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Regional Collaboration to Embrace, Engage, and Sustain Tribal Community Policing Partnerships

June, 2011

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Course Introduction

Welcome to Regional Collaboration toEmbrace, Engage, and Sustain TribalCommunity Policing Partnerships

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Background on WCPI• Funded by the U.S. Department of Justice, COPS • Delivering training since 1996• Located on the campus of Western Oregon

University• Part of a national network of regional community

policing institutes

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Background on NNALEA• Non-profit organization established in 1993• Promotes and fosters mutual cooperation between Native

American and non-Native American law enforcement officers, agents, personnel, their agencies, Tribes, Federal and state agencies, private industry, and the public

• Holds annual training conferences to discuss issues of mutual concern

• Has produced several publications and reports that document the role that Tribes play in community policing and public safety

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Housekeeping

• Coffee• Restrooms• Phone calls and pagers• Breaks and meals• Seating arrangement• Sign-in roster• Participant Guides• Participant Worksheet• Electronic Resource Guide

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Participant Introductions

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Course Overview

To provide tailored, specific guidance in designing, expanding, and sustaining community policing

regionalization through the building of both Tribal and non-Tribal collaborative partnerships across

the United States.

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Course Goal

This course is designed to provide participants with the foundational knowledge required to create, expand, and/or sustain Tribal community policing collaboration initiatives.

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Module I: Introduction to Community Policing

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Introduction to Technology

Qwizdom brings true interactivity to this training using the latest innovations in wireless technology. The Qwizdom system is integrated into the curriculum and PowerPoint presentation to provide an opportunity for active participation in the training activities.

Group Responder – Qwizdom System

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The Qwizdom Actionpoint System

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Qwizdom Participant Remote

Send Button

T= True or YesF = False or No

1, 2, 3, 4

On/OffButton

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Pre/Post-Test

At the beginning and ending of each module you will be presented a pre and post test of your knowledge. These tests will be presented using the Qwizdom Response System.

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Question 1:

The philosophy of community policing originated in theyear 1829.

a) True b) False

Pre-Test

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Question 2:

Which of the following are principles of the communitypolicing philosophy?

a) Partnershipsb) Problem Solvingc) Zero Based Budgetingd) A & B onlye) All of the above

Pre-Test

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Question 3:

Which of the following are included in the seven commonalities of criminals?

a) Unemployment b) Divorcec) Substance Abused) A & C onlye) All of the above

Pre-Test

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Learning and Enabling ObjectivesA Terminal Learning Objective corresponds to the overall instructional goals of the course. Each module’s TerminalLearning Objective describes what participants will be able todo at the end of the module. At the beginning and conclusion ofeach module, Participants will be presented the Course’sEnabling Objectives. The Enabling Objectives arepresented for participants to achieve the Terminal LearningObjectives.

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Learning Objective

Participants will be able to define community policing and the need for Tribal-partnerships and regional collaboration efforts in their area. Participants will also be able to identify the principles of community policing.

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Enabling ObjectivesAt the conclusion of the module, participants will be able to:

1-1 Define the philosophy of community policing

1-2 Understand the principles and strategies of community policing

1-3 Discuss and understand eras of Tribal and non-Tribal policing

1-4 Identify challenges and issues that impact quality of life

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Introduction to Community Policing

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Community policing promotes organizational strategies, which support the systematic use of partnerships and

problem-solving techniques, to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of

crime [1].

[1] U.S. Department of Justice Office of Community Oriented Policing Services, 2008. 3

Community Policing is

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Tenets of Community Policing

• Community Partnerships

• Problem Solving

• Organizational Change

• Ethics

• Prevention

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Community Policing in Tribes

.

Tribal Community Police Officers are responsible for developing partnerships within the Tribal community in an effort to create a safe and secure environment.

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The police are the public and the public are the police...”

“Police, at all times should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only the members of the public that are paid to give full-time attention to the duties which are incumbent on every citizen in the interest of community welfare and existence.”

- Sir Robert Peel 1829

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Community Oriented Policing Philosophy

Community Oriented Policing (COP) is a policing philosophy based on several key values and beliefs:

• COP considers that the mission of the police is to provide professional, disciplined policing services designed to ensure the safety and security of our community.

• COP embraces two key policing strategies: Response to Incidents (R2I) and Problem Oriented Policing (POP).

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• COP balances the use of these two strategies through careful, continuous analysis of activity patterns that permit a different police response to different community needs.

• COP requires the professional commitment and creative involvement of every member of the police department, associated public and private agencies and members of the community.

• COP recognizes that, regardless of a person's socioeconomic status, race, national origin, language, age or religion, each person has a right to high quality police services.

• COP also recognizes that crime and disorder are only part of the many issues that police have to deal with in a complex and dynamic city.

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COP is a philosophy by which all police servicesare provided to the community, including all thefollowing fundamental police functions:

• Responding to citizen calls for police assistance • Enforcing the law • Maintaining order in the community • Providing emergency services • Preventing crime • Investigating criminal activity • Arresting and interviewing offenders• Collecting and analyzing evidence• Assisting with the prosecution of offenders• Testifying in court

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• Incarcerating offenders and managing the jail • Traffic management and services • Organized crime intelligence gathering and investigation • Vice control • Investigating drug related crimes • White collar crime • Juvenile crime • Crime prevention • Dispute resolution • Community education • Providing information and referral • Special event management • Providing police service for special community circumstances • Working with other law enforcement agencies at the local, State and Federal levels

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High Noon Video

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High Noon Video

What was the public reaction to the request for help?

What elements of prevention, partnership, problem solving, organizational structure, and ethics did you find?

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AuthorizationPolitical Era(1800s – 1900s)

Reform Era(1920s – 1980s)

Community Era(1980s - ??)

Politics and Law Law and Professionalism Community Support(political law, and professionalism)

Function

Organizational Design

Demand

Relation toEnvironment

Tactics and Technology

Outcome

Broad Social Services Crime Control Broad Provision of Service(decentralized task force, matrices)

Decentralized Centralized, Classic Decentralized

Decentralized, to policeAnd politicians intimate

Centralized Intimate

Foot Patrol Professionally Remote Foot Patrol, Problem-Solving

Citizen and PoliticalSatisfaction

Preventative Patrol, Rapid Response to Calls Crime Control

Quality of Life and Citizen Satisfaction

Policing Eras

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Has Tribal law enforcement reflected this historical pattern?

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Historical Events and Tribal Erashttp://www.animatedatlas.com/timeline.html

• Pre-constitutional Policy (1532-1789)• The Formative Years (1789-1871)• The Era of Allotment and Assimilation (1871-

1928)• Indian Reorganization (1928-1945)• Termination Era (1945-1961)• The “Self-Determination” Era (1961-Present)

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What era have we entered today?

Have we entered a new era?

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Community Policing: The New Era

“Community policing has evolved and become more complex.”

-Chief Theron Bowman, Ph.D., Arlington, TX Police Department

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Community Policing in Tribes: The New Era

Challenges include:

• Expanding and continual expectations for communityengagement and involvement;

• Community policing responsibilities;• Increased generational and cultural differences;• Technological innovation and advancements; and• Economic pressures and resources limitations.

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List the problems facing your region

Activity: Step 1 - Problems

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What can the police do?

Schools Non-profits

Businesses

Citizens at Large Other

Public Safety

Government

Social Services

Media

POLICE

CRIME

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Seven Commonalities of Criminals

•Poverty•Unemployment•Lack of Education•Single Parent Family•Substance Abuse•Family Member in the Criminal Justice System•Young Male•Disengaged Communities

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How can we build healthycommunities?

Community

Wellness

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Police

Crime

Community

Wellness

Which one works best?

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Trigger Events

Community crisis•Injury or death•Natural Disaster•Community Victimization

A problem is identified•“last straw”•Personal victimization

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Harvey StoryHarvey, a 15 year-old boy, has been on probation one year for being caught breaking into a house. It was his first referral to the court, although he had been “talked to” by the police on several occasions for kicking dogs and breaking car windows in the past three months. His father abandoned his mother and two younger children when Harvey was eight years old. His mother has not been effective at disciplining Harvey, and he has run wild for several years, skipping school, doing drugs, and stealing. He has again been caught breaking into another house.

At the hearing, it is learned that Harvey has seen his probation officer only once in 11 months. The Judge, having little confidence in the probation department, commits Harvey to a training school. Harvey does not like the training school. One house parent in particular treats him badly, pushing him around and humiliating him in front of the other young people. Bill, another boy in Harvey’s cottage, is planning an escape. Harvey does not want to run away, but Bill coerces Harvey into doing it. They escape one night, and Bill steals a truck. They speed through a red light, hit another car, and Harvey is killed.

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Harvey StoryPlayers (in order of appearance):

Harvey

Father

Mother

Police Officer

Judge

Probation Officer

House Parent

Bill

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Question 1:

The philosophy of community policing originated in theyear 1829.

a) True b) False

Post-Test

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Question 2:

Which of the following are principles of the communitypolicing philosophy?

a) Partnershipsb) Problem Solvingc) Zero Based Budgetingd) A & B onlye) All of the above

Post-Test

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Question 3:

Which of the following are included in the seven commonalities of criminals?

a) Unemployment b) Divorcec) Substance Abused) A & C onlye) All of the above

Post-Test

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Module I Wrap-Up

Can you:

1-1 Define the philosophy of community policing

1-2 Understand the principles and strategies of community policing

1-3 Discuss and understand eras of Tribal and non-Tribal policing

1-4 Identify challenges and issues that impact quality of life

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Module 2: Introduction to Regional Collaboration and Tribal

Governance

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Pre-Test

Question 1:

Regional collaboration models should never cross Statelines or include agencies from outside your own State.

a) True b) False

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Pre-Test

Question 2:

The SARA Problem Solving process includes the followingsteps:

a) Analysis b) Responsec) Accomplishmentd) A & B onlye) All of the above

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Pre-Test

Question 3:

Regional collaboration can be defined as workingcollaborative partnership among all stakeholders with a

Region, including Tribal Federal, State, local, and thepublic and private sector.

a) True b) False

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Learning Objective

At the conclusion of this module participants will be able to explain the need for regional collaboration as it applies to policing and jurisdictions. Participants will be able to

identify sovereignty and cultural issues in Tribal Law enforcement. Participants will

also to develop crime, safety, and quality of life strategies.

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Enabling ObjectivesAt the conclusion of the module, participants will be

able to:2-1 Define “regional collaboration”

2-2 Define “region” for purposes of a regional collaboration initiative

2-3 Understand the SARA problem solving process

2-4 Identify cultural issues in Tribal law enforcement

2-5 Strategies for addressing safety and quality of life challenges

2-6 Define region for purposes of regional collaboration issues

2-7 Identify the local region as it applies to policing and jurisdictions

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Exploring Regional Collaboration and Cultural Issues in Tribal Law

Enforcement

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Regional Collaboration

Regional collaboration is critical to improving quality of life. Major

events and crime often have regional impact; therefore,

prevention strategies, protection initiatives and effective response

and recovery missions require enhanced regional collaboration.

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How would you define “Regional Collaboration”?

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Regional Collaboration Defined

Working collaborative partnerships among all stakeholders within

a region, including Tribal, Federal, State, local, and the public

and private sector to communicate and coordinate with one

another to achieve and sustain coordinated capabilities activities

effectively, spread costs, pool resources, disburse risk, and

thereby increasing that region’s ability to prevent, protect against,

respond to, and recover from all threats in a way that balances

risk with resources and need.

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“Thinking Regionally”

Imagine three oval rings:

A small-sized ring –Capability Center

A medium-sized ring – Capability Cluster

A large-sized ring – Capability Contour

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Capability Center

Immediate jurisdictional boundary

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Capability Cluster

Regional jurisdictions that are closely clustered around your “capability center”

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Capability Contour

Regions, counties, and Tribes that are closely clustered around your “capability cluster”

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Discussion QuestionsHave all the stakeholders within your “capability center”,

“capability cluster”, and “capability contour” done the following:• Built partnerships?

• Shared capabilities? • Collaborate and communicate?

Poll Question: Who believes that at the present time you cananswer each part of the above questions with a “yes”?

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Key NotableTo achieve effective Community Policing

regionalization, your answers to all three

Poll Questions must ultimately be “Yes.”

•Established Partnerships

•Shared Capabilities

•Identified Gaps

•Collaboration & Communication

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Decisions by Consensus• All members are heard• All members are honest• Everyone’s input is considered equally• All relevant information has been shared• Genuinely searching for new solutions• Personal sacrifice for the sake of the team; be willing to “live

with” a decision• Support the action as if the decision was your own.

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A luxury yacht, the U.S.S. Consensus is traveling in open sea,

hundreds of miles from shore. Suddenly, the ship hits a reef and

begins taking on water. The Captain announces that in their

current situation, the ship will sink in two hours. Everyone

scrambles to the deck to board the lifeboats and wait for rescue.

Unfortunately, there is only one lifeboat and no life vests. The

Captain announces that they have 15 minutes to decide the six

passengers that will enter the lifeboat and wait for rescue.

USS Consensus Activity

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• 19 year old AIDS patient• 54 year old Doctor

• 33 year old Carpenter• 16 year old unwed Pregnant Girl

• 42 year old Deputy Sheriff

• 23 year old Beauty Queen• 49 year old Ship’s Captain

• 25 year old Professional Baseball Player

• 37 year old Plumber• 40 year old IBM Executive

USS Consensus Activity

It is your task to individually consider the ten passengers on the yacht and rank in order which people will be chosen to enter the

lifeboat.

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Did your team implement consensus decision-making?

How do you know when you’ve reached consensus?

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Cultural Iceberg Model

Material or visual differences

Underlying aspects

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Family and community dynamics are an important element of Tribal culture. These elements have influenced Tribal culture and

yet the culture influences how families and communities are organized, developed, and interact.

Family and Community Dynamics

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Traditions are cultural beliefs, values and behaviors that have been handed down from generation to generation.

Traditions

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Spiritual Beliefs

• Spiritual beliefs are very individualistic

• Spiritual beliefs may include:– The role of the “Creator”– The Grandfathers– The spirits of nature– Relative to tribal communities’– Interaction within their communities– One on one– Their environment

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Holistic Living• Many cultures have represented holistic values as their

need for being balanced

• The medicine wheel is among many of the different spiritual beliefs. The medicine wheel has three major

elements:

1. The circumference2. The directions

3. The center

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Working Together Towards Regional Collaboration

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… of group development

FormingForming StormingStorming

PerformingPerforming NormingNorming

1 2

4 3

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Forming:People come together and meet each other

The leader directs

• Little agreement on group goals and purpose

• Individual roles and responsibilities unclear

• Communication is low

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Storming: People struggle through the discomfort of a new group

The leader coaches

• Group members vie for position

• Struggles erupt over approaches, direction,

and control

• Compromise may be necessary to enable

progress

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Norming: People find common ground

The leader facilitates and enables

• Group roles and responsibilities become clear and accepted

• Commitment and unity are strong

• The group discusses and develops its processes and working style

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Performing:The group is working!

The leader delegates and oversees

• The group knows clearly why it is doing what it is doing

• Group members look after each other

• Members work proactively for the benefit of the group

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What stage of group formation is your Tribe currently experiencing?

How do you know if your team is effective?

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Ten characteristics of an Effective Team

• A meaningful mission• A clearly defined outcome• An understanding of cultural norms and their impact on

communication, problem solving, and conflict• A set of shared values that clearly demonstrate dignity and

respect• A cultivation of different viewpoints• A willingness to get the job done• Loyalty and devotion to the team experience• A desire for individual and collective growth• An openness to new experiences and processes• Shared laughter and humor as part of the team experience

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Which characteristic is the most important in developing regional collaborative partnership?

Which characteristic is the most difficult to achieve in developing regional collaborative partnerships?

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Problem Solving Methods

SARA

Scanning

Analysis

Response

Assessment

Six Step Method– Problem Identification– Asset Mapping– Underlying Conditions– Planning– Implementation– Evaluation

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Problem Solving - SARA

Scanning

Analysis

Response

Assessment

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Response

Scanning

AnalysisAssessmentProblemSolvingCycle

Response

Problem Solving - SARA

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Problem Solving Objectives• To be able to recognize a “problem”

• To clarify the problem solving process and how it might help to reduce crime, fear of crime, and quality

of life issues in your local communities• To gain practical experience with the SARA problem

solving model• Understand the crime triangle as a scanning, analysis

and response tool• Promote partnerships between stakeholders

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Identify the regional problem your group has chosen

Activity: Step 2 – Identification

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Definition

– Two or more incidents– Direct harm to public– Public Expectations– Does it affect the safety,

livability, or quality of life?

Problems can be

– Crime related– Order maintenance related– Traffic related– Disaster and Emergency

service delivery

What Regional Problem?

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I

I

I

I

III

II I

Scanning

Problem

Think of SCANNING as a FUNNEL to help sort or clarify what you will be

working on

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Strategies for information Personal observations - looking beyond the symptoms Talking and listening to others Reviewing all reports, MOU’s, MOA’s, policies,

procedures Media Interview people

Learning about the Problem

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Ask simple questions

• What is occurring?• Who does it affect?• How is it impacting the community and regions?

Learning about the Problem

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Stakeholders• Crime Analysis• Media/ Communications• Other regional stakeholders• Investigative Division• Others….

Information Resources

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In the Region-Tribal and Non-Tribal• Residents• Elected Officials• Schools• Non-profits• Media• Business Groups• Civic Groups• Community Surveys

Information Resources

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Post-Test

Question 1:

Regional collaboration models should never cross Statelines or include agencies from outside your own State.

a) True b) False

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Post-Test

Question 2:

The SARA Problem Solving process includes the followingsteps:

a) Analysis b) Responsec) Accomplishmentd) A & B onlye) All of the above

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Post-Test

Question 3:

Regional collaboration can be defined as workingcollaborative partnership among all stakeholders with a

Region, including Tribal Federal, State, local, and thepublic and private sector.

a) True b) False

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Module II Wrap-Up

Can you:2-1 Define “regional collaboration”

2-2 Define “region” for purposes of a regional collaboration initiative

2-3 Understand the SARA problem solving process

2-4 Identify cultural issues in Tribal law enforcement

2-5 Strategies for addressing safety and quality of life challenges

2-6 Define region for purposes of regional collaboration issues

2-7 Identify the local region as it applies to policing and jurisdictions

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Module 3: Understanding Crime and Tribal Threats

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Pre-Test

Question 1:

The GAP Analysis Process is a systematic vehicle thatuses the principle of looking back to plan forward.

a) True b) False

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Pre- Test

Question 2:

Regional collaboration initiatives can be stabled by defining the following characteristics:

a) Interdependenciesb) County and State boundariesc) Vulnerabilitiesd) A & C onlye) All of the above

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At the conclusion of this module participants will be able to identify and understand regional threats, the process of GAP Analysis, and assessment of regional

capacity.

Learning Objective

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At the conclusion of the module, participants will be

able to:3-1 Identify regional threats effecting Tribal lands and

surrounding jurisdictions

3-2 Identify interdependencies, vulnerabilities, and protection incentives for regional problem

3-3 Understand how to evaluate regional capacity

3-4 Understand GAP Analysis process

Enabling Objectives

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Interdependencies, Vulnerabilities, and Protection Incentives

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Interdependencies: Two or more jurisdictions that are experiencing a similar issue or criminal event.

Vulnerabilities: Any capability weakness that can be exploited or that the absence contributes to the issue and prevents a

solution.

Protection Incentives: Motivating factors for Implementing measures to safeguard the vulnerabilities that exist within

interdependencies.

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Scenario• Invasion style robbery occurred at 2 places in the

last 45 days• Both robberies were executed in the same

manner, suggesting that they were the same robbers

• Missing items included substances specifically used in the manufacturing of Meth and amphetamines

• 30 days after the most recent robbery officers have seen an increase in controlled substance confiscations at traffic stops and on school campuses

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• Exist whenever two or more jurisdictions, are mutually dependent upon each

• Occur when similar or like events take place in multiple jurisdictions

Interdependencies

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Is there any area that is immune to the scenario

presented?

Have the sharing of intelligence and resources led

to solutions or reductions of these issues?

Discussion Hypothetical

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What Interdependencies for this region can you identify (i.e., in the region wherein the course is being

administered)?

Activity: Step 3, Part 1 – Interdependencies

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• Any weaknesses that can be exploited by an aggressor or make an asset susceptible to threat damage

• A deficit in capabilities or preparedness that can be damaged or destroyed

Vulnerabilities

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What Vulnerabilities exist within the interdependencies that have been identified for this region (i.e., in the region wherein the course is being administered)?

Activity: Step 3, Part 2 – Vulnerabilities

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• Pertain to the motivating factors for implementing measures to eliminate or find solutions to the

vulnerabilities that exist within interdependencies from criminal events

Protection Incentives

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What protection incentives can you identify concerning the vulnerabilities that exist within the interdependencies that have been identified for this region (i.e., the region

wherein the course is being administered)?

Activity: Step 3, Part 3 – Protection Incentives

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LaJolla Indian Disaster Video

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LaJolla Indian Disaster

If this problem, or a similar problem, were to occur in your community, would you be able to deal with it right

now?

How would it go?

Are you satisfied with your response to dealing with issues?

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Activity: Step 4, Part 1 – GAP Analysis

Assuming you could go back 18 months from today and start over, what else would you do to be prepared for

your problem?

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Activity: Step 4, Part 1 – GAP Analysis

How could I improve my regional performance?

How will I identify where to put my efforts?

What regional partners would be important?

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• Identify Real Problems• Identify Desired Responses• Identify What Needs to be Done• Rate my Capacity

Model Process

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Activity: Step 4, Part 2 – Real Problems

Explain your problem, identify factors that contributed to your problem, why the problem significant in your

region, and what role you may play in addressing the problem.

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Activity: Step 4, Part 3 – Desired Responses

You have identified your problem. Now define/visualize how your problem should be addressed. These are

your desired responses. These become your “concept of operations.”

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Activity: Step 4, Part 4 – Actions/Tasks

Mind Map Process

What needs to be done?

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Evacuations

?

Relief for Persons on

the Line

TrafficControl

?

RouteMap Plan

BarricadesPlaced

Jurisdiction Work

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Activity: Step 4, Part 5 – Needs Rating

• Transfer the information from your mind map process

• Rate the “Need” your jurisdiction has in the problem and your community’s actual capacity to do the work

for each need

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Activity: Step 4, Part 6 – Plotting

• Plot the ratings you have just assigned

• Record the corresponding “example” letter on the chart according to its “jurisdictional need” and “community

capacity” (X,Y) axis value

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0

1

2

3

4

5

0 1 2 3 4 5

J urisdiction Need

Com

munit

y

Capacit

y

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0

1

2

3

4

5

0 1 2 3 4 5

J urisdiction Need

Com

munit

y

Capacit

y

E

C

A

B

D

Prioritize

Example plotting of

“What needs”

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Assessing Regional Capacity

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Specific to your problem, what does a vigilant, prepared, and resilient community

look like?

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Vigilant Definition: Alertly watchful especially to avoid danger.

Attributes of a Vigilant Community:• An organized and informed population

• Neighbors that know and watch out for one another• Citizens that are involved and volunteer in their communities

• Coordination between local government, public safety, emergency management, and the community

Community Vigilance

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Measurements of Vigilance:• Active, thriving neighborhood and community groups that

provide regular training for community policing• Cooperative partnerships between neighborhood and

community groups• High numbers of community volunteers

• Open communication and collaboration between local government, public safety, emergency management, and

community groups

Community Vigilance

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Activity: 5, Part 1 –Rating Community Vigilance

• On a scale from 1 (low) to 5 (high), how would you rate your community’s vigilance as it relates to your

problem?

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Prepared Definition: Subjected to a special process or treatment.

Attributes of Preparedness:• Adequate and operable equipment and supplies (both for

individual citizens and for infrastructure organizations)• A comprehensive written plan for action in a time of crisis

• A well trained team of emergency responders

Community Preparedness

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Measurements of Preparedness:

Equipment• Family Emergency Plan

Community Response Plans• Communication• Alarms• Neighborhood Watch• Crime Prevention• Weed and Seed

Training for professionals and volunteers• Community Policing• Problem Solving• CPTED

Community Preparedness

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Activity: 5, Part 2 –Rating Community Preparedness

• On a scale from 1 (low) to 5 (high), how would you rate your community’s preparedness as it relates to

your problem?

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Resilient Definition: Tending to recover from or adjust easily to misfortune or change.

Attributes of Resiliency: • Public and private infrastructure working together• Working partnerships throughout the community

• A commitment to problem solving and creative thinking• High levels of trust

• Information sharing throughout the community• Resources and information sharing with neighboring communities

Resilient Community

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Measurements of Resiliency:

• Established victim’s assistance programs• Infrastructure restoration plans

• Active citizen participation response and public safety programs

Resilient Community

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Activity: 5, Part 3 –Rating Community Resiliency

• On a scale from 1 (low) to 5 (high), how would you rate your community’s resiliency as it relates to your

problem?

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Post-Test

Question 1:

The GAP Analysis Process is a systematic vehicle thatuses the principle of looking back to plan forward.

a) True b) False

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Post- Test

Question 2:

Regional collaboration initiatives can be stabled by defining the following characteristics:

a) Interdependenciesb) County and State boundariesc) Vulnerabilitiesd) A & C onlye) All of the above

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Module III Wrap-Up

Can you:3-1 Identify regional threats effecting Tribal lands and surrounding

jurisdictions

3-2 Identify interdependencies, vulnerabilities, and protection incentives for regional problem

3-3 Understand how to evaluate regional capacity

3-4 Understand GAP Analysis process

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Module 4: Understanding Sovereignty for Collaboration

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Pre-Test

Question 1:

Understanding the historical reference of Indian Sovereignty is not important in establishing a community policing

initiative.

a) True b) False

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Pre-Test

Question 2:

MOU/MOA documents always contain the followingtenets:

a) Stakeholder identificationb) General overviewc) Affirmation tenetd) All of the above

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Pre-Test

Question 3:

MOU/MOA documents are binding contracts and most always include an element of budget or the exchange of monetary value.

a) Trueb) False

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At the conclusion of this module participants will be able to define and/or describe sovereignty rights along with the roles of their Federal, State and local government counterparts. The participants will discuss government to government practices and relations to develop strategies and innovative concepts.

Learning Objective

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At the conclusion of the module, participants will be able to:

4-1 Understanding the historical reference of sovereignty

4-2 Identify the important issues in first-steps in a regional collaboration agreement

4-3 Review model MOU/MOA agreement draft forms

4-4 Review successful past and ongoing regional collaboration projects, MOU/MOA agreements

4-5 Recognize how to plan a regional collaboration first-steps meeting to be held in the region

Enabling Objectives

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Understanding Sovereignty

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Primary Procedures and Policies for establishing or expanding a regionalization initiative:

• Regional Stakeholders must be brought together • A unified regional strategic plan must be developed• A timeline for achieving regionalization must be implemented• Regional operating documents must be prepared and executed• A research tool to assess regional capabilities and

preparedness must be secured• Understanding of historical reference to sovereignty

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Contemporary Tribal governments reflect each Tribe’s individual culture, its history, and the current needs of its citizens. Today, many Tribal governments combine their traditional governing institutions and/or programs that have been developed by the Federal Government.

Government / Leadership in Tribes

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• Power to Establish a Form of Government

• Power to Determine Membership

• Police Power

• Power to Administer Justice

• Power to Exclude Persons from the Reservation

• Power to Charter Business Organizations

• Sovereign Immunity

Fundamental Powers of Tribes

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Community GovernanceTribal community policing should be expanded throughout all of a community’s agencies.

The elements of community governance include:

• Partnership among municipal agencies • Partnerships with the community• Collaborative problem-solving efforts• Organizational change

150

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An entity having a stake, or interest, in the success of an

enterprise, business, movement, etc. An entity that is involved in

or affected by a course of action

Stakeholder

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When identifying stakeholders in your region, it is important to

include at the outset and for the duration of the Tribal community

policing regionalization initiative all Tribal and non-Tribal (Federal,

regional, local, and private) stakeholders in your region.

Stakeholder Identification

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Which stakeholders in your region are affected by your problem?

Who are the guardians/management of these stakeholders?

Activity: Step 6 – Stakeholders

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Stakeholder Participation

• Contact and Communicate with the

Stakeholders Identified for the Region

– Utilize Best Practices

– Avoid Common Pitfalls

• Be Receptive if you are a Stakeholder

Contacted for a Regionalization Initiative

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What can you do to garner participation for a Tribal criminal justice, law enforcement regionalization initiative from the stakeholders in your region?

What types of things would increase the likelihood of your participating in a tribal criminal justice, law enforcement regionalization initiative if you were

contacted to participate?

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Value of a Regional Collaborative Approach

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“If you know the enemy and know yourself you need not fear the results of a hundred battles.”

•Sun Tzu

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Key Fundamentals Underlying a Strategic Plan:

•An Understanding for the Major Events that might

have a Negative Impact on a Region

•An Understanding for the Critical Capabilities

Required to Prevent, Protect Against, Respond To,

and Recover from those Events

•An Understanding for the Community Policing

Capabilities and Preparedness of each Stakeholder in a Region

•A Willingness to Unite through Strategic Tribal and

Non-Tribal Partnerships and Collaboration

158

Development of a Strategic Plan

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Is anyone aware of a unified strategic plan for this region that has been memorialized in writing and that includes both Tribal and non-Tribal

stakeholders?

159

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• To Align Stakeholders and Resources in a Region with the Community Policing Capability and Preparedness Objectives for the Region

• To Set Risk Management Priorities for Establishing and Expanding Community Policing Capabilities and Preparedness in the Region

• To Allocate Resources Necessary for Establishing and Expanding Community Policing Capabilities and Preparedness in the Region

• To Develop the Future Unified Vision for the Community Policing Capabilities and Preparedness of the Region

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General Purposes

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• A Comprehensive Mission Statement

• A Description of General Goals and Objectives

• A Description of the Means and Strategies to Achieve the General Goals and Objectives

• Identification of Key Factors that May Affect Achievement of the General Goals and Objectives

• A Description and Schedule for Evaluations

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Basic Tenets

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Key Notable

It is important to remember that once the stakeholders in your

Tribal community policing justice regionalization initiative have

developed the strategic plan for the initiative, they must remember

to periodically review, update and revise that plan.

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Develop a mission statement that includes your group’s purpose and overall goal in working to resolve the previously identified challenge.

Activity: Step 7 – Mission Statement

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Implementing a Timeline for Regionalization

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• The success of a regionalization initiative will depend, in part, upon the time it takes to eliminate Community Policing capability and preparedness gaps

“We must use time as a tool, not as a couch.”

- John F. Kennedy

Timeline

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• General Purposes– To provide capability and preparedness planning reference

points– To establish capability and preparedness performance

deadlines– To assist each stakeholder with time management

• Basic Tenets– Identification of events– Identification of the responsibilities– Identification of the initiation date– Identification of the completion date

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Key Notable

• A community policing regionalization timeline must be an evolving document that continually expands with the Tribal community policing regionalization initiative.

• In setting the initiative and completion dates for each planned or projected event for your Tribal community policing regionalization initiative you must take into consideration the time differential for each stakeholder’s respective decision-making process.

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Are there any timelines that have been memorialized in writing in this region that include events, goals and objectives for both Tribal

and non-Tribal stakeholders?

Activity: Step 8 – Timelines

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Preparation and Execution of Regional Operating Documents

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Memorandum of Understanding (MOU)

Provide– Structural organization – Decision-making framework– Modes of communication and

collaboration– Demonstration of each

stakeholder’s “Good Faith Intention” to participate

– Means for promoting efficiency

Organizational Structure and Modus Operandi

Bylaws

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• Purposes of an MOU– Voluntarily Unites Tribal & Non-Tribal Stakeholders– Memorializes Each Stakeholder’s Good Faith Intentions

• Recommended General Tenets of an MOU– Identification of Stakeholders– General Overview of the Regionalization Initiative– Affirmation of Stakeholders

• See Exemplar MOU

Memorandum of Understanding (MOU)

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Are there any Community Policing MOUs that have been memorialized in writing in this region that include both

Tribal and non-Tribal stakeholders?

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• Purpose– Identifies the participatory management structure– Provides the method of operation for the structure

• Recommended General Tenets– The Organizational Structure – The Modus Operandi

Organizational Structure and Modus Operandi

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Are there any Organizational Structure and Modus Operandi documents that have been memorialized in writing in this region that include both Tribal and

non-Tribal stakeholders?

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Key Notable

The participatory management structure and its method of operation should emphasize a TEAM Approach,

wherein Together Everyone Achieves More.

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Bylaws• Purpose• Recommended General Tenets• Name and Location• Convening Authority• Mission and Purpose• Restrictions• Membership• Meeting Procedures• Voting Rights• Fiscal Management• Amendment Procedures

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Are there any Community Policing Bylaws that have been memorialized in writing in this region that include

both Tribal and non-Tribal stakeholders?

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Securing a Research Tool to Assess Regional Capabilities and

Preparedness

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• Purpose– To gather each stakeholder’s information

• Goal– All stakeholders utilize the same research tool

• Benefits– Compatible information sharing– Uniform analysis and data comparisons– Baselines, best practices & alerts– Gap assessment– Performance measurement

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• Exemplar Research Tool– See Indian Country Border Security and Tribal

Interoperability Pilot Program

Key Notable: The research tool should be

comprehensive, scientifically developed, and

peer-tested with regard to Community Policing capabilities

and preparedness.

Research Tool

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Has anyone ever participated in a research tool that gathered information about Tribal criminal justice

capabilities and preparedness? If so, describe what you were able to learn from the information gathered

by that tool?

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Post-Test

Question 1:

Understanding the historical reference of Indian Sovereignty is not important in establishing a community policing

initiative.

a) True b) False

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Post-Test

Question 2:

MOU/MOA documents always contain the followingtenets:

a) Stakeholder identificationb) General overviewc) Affirmation tenetd) All of the above

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Post-Test

Question 3:

MOU/MOA documents are binding contracts and most always include an element of budget or the exchange of monetary value.

a) Trueb) False

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Module IV Wrap-Up

Can you:

4-1 Understanding the historical reference of sovereignty

4-2 Identify the important issues in first-steps in a regional

collaboration agreement

4-3 Review model MOU/MOA agreement draft forms

4-4 Review successful past and ongoing regional

collaboration projects, MOU/MOA agreements

4-5 Recognize how to plan a regional collaboration first-

steps meeting to be held in the region

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Module 5: Partnership and Stakeholder Resources

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Question 1:

PL 93-638 was legislation that provides a mechanism by which tribes may contract with the Federal

Government to perform functions in Tribal Territory.

a) True b) False

Pre-Test

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Question 2:

PL 280 applies to all Tribal lands, entities, and nations.

a) True b) False

Pre-Test

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Question 3:

Cultural misunderstanding is usually not a pitfall when working with non Tribal partnerships.

a) True b) False

Pre-Test

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At the conclusion of this module participants will be able to list public safety, Tribal and

community resources. Instructors will provide a conclusion for the discussion and

administer the post test.

Learning Objective

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At the conclusion of the module, participants will be able to:

5-1 Recognize how PL 93-638 relates to regional collaboration in addressing crime problems and creating best practice

approaches

5-2 Recognize how PL 83-280 relates to regional collaboration in addressing crime problems and creating best practice

approaches

5-3 List Tribal stakeholders within their region and practices, common pitfalls, and additional insights for working with various

stakeholders

5-4 List non-Tribal stakeholders within their region and the best practices, common pitfall and additional insights for working with

various stakeholders

Enabling Objectives

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Stakeholders

There are a number of different types of stakeholders that are

important to a Tribal community policing regionalization initiative. • Tribal stakeholders are comprised of all Federally-

recognized Tribes• Non-Tribal stakeholders are comprised of all Federal, State, and local governmental stakeholders, as well as private or non-

governmental stakeholders.

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• PL 93-638• The Indian Self-Determination and Education Assistance Act• Recognized government-to-government relations• Provides the mechanism by which Tribes may contract with

the Federal government

• PL 83-280• Shifted Federal jurisdiction over offenses involving Tribes in

Tribal Territory (6 States mandatory & 10 States opted-In)• Retrocession provision • Jurisdictional uncertainty & funding obstacles

Tribal Stakeholders

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Which stakeholders in your region are affected by your problem?

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• Contact Identification• Communication

• Information and Intelligence Sharing• Recognition of sovereignty

• Respect• Host Sites

• Cross Jurisdiction Deputization• Advance Notice

Best Practices for Working with Tribal Stakeholders

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What additional “best practices” can you identify for working with Tribal stakeholders?

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• Common Pitfalls to Avoid in Working with Tribal Stakeholders• Failure to Include and Inform Tribes

• Failure to Recognize Tribal Differences• Lack of Sensitivity for Tribal Culture and Tradition• Failure to Communicate on a Grass Roots Level

Common Pitfalls to Avoid in Working with Tribal stakeholders

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What pitfalls will you encounter during the process of addressing your problem with the group?

Activity: Step 9 – Pitfalls

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“Tidbits” about the Decision-Making Process of Tribal Stakeholders

• Tribal Governing Bodies Vary

• Approval Process

• What additional insight can you identify about the decision making process of Tribal stakeholders?

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What additional insights can you identify about the decision making process of Tribal stakeholders?

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Non-Tribal Stakeholders

• Federal Stakeholders

• State Stakeholders

• Local Stakeholders

• Private or Non-Governmental Stakeholders

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– Department of Justice – U.S. Bureau of Indian Affairs – U.S. Drug Enforcement Administration – Federal Bureau of Investigation – Indian Health Service – Bureau of Alcohol, Tobacco, Firearms and Explosives – Bureau of Land Management – United States Food & Drug Administration – Animal and Plant Health Inspection Service – National Park Service – U.S. Environmental Protection Agency – U.S. Fish and Wildlife – U.S. Centers for Disease Control – U.S. Marshal Service

Federal Stakeholders

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Who are the Federal Stakeholders with a physical presence within your region?

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• Contact Identification• Communication• Information and Intelligence Sharing• Knowledge about Community policing• Participation• Utilization of Available Resources

Best Practices for Working with Federal Stakeholders

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What additional “best practices” can you identify for working with Federal stakeholders?

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• Lack of Trust• Lack of Understanding Concerning Limitations

Common Pitfalls to Avoid in Working with Federal stakeholders

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What additional “common pitfalls to avoid” can you identify for working with Federal stakeholders?

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“Tidbits” about the Decision-Making Process of Federal Stakeholders

• Priorities• Time

• Sensitivity• Agent Development

• Interactive Drills and Exercises

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What additional insights can you identify about the decision making process of Federal stakeholders?

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The State stakeholders in a Tribal regionalization initiative are the State governments and their respective departments and agencies who have a presence in your

region.

State Stakeholders

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Who are the State stakeholders in your region?

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• Contact Identification• Communication• Information and Intelligence Sharing• Participation

Best Practices for Working with State Stakeholders

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What additional “best practices” can you identify for working with State stakeholders?

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• Lack of Trust• Being Influenced by Inter-Office Rivalries

Common Pitfalls to Avoid in Working with State stakeholders

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What additional “common pitfalls to avoid” can you identify for working with State stakeholders?

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“Tidbits” about the Decision-Making Process of State Stakeholders

• Community Outreach Representative• State Public Safety Department and Agents• Time• Interactive Drills and Exercises

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What additional insights can you identify about the decision making process of State stakeholders?

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The local stakeholders in a Tribal community policing regionalization initiative are generally the counties and

cities who have a presence in your region.

Local Stakeholders

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Who are the local stakeholders in your region?

Local Stakeholders

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• Contact Identification• Communication

• Information and Intelligence Sharing• Joint Task Forces

• Community Policing Principles

Best Practices for Working with Local Stakeholders

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What additional “best practices” can you identify for working with Local stakeholders?

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• Being Influenced by Rivalries• Failure to Realize the Impact of Obstacles to

Communication Interoperability

Common Pitfalls to Avoid in Working with Local Stakeholders

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What additional “common pitfalls to avoid” can you identify for working with Local stakeholders?

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“Tidbits” about the Decision-Making Process of Local Stakeholders

• Elected Officials, Councils and Boards

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What additional insights can you identify about the decision making process of local stakeholders?

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The private or non-governmental stakeholders in a Tribal community policing regionalization initiative pertain to any entity that is privately ran and/or not

formally related to any Federal, State, local or Tribal government.

Private or Non-Governmental Stakeholders

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Who are the private or non-governmental stakeholders in your region?

Private or Non-Governmental Stakeholders

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• Contact Identification• Communication• Liaison Services

• Repositories of Information

Best Practices for Working with Private or Non-Governmental

Stakeholders

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What additional “best practices” can you identify for working with Private or Non-Governmental

stakeholders?

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• Time and Expense

Common Pitfalls to Avoid in Working with Private or Non-Governmental Stakeholders

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What additional “common pitfalls to avoid” can you identify for working with Private or Non-Governmental

stakeholders?

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“Tidbits” about the Decision-Making Process of Private or Non-

Governmental Stakeholders

• Neutrality• Quick Decisions

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What additional insights can you identify about the decision making process of private of non-

governmental stakeholders?

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Question 1:

PL 93-638 was legislation that provides a mechanism by which Tribes may contract with the Federal

Government to perform functions in Tribal Territory.

a) True b) False

Post-Test

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Question 2:

PL 280 applies to all Tribal lands, entities, and nations.

a) True b) False

Post-Test

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Question 3:

Cultural misunderstanding is usually not a pitfall when working with non Tribal partnerships.

a) True b) False

Post-Test

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Module V Wrap-Up

Can you:

5-1 Recognize how PL 93-638 relates to regional collaboration in

addressing crime problems and creating best practice approaches

5-2 Recognize how PL 83-280 relates to regional collaboration in

addressing crime problems and creating best practice approaches

5-3 List Tribal stakeholders within their region and practices, common pitfalls, and additional insights for working with various stakeholders

5-4 List non-Tribal stakeholders within their region and the best practices, common pitfall and additional insights for working with various stakeholders

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Evaluations