Meeting
Content
CM’s Meeting with the Police Department June 21, 2012
CM: I expect that you guys are kind of filtering it, but I think bottom line everybody’s here, and I asked you all to come today because I wanted to talk to you about the state of the Coconut Creek PD, and I would like to start off doing a little story, just very quick; I’m not really a big storyteller, but you know I look at our national thoughts, the discourse going on today right now about how everything is so negative between the democrats and the republicans, and the tea partiers and the liberals, and (inaudible)… I don’t think we’ve moved very far anywhere with what’s going on, and it really all started the day after Mr. Obama was elected and a republican, Mitch McConnell’s, the Senate Leader said my mission over the next four years is to make sure this is a one-‐term president, and I’m not even into politics – that’s not the point here, it’s that how those simple, simple statements, simple ideas can create an environment really that’s affecting millions of us. OK, I just want to kind of put that as a little bit of a backdrop, and I look at what we have all, and if you have not been impacted by some of the goings on in Coconut PD for the last three to four months, how (inaudible), but that has not been the case for many, that has not been the case for me, it has not been the case for the chief, and many other people, and some of that starts off with a discussion about I want, I want. It’s very much to me the same as the republicans saying I want, and I think that I go back to the time when before we hired the chief, and I’ve met with almost
everybody, at least I’ve tried to; there’s a few I probably didn’t get to, but I met with everybody. As we move forward into looking for a new chief, what is it that you want, what is it that you think you need, what is it we’re going to need to advance what was a great department into a greater department? And I took all of your comments, various comments, but I had to inject some of my own thought processes, and that was yeah, we need to make some change. Change is difficult for everybody, so I called upon the chief for my convenience and due process, and I’m looking at who is somebody who can bring change and bring us to a better level of professional organization, and we look, I looked at the chief and I made a statement to him that we need to make change; we need to get past things like entitlement, cronyism, poor work, you know, incomplete reports -‐we need to be highly professional. So, that was the charge that I gave to the chief when we first came in, and that was what I searched for primarily because everyone here that I talk with wanted some level of change, and I will defy anyone to tell me that in the last two years or so there haven’t been more promotions and reassignments than there was in 15, 16, 17 years before that. I don’t believe anyone could tell me that that’s the case, because the other charge the chief got was to make sure that our people, our staff, our officers get the training and the experience needed so that some point in time in the future, and I’m talking five or six years, we are going to generate a police chief, we can get rid of this guy, and out of our four units, people that have been here, and that’s part of the mission as well.
We have a lot of talented people and we still have a lot of talented people, we just haven’t had the opportunities presented to everyone to move forward, and I see that and I know that things are moving in the right direction, and I’m very happy the way things are moving in the right direction. There are no opportunities like the present to really rethink what is your mission here? Do you want to be part of the solution or do you want to be part of the problem? And I will tell everyone here, and you’re in trouble… No, no… That I want everyone, and I think everyone can be part of a solution and be part of rebuilding a great department and get rid of all the rumor mills, get rid of all the back fighting, look forward to going on the street and feel comfortable the people you’re with on the street are going to support you and they’re going to watch your back, and I’m afraid some of that has gone a little bit weak in the last couple of months. That can’t happen; that’s a lifeblood to every single one in this room. You have to be able to rely on them and the people next to you have to be able to rely upon you, and I have a really good feeling or bad feeling that that is not occurring on a regular basis, or at least it was in people’s minds, you know, this person’s not on my side, this person’s not on my side… We have one side, we have the Police Department for Coconut Creek – one side, and I know everyone is hopefully saying well I know that, I know that, but it really (inaudible) over the shoulders. That has to be shown, that has to be part of your gut reaction to things.
One of the things that I want to make very clear today is that the chief is the chief, and he’s the person I selected, and he’s going to stay exactly where he is, and he’s going to continue to do the things that I’ve asked him to do in creating accountability, creating professionalism, creating an environment for people to grow and become more effective and advanced in their careers, and best of all to feel good about going to work. I want everyone to start thinking about I want to go to work, and I’m not complaining about absences and all that; I’m talking about I want people to feel like they want to go to work and not worry about an environment that is a little caustic, there are people who have separate agendas, and I want to try to make this positive, but you can’t ignore some of the things that have transpired over the last few months. So, the chief is the guy, and I want you all to understand he’s the guy, and I believe the chief will take your comments, your suggestions, your thoughts in a proper environment and mix them into what he is contemplating for changes, and growth, and programs, but that’s not to say that just because you said it it’s going to happen. It’s part of the collective. I have 14 directors that do the same thing for me – they come to me and say I need to do this, I want to do that, I want to do the other thing, and we sit and we filter it out and we think well, this is really the best way to go, so it’s a team effort. This is still a team effort but the chief makes the final call, and the chief when he came in had to decide how do I get this accomplished? I gave him pretty much free reign on how does he get this accomplished. So, he brought in some people that are part of his history, the deputy chief, and a
few others. They are to be considered our angels, our confidants, our support team. They should not be the enemy. I mean every time somebody comes in outside the main room manager’s office, because I was here for so long… John came in, John Kelly came in and he must have brought 10-‐12 people from his previous lives. It happens everywhere; you surround yourself with people you have a certain level of confidence in and you give them tough tasks, and we had some tough tasks. I don’t believe that anything has gone on in this department or with any of the personnel that was extreme, that wasn’t called for in the way of accountability. You in particular out on the street performing the work that you do need to be highly accountable for the actions you take, and I think you’ve seen some stuff in the papers. Again, the last three or four months with the police caught speeding, using certain, you know, informational arenas that they should not have just yesterday. So, I mean you have to look at all these things, and the chief is the guy responsible; when it comes to final accountability, it’s the chief. If I have a problem it’s going to be the chief, I’m not coming after anybody here, but you all have to work with the chief. You have to work as a unit; you need to support each other. That’s really all we’re looking at here. So, I will implore you to everyone that is in these different factions rethink what your world is. Do you want to stay, have a good life working in this police department, enjoy the work you do and be part of a great system, and I think we got a little off track a little bit, but I am going to be real clear the chief is the guy who is running this and that nobody else is running this,
and that if you have ideas I know the chief will accept your ideas for discussion. Do I have any questions, or comments, or thoughts? Is there anyone that feels that I’m totally off-‐base, you know, that we should use something different? I’d like to hear it, I really would like to hear it, that’s why I asked for everyone I’d like to have the same message go out as much as we can, and I know we’ve got a few guys out in the road, but I would like to hear if I miss something, if my thought processes aren’t functioning right. Accountability, opportunity to grow, advancement, a good environment to work, and why would we want to dispel that kind of environment? I’ve been here a little over 18 years now and I love coming to work. Not that I love work so much, but I love where I work. Yes? JS I don’t know about the rest of you, but I am a little confused about the criteria for promotion. There doesn’t seem to be any set formula, there doesn’t seem to be any educational requirements, any sort of specifics about what a (inaudible) is looking for when promoting you. There is some confusion about, you know, how much credibility or how much credit timeliness the department has to it. A lot of people have been here a long time (inaudible) promotion. Some people have been, like I’m not talking about myself… There is a fear that, you know, (inaudible) that there might be some retribution. CM: No retribution, I’m telling you.
JS: Well, it’s easy for you to say because you’re up there and we’re down here. CM: I’m telling you that there is no retribution. I am telling you everyone here, and we’ll say today’s a brand new day and retribution is a matter of point of view, OK, let’s look at it that way. Retribution is a matter of point of view and I’m going to say that you want to get promoted around here you just (inaudible) get people experienced, moving them into places that can become a key in the future, or at least a (inaudible) to be a (inaudible) in the future, and I am terribly sorry that for 15, or 16, or 17 years nothing occurred. That was not within my power to do that. Now, it is within my power and we’re moving people along. That doesn’t mean everyone that’s here, 22, 23, 25 years is going to be promoted to chief. It’s not going to happen. If you’re a sergeant, you’re not going to get very far right now because you’ve got a year or two, whatever… You know what, it’s on those specifics about why, what are you looking for in with a corporal or lieutenant right now? JS: I think there is an innate... CM: You be part of the team, you be cooperative, you be supportive, you work towards the goals the department and the city has set out. It is nebulous; it isn’t going to be a score. We know that sergeants, to move to sergeant you need a score. After that, it’s dependent on how you fit the environment…. It is not a perfect science, it is how does the man in charge
feel you fit into his world and the processes and the environment he’s trying to create, and that is really it. You’re not going to find a formula, you’re not going to find formula, and I don’t to hear about oh, it turns into cronyism, and it turns into favoritism. Guess what, that’s how it works, and it’s not favoritism; it’s people who support my mission are the ones I’m going to promote. Now, you may want to call it favoritism, but it’s not – it’s a matter of working together. If Mary was on the other side of me constantly going to commissioners and giving me grief everyday, she wouldn’t be where she is today, it’s just not going to happen. Why would I put somebody there… Now, she fights me, there’s no question she fights me, but that’s OK, that part is OK. You can fight with me, convince me of a position, and that’s one of the things I want from her; she can stand up and say you’re wrong, this is a better way to go, but in the end you’re working on one mission and that’s why promotions occur once you get out of sergeant, not because you can pass a test, that’s not really the criteria. The criteria is are you involved in creating the proper mission in the department, and as I said, if you’ve got two, three years to go, and I’ve talked to several people in that tenure area, +20, +22’s, and I told him clearly I don’t expect that you will be promoted. I will expect that you can come and do your job, no one’s job is on the line, and I’m asking you, whoever they are, as experienced personnel, very experienced personnel to help move along this next generation because that’s what we have to look for.
If we’re going to continue to try to create an environment for our next chief who’s coming out of these ranks somewhere, that’s what we have to do because we’re very late in the game. We didn’t move people where they should have been, they didn’t get the right exposure, and again I will apologize to those people that are +20 years that their chances are somewhat limited, but I don’t disrespect them. I respect them greatly for years and I respect them for their experience, and (inaudible) be part of moving the next generation up. I have spoken to the chief about changing some titling, those kinds of things, and I think we talked about this years ago, to recognize that we have 20, 25, 28-‐year people that are pushing a car, (inaudible) they’re pushing car for their entire lives, and if they didn’t they still have a lot of experience on the road to give to people that are coming up the ranks. That’s pretty much what I can say about that. There isn’t a criterion you might be expecting. Anything else or did I miss the mark or do you disagree? Tell me. JS: I disagree. CM: Well, tell me. JS: I think there should be (inaudible). Of course the chief should have complete full right to select who he wants, but it would be nice if he reached a basic level of competency. I’m not saying that (inaudible) is incompetent. I just feel it would be a more professional department, and you talk about no cronyism and none of that stuff going on, but you know
the problem is when you don’t have some sort of sect right here, when there’s nothing in place that says if I do this, and I do that, and I work hard, I’m going to get promoted, then it’s all left up for rejection, people will just… CM: And at the moment you’re 100% right. At the moment you’re 100% right and I can’t defend it other than what I’ve said, and there may be a time where things change, but right now if we’re going to be having people prepared, that doesn’t work, and I’m going to say that’s the chief’s call and we need to sit by the chief. You know we talk and we argue and fight quite a bit about promotions and structural things, but I’ve asked him to do a mission and we’re moving on that mission, and I don’t see at this point… If he chooses at a later date to create different testings, that may be what he does, but right now he doesn’t and I’m going to support that. I think when it comes to the senior staff, as I do with mine, I pick them, and they come and go whenever I want. (inaudible) a little bit different in terms of their lifestyle and their support in their position, especially as AO most republican guys are AO. AO’s (inaudible) so to speak. We don’t use that often, but that’s really the bottom line, and the chief wants that. I don’t prevent other people and other directors in how they hire their assistance – do they have experience, do they have the right resumes, and that’s the chief’s decisions and what he supports. Other questions? JS: (inaudible) promotions also for special assignments?
CM: Let me say this; let me say this, so you don’t have to, examples or whatever. Special assignments are still the same thing; you’re given a special assignment because your onto the mission of the department and you’re in need of some experience that you start to put into your kit bag so you can be prepared to move higher in the organization, so all of that comes into play, and yeah we’ll be talking 98%, 96% -‐ there’s a few screw ups, there’s no question. Nothing is 100%, there’s no absolute perfect answer to any of this. I mean we could have everyone tested so you get a, and I’m not saying, but you (inaudible) get 100 on the exam as a Lieutenant, but does that help you if he’s not really qualified (inaudible)? That’s not the only criteria, so right now it’s more… You know the personnel, (inaudible) know what they’re doing, and the same for the special assignments. Special assignments really need help, really need assistance. (inaudible) we would fit, and that’s just something in your resume for later on. What else, anything? Have I thoroughly discouraged you at this point? This is not discouragement; this should be an uplifting hopefully relief. So, I’m being as straight as I can, you know, I think letting you (inaudible) for a long time I’m not going to, you know, bullshit you guys, so I’m being as straight as I can and I think it’s the right thing to do for the condition of our department, and not (inaudible) just needed to move up, and with everyone coming to me before the chief got here and saying we need to fix this, and we need to fix that, and I’m going to tell you that I know some came and said we need to fix this or that, it wasn’t part of my needs to fix this or that, it was maybe other things that I needed to fix, so not everyone
got exactly what they asked for because that’s just how this works; I take your input and I put it into a pot and we come out with what we need, goes to complaints. But the chief was from FDLE; he didn’t know anything about municipal police work, and from a great perspective that was a great benefit in hiring the chief to me, because I said someone that’s not in the good ole boy kind of police network – someone that’s maybe a little bit outside and has a different perspective, a newer perspective, a fresher perspective on management of law enforcement communities. I didn’t think that was a bad thing, I thought it was actually a really good thing. Change is not terrible, change is hard, but change ends up hopefully being good, and I think we’ve just gone through something that will evolve us into a much better unit as long as we decide that that’s what we want, and if that’s not what you want, this is not the place for you. I’m just trying to be real straight. If you don’t want to be part of the best team, working together, having a great environment, probably one of the better paying units in the county, maybe it’s time for you to move on, and I’m not pointing at anybody. I’m just saying I think this is the best place to work and I believe many of you down in your hearts know that it can be the best place to work. Any other comments, thoughts, questions, are you sure? Think about it for a while; take it in, talk to the people that are with you on a positive note. Make sure that everyone understands that we’re here to support you, you’re here to support the community, and everyone here should be supporting the chief in trying to make the changes and promoting the department the way we need it to grow, OK?
CM: I expect that you guys are kind of filtering it, but I think bottom line everybody’s here, and I asked you all to come today because I wanted to talk to you about the state of the Coconut Creek PD, and I would like to start off doing a little story, just very quick; I’m not really a big storyteller, but you know I look at our national thoughts, the discourse going on today right now about how everything is so negative between the democrats and the republicans, and the tea partiers and the liberals, and (inaudible)… I don’t think we’ve moved very far anywhere with what’s going on, and it really all started the day after Mr. Obama was elected and a republican, Mitch McConnell’s, the Senate Leader said my mission over the next four years is to make sure this is a one-‐term president, and I’m not even into politics – that’s not the point here, it’s that how those simple, simple statements, simple ideas can create an environment really that’s affecting millions of us. OK, I just want to kind of put that as a little bit of a backdrop, and I look at what we have all, and if you have not been impacted by some of the goings on in Coconut PD for the last three to four months, how (inaudible), but that has not been the case for many, that has not been the case for me, it has not been the case for the chief, and many other people, and some of that starts off with a discussion about I want, I want. It’s very much to me the same as the republicans saying I want, and I think that I go back to the time when before we hired the chief, and I’ve met with almost
everybody, at least I’ve tried to; there’s a few I probably didn’t get to, but I met with everybody. As we move forward into looking for a new chief, what is it that you want, what is it that you think you need, what is it we’re going to need to advance what was a great department into a greater department? And I took all of your comments, various comments, but I had to inject some of my own thought processes, and that was yeah, we need to make some change. Change is difficult for everybody, so I called upon the chief for my convenience and due process, and I’m looking at who is somebody who can bring change and bring us to a better level of professional organization, and we look, I looked at the chief and I made a statement to him that we need to make change; we need to get past things like entitlement, cronyism, poor work, you know, incomplete reports -‐we need to be highly professional. So, that was the charge that I gave to the chief when we first came in, and that was what I searched for primarily because everyone here that I talk with wanted some level of change, and I will defy anyone to tell me that in the last two years or so there haven’t been more promotions and reassignments than there was in 15, 16, 17 years before that. I don’t believe anyone could tell me that that’s the case, because the other charge the chief got was to make sure that our people, our staff, our officers get the training and the experience needed so that some point in time in the future, and I’m talking five or six years, we are going to generate a police chief, we can get rid of this guy, and out of our four units, people that have been here, and that’s part of the mission as well.
We have a lot of talented people and we still have a lot of talented people, we just haven’t had the opportunities presented to everyone to move forward, and I see that and I know that things are moving in the right direction, and I’m very happy the way things are moving in the right direction. There are no opportunities like the present to really rethink what is your mission here? Do you want to be part of the solution or do you want to be part of the problem? And I will tell everyone here, and you’re in trouble… No, no… That I want everyone, and I think everyone can be part of a solution and be part of rebuilding a great department and get rid of all the rumor mills, get rid of all the back fighting, look forward to going on the street and feel comfortable the people you’re with on the street are going to support you and they’re going to watch your back, and I’m afraid some of that has gone a little bit weak in the last couple of months. That can’t happen; that’s a lifeblood to every single one in this room. You have to be able to rely on them and the people next to you have to be able to rely upon you, and I have a really good feeling or bad feeling that that is not occurring on a regular basis, or at least it was in people’s minds, you know, this person’s not on my side, this person’s not on my side… We have one side, we have the Police Department for Coconut Creek – one side, and I know everyone is hopefully saying well I know that, I know that, but it really (inaudible) over the shoulders. That has to be shown, that has to be part of your gut reaction to things.
One of the things that I want to make very clear today is that the chief is the chief, and he’s the person I selected, and he’s going to stay exactly where he is, and he’s going to continue to do the things that I’ve asked him to do in creating accountability, creating professionalism, creating an environment for people to grow and become more effective and advanced in their careers, and best of all to feel good about going to work. I want everyone to start thinking about I want to go to work, and I’m not complaining about absences and all that; I’m talking about I want people to feel like they want to go to work and not worry about an environment that is a little caustic, there are people who have separate agendas, and I want to try to make this positive, but you can’t ignore some of the things that have transpired over the last few months. So, the chief is the guy, and I want you all to understand he’s the guy, and I believe the chief will take your comments, your suggestions, your thoughts in a proper environment and mix them into what he is contemplating for changes, and growth, and programs, but that’s not to say that just because you said it it’s going to happen. It’s part of the collective. I have 14 directors that do the same thing for me – they come to me and say I need to do this, I want to do that, I want to do the other thing, and we sit and we filter it out and we think well, this is really the best way to go, so it’s a team effort. This is still a team effort but the chief makes the final call, and the chief when he came in had to decide how do I get this accomplished? I gave him pretty much free reign on how does he get this accomplished. So, he brought in some people that are part of his history, the deputy chief, and a
few others. They are to be considered our angels, our confidants, our support team. They should not be the enemy. I mean every time somebody comes in outside the main room manager’s office, because I was here for so long… John came in, John Kelly came in and he must have brought 10-‐12 people from his previous lives. It happens everywhere; you surround yourself with people you have a certain level of confidence in and you give them tough tasks, and we had some tough tasks. I don’t believe that anything has gone on in this department or with any of the personnel that was extreme, that wasn’t called for in the way of accountability. You in particular out on the street performing the work that you do need to be highly accountable for the actions you take, and I think you’ve seen some stuff in the papers. Again, the last three or four months with the police caught speeding, using certain, you know, informational arenas that they should not have just yesterday. So, I mean you have to look at all these things, and the chief is the guy responsible; when it comes to final accountability, it’s the chief. If I have a problem it’s going to be the chief, I’m not coming after anybody here, but you all have to work with the chief. You have to work as a unit; you need to support each other. That’s really all we’re looking at here. So, I will implore you to everyone that is in these different factions rethink what your world is. Do you want to stay, have a good life working in this police department, enjoy the work you do and be part of a great system, and I think we got a little off track a little bit, but I am going to be real clear the chief is the guy who is running this and that nobody else is running this,
and that if you have ideas I know the chief will accept your ideas for discussion. Do I have any questions, or comments, or thoughts? Is there anyone that feels that I’m totally off-‐base, you know, that we should use something different? I’d like to hear it, I really would like to hear it, that’s why I asked for everyone I’d like to have the same message go out as much as we can, and I know we’ve got a few guys out in the road, but I would like to hear if I miss something, if my thought processes aren’t functioning right. Accountability, opportunity to grow, advancement, a good environment to work, and why would we want to dispel that kind of environment? I’ve been here a little over 18 years now and I love coming to work. Not that I love work so much, but I love where I work. Yes? JS I don’t know about the rest of you, but I am a little confused about the criteria for promotion. There doesn’t seem to be any set formula, there doesn’t seem to be any educational requirements, any sort of specifics about what a (inaudible) is looking for when promoting you. There is some confusion about, you know, how much credibility or how much credit timeliness the department has to it. A lot of people have been here a long time (inaudible) promotion. Some people have been, like I’m not talking about myself… There is a fear that, you know, (inaudible) that there might be some retribution. CM: No retribution, I’m telling you.
JS: Well, it’s easy for you to say because you’re up there and we’re down here. CM: I’m telling you that there is no retribution. I am telling you everyone here, and we’ll say today’s a brand new day and retribution is a matter of point of view, OK, let’s look at it that way. Retribution is a matter of point of view and I’m going to say that you want to get promoted around here you just (inaudible) get people experienced, moving them into places that can become a key in the future, or at least a (inaudible) to be a (inaudible) in the future, and I am terribly sorry that for 15, or 16, or 17 years nothing occurred. That was not within my power to do that. Now, it is within my power and we’re moving people along. That doesn’t mean everyone that’s here, 22, 23, 25 years is going to be promoted to chief. It’s not going to happen. If you’re a sergeant, you’re not going to get very far right now because you’ve got a year or two, whatever… You know what, it’s on those specifics about why, what are you looking for in with a corporal or lieutenant right now? JS: I think there is an innate... CM: You be part of the team, you be cooperative, you be supportive, you work towards the goals the department and the city has set out. It is nebulous; it isn’t going to be a score. We know that sergeants, to move to sergeant you need a score. After that, it’s dependent on how you fit the environment…. It is not a perfect science, it is how does the man in charge
feel you fit into his world and the processes and the environment he’s trying to create, and that is really it. You’re not going to find a formula, you’re not going to find formula, and I don’t to hear about oh, it turns into cronyism, and it turns into favoritism. Guess what, that’s how it works, and it’s not favoritism; it’s people who support my mission are the ones I’m going to promote. Now, you may want to call it favoritism, but it’s not – it’s a matter of working together. If Mary was on the other side of me constantly going to commissioners and giving me grief everyday, she wouldn’t be where she is today, it’s just not going to happen. Why would I put somebody there… Now, she fights me, there’s no question she fights me, but that’s OK, that part is OK. You can fight with me, convince me of a position, and that’s one of the things I want from her; she can stand up and say you’re wrong, this is a better way to go, but in the end you’re working on one mission and that’s why promotions occur once you get out of sergeant, not because you can pass a test, that’s not really the criteria. The criteria is are you involved in creating the proper mission in the department, and as I said, if you’ve got two, three years to go, and I’ve talked to several people in that tenure area, +20, +22’s, and I told him clearly I don’t expect that you will be promoted. I will expect that you can come and do your job, no one’s job is on the line, and I’m asking you, whoever they are, as experienced personnel, very experienced personnel to help move along this next generation because that’s what we have to look for.
If we’re going to continue to try to create an environment for our next chief who’s coming out of these ranks somewhere, that’s what we have to do because we’re very late in the game. We didn’t move people where they should have been, they didn’t get the right exposure, and again I will apologize to those people that are +20 years that their chances are somewhat limited, but I don’t disrespect them. I respect them greatly for years and I respect them for their experience, and (inaudible) be part of moving the next generation up. I have spoken to the chief about changing some titling, those kinds of things, and I think we talked about this years ago, to recognize that we have 20, 25, 28-‐year people that are pushing a car, (inaudible) they’re pushing car for their entire lives, and if they didn’t they still have a lot of experience on the road to give to people that are coming up the ranks. That’s pretty much what I can say about that. There isn’t a criterion you might be expecting. Anything else or did I miss the mark or do you disagree? Tell me. JS: I disagree. CM: Well, tell me. JS: I think there should be (inaudible). Of course the chief should have complete full right to select who he wants, but it would be nice if he reached a basic level of competency. I’m not saying that (inaudible) is incompetent. I just feel it would be a more professional department, and you talk about no cronyism and none of that stuff going on, but you know
the problem is when you don’t have some sort of sect right here, when there’s nothing in place that says if I do this, and I do that, and I work hard, I’m going to get promoted, then it’s all left up for rejection, people will just… CM: And at the moment you’re 100% right. At the moment you’re 100% right and I can’t defend it other than what I’ve said, and there may be a time where things change, but right now if we’re going to be having people prepared, that doesn’t work, and I’m going to say that’s the chief’s call and we need to sit by the chief. You know we talk and we argue and fight quite a bit about promotions and structural things, but I’ve asked him to do a mission and we’re moving on that mission, and I don’t see at this point… If he chooses at a later date to create different testings, that may be what he does, but right now he doesn’t and I’m going to support that. I think when it comes to the senior staff, as I do with mine, I pick them, and they come and go whenever I want. (inaudible) a little bit different in terms of their lifestyle and their support in their position, especially as AO most republican guys are AO. AO’s (inaudible) so to speak. We don’t use that often, but that’s really the bottom line, and the chief wants that. I don’t prevent other people and other directors in how they hire their assistance – do they have experience, do they have the right resumes, and that’s the chief’s decisions and what he supports. Other questions? JS: (inaudible) promotions also for special assignments?
CM: Let me say this; let me say this, so you don’t have to, examples or whatever. Special assignments are still the same thing; you’re given a special assignment because your onto the mission of the department and you’re in need of some experience that you start to put into your kit bag so you can be prepared to move higher in the organization, so all of that comes into play, and yeah we’ll be talking 98%, 96% -‐ there’s a few screw ups, there’s no question. Nothing is 100%, there’s no absolute perfect answer to any of this. I mean we could have everyone tested so you get a, and I’m not saying, but you (inaudible) get 100 on the exam as a Lieutenant, but does that help you if he’s not really qualified (inaudible)? That’s not the only criteria, so right now it’s more… You know the personnel, (inaudible) know what they’re doing, and the same for the special assignments. Special assignments really need help, really need assistance. (inaudible) we would fit, and that’s just something in your resume for later on. What else, anything? Have I thoroughly discouraged you at this point? This is not discouragement; this should be an uplifting hopefully relief. So, I’m being as straight as I can, you know, I think letting you (inaudible) for a long time I’m not going to, you know, bullshit you guys, so I’m being as straight as I can and I think it’s the right thing to do for the condition of our department, and not (inaudible) just needed to move up, and with everyone coming to me before the chief got here and saying we need to fix this, and we need to fix that, and I’m going to tell you that I know some came and said we need to fix this or that, it wasn’t part of my needs to fix this or that, it was maybe other things that I needed to fix, so not everyone
got exactly what they asked for because that’s just how this works; I take your input and I put it into a pot and we come out with what we need, goes to complaints. But the chief was from FDLE; he didn’t know anything about municipal police work, and from a great perspective that was a great benefit in hiring the chief to me, because I said someone that’s not in the good ole boy kind of police network – someone that’s maybe a little bit outside and has a different perspective, a newer perspective, a fresher perspective on management of law enforcement communities. I didn’t think that was a bad thing, I thought it was actually a really good thing. Change is not terrible, change is hard, but change ends up hopefully being good, and I think we’ve just gone through something that will evolve us into a much better unit as long as we decide that that’s what we want, and if that’s not what you want, this is not the place for you. I’m just trying to be real straight. If you don’t want to be part of the best team, working together, having a great environment, probably one of the better paying units in the county, maybe it’s time for you to move on, and I’m not pointing at anybody. I’m just saying I think this is the best place to work and I believe many of you down in your hearts know that it can be the best place to work. Any other comments, thoughts, questions, are you sure? Think about it for a while; take it in, talk to the people that are with you on a positive note. Make sure that everyone understands that we’re here to support you, you’re here to support the community, and everyone here should be supporting the chief in trying to make the changes and promoting the department the way we need it to grow, OK?
