”
 
 26
 

Maricopa Police Department Core Values

Human Life
We value human life and dignity above all. We will be sensitive to the needs and feelings
of others and to the cultural diversity of our community.

Professional and Personal Excellence

We will engage in behavior that is beyond reproach and we will remain committed to the
highest standards in our profession and in our personal lives.

Integrity
We exemplify honesty and moral principles that earn the trust of our community, and
we also live by the laws we enforce.

Loyalty
We are loyal to the Constitution, the law, our families, our community, our department,
and to each other.

Courage
We act with good judgment in the face of adversity and accept accountability for our
actions and those of our department

Code of Ethics
All employees of the Maricopa Police Department (whether paid or volunteer) will
conduct themselves in a manner that is consistent with the policies and philosophies of
the City of Maricopa Police Department. All employees will read and sign the following
code of ethics.

During the performance of their duties, they will strive to project a professional image
and abide by the following code of ethics:

I will exercise self-restraint and be constantly mindful of the welfare of others. I will be
exemplary in obeying the laws of the land and loyal to the State of Arizona, my agency,
and its objectives and regulations. Whatever I see or hear that is of a confidential nature
or that is confided to me in my official capacity will be kept secure unless revelation is
necessary in the performance of my duty.

I will never take selfish advantage of my position and will not allow my personal
feelings, animosities, or friendships to influence my actions or decisions. I will exercise
the authority of my office to the best of my ability with courtesy and vigilance; without
favor, malice, or ill will; and without compromise. I am a servant of the people, and I
recognize my position as a symbol of public faith. I accept it as a public trust to be held
so long as I am true to the law and serve the people of Arizona.
 
27
 28

5. Follow-up e-mail outlining assessment process and involvement

To: All MPD Employees

From: Ely Harwood
Subject: Action Team Launch
Date: Nov 8, 2010

This week, the first action team associated with the culture audit will launch. I want to
provide a brief outline of the approach to teams, their objectives and share the names of
participants.

Four teams will be meeting from November - February with intent of collaboratively
developing new ways of operating within the organization. While you may not be
participating on a team directly, rest assured that your input and suggestions are
important and will be sought by each team. Also, please feel free to provide your ideas to
team members.

The approach to each team will be as follows:

• Review current processes/ opportunities
• Discuss and recommend specific actions and integration of change
• Develop measures of success to track and communicate progress long-term.

I will be facilitating the teams, and look forward to working with each team to create
tangible and positive new ways of operating and interacting. If you have any questions
please feel free to contact me. Thanks, Ely

Team objectives
Mission and Values Team - Nov 10 and 22, 2010
Purpose: Review the current MPD mission and values, and recommend modifications if
appropriate to strengthen the organization and its ability to deliver results.
Members: Alsidez, Angulo, Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, McCabe,
McLean, Ortega, Pantoja, Sneezy, Soanes, Thornton, Turner, Ward

Integration of Practices Team - Dec 1 and 15, 2010

Purpose: Identify a priority list of organizational practices/procedures that require
modification or updating to fit with MPD, document new or modified
practices/procedures and propose approaches to integration.
Members: Alsidez, Angulo,Ashton, Bribiecas, Drane, Hudspeth, Jordan, Judd, Koozer,
McCabe, McLean,Pantoja, Pokrant, Sneezy, Soanes, Turner, Ward
 29
 
Communication Team - Dec 29, 2010 and Jan 11, 2011
Purpose: Identify practical and multi-channel communication approaches to meet the
information needs of staff, and identify specific behaviors to recognize and reward that
are consistent with organizational values and results.
Members: Alsidez, Angulo, Bribiecas, Drane, Hendrix, Hudspeth, Judd, McCabe,
McLean, O’Neal, Ortega, Pantoja, Perez, Sneezy, Soanes, Truett, Turner, Ward

Leadership Competencies Team - Jan 19 and Feb 2, 2011

Purpose: Identify a set of competencies (knowledge, skills and abilities) that will serve
as the standard and foundation for leading and developing leaders. This team’s work
will inform future efforts to develop resources for leading, coaching, and succession.
Members: Alameda, Alsidez, Angulo, Bribiecas, Drane, Evans, Hudspeth, Jordan, Judd,
Koozer, McAtee, McLean, Molus, O’Neal, Pantoja, Perez, Sneezy, Soanes, Thornton,
Truett, Turner, Valenzuela, Ward
 30
 

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Crank, J.P. (2004). Understanding Police Culture. Anderson Publishing: LexisNexis.

Deal, T.E. & Kennedy, A.A. (1999). The New Corporate Cultures. Massachusetts: Perseus
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Denison, D.R. (1997). Corporate Culture and Organizational Effectiveness. Ana Arbor,
MI: Aviat.

Goffee, R. & Hones, G. (1996). “What holds the modern company together?” Harvard
Business Review, 74 (6), (Nov-Dec), p. 133-148.

Kotter J. P. & Heskett, J.L. (1992). Corporate Culture and Performance. New York: The
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“Police: Organization and Management - Variation in Style and Structure” Internet:

http://law.jrank.org/pages/1669/Police (2010)

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Schein, E.H. (1997). Organizational Culture and Leadership (2nd ed.). San Francisco:
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