News flash: The Winnipeg Police Service — with roughly 2,000 employees and multiple divisions, mandates and priorities — is a large bureaucratic work environment that experiences human-resource headaches, policy-wonkery and management-employee conflicts.
Anyone else find the above statement a bit of a truism?
Because, at the end of the day, that’s really what’s being revealed at a Manitoba Labour Board hearing into a dispute between Sgt. James Jewell and WPS management over the so-called “1+1+1” transfer policy brought in a couple of years ago (see footnote).
Jewell’s stated concern — up until recently a supervising officer in the homicide unit — is that a policy of transferring people out of the “high-stakes” unit after a maximum of three years doesn’t meet the needs the complex cases require.
He feels he’s been unfairly punished by being transferred out of the unit for taking his concerns over the heads of his supervisors to the police brass.
His supervisors deny this is the case.
Anyone who has seen a homicide cop undergo cross-examination in a murder trial will understand: Jewell’s point is sound. You have to know your stuff or risk getting torn to shreds.
Some (but not all) homicide cases are complex and require focus, dedication and — as Jewell asserts — experience in homicide investigation to investigate and prosecute successfully.
His superiors suggest that’s not necessarily the case.
“To get good at homicide, you’ve got to know homicide, correct?,” Jewell’s lawyer, Keith LaBossiere asked Staff Sgt. Mike Stephens on Friday.
“I don’t draw the parallel, I’m sorry,” Stephens replied.
I attended yesterday afternoon strictly out of interest as a private citizen (but reserved the right to blog on what I took away from it).
I wrote about the transfer policy for the Free Press in 2009, when the service was drafting it.
Much of what’s been revealed at the current hearing echoes concerns raised by the police union (actually a bargaining association) at the time.
But setting aside the stated concerns about the policy for just a sec, there is another side to it.
My limited understanding of the need for the term limits (from the executive’s perspective) was that it was to ensure front-line, street level operations and officers have veteran guidance as new officers come on to the force and do their mandatory general patrol time.
From a core public-safety position, that seems and sounds reasonable.
But at issue really here is how, (as stated above), there’s a steep learning curve for murder police, and it’s not much of a leap to believe having them come and go from the unit too quickly can reduce institutional knowledge and case continuity as well as the mentoring of new investigators. That can be said to have a negative influence on the goal: public safety and enforcement of the law. Nobody wants murderers walking the streets.
A thought experiment: Imagine if the Free Press decided to move McIntyre out of the courthouse and put a GA reporter (not an inexperienced one, but one lacking systemic knowledge) there. There’s no doubt that over time, the newbie would ‘get it,’ but you hire a McIntyre, see his skills and keep him there for a reason. Simply put: He’s learned the ropes, produces original stuff and it just seemingly wouldn’t make sense to lose his experience in that genre in a high-stakes media landscape.
[UPDATE, Monday July 11: After thinking about this further, a glaring omission struck me that I should have mentioned — The key difference is that reporters don’t solve serious violent crimes, nor typically risk their lives. There are naturally rare exceptions, but…]
But — a conjunction which segues into the point I wish to make: like it or lump it, there’s a caveat when you don’t sign your own paycheques.
Management reserves the right to…
There’s two competing sides that I can articulate at this time: One faction says the WPS brass is hampering its core public-safety goal through its own internal policy. The other suggests new direction is needed; that other priorities — AKA building for the future — are at play here, that like any corporation or bureaucracy, those who run it have to have the discretion to make changes as they see fit.
In other words, a rock and a hard place. For all involved. No matter how this plays out, it’s hard to say if there’s a way of seeing if there will be a clear “winner” or “loser.”
Naturally, at issue in Jewell’s case is whether he was treated fairly in the circumstances.
A final note:
I’d suspect there’s an uneasy feeling on the fifth floor of the PSB given the details about the internal operations of homicide and HR activities being revealed at the MLB hearing.
For years, the force has taken great lengths to try and ensure the internal operations of the WPS stay on the down-low, that its public messaging stays focused. And yes, that access to such internal information often be denied.
But what we’ve seen over the last week is that there’s been no great calamity because the public got a glimpse of how the quote-unquote elite homicide unit operates, that there’s fraction and friction and internal conflict and politics at play.
In my personal view, it has served as a reminder that the cop you see on the street, the one that may be your neighbour or fishing buddy, faces the same workplace frustrations as virtually all citizens who work for someone else do.
In effect, it’s been terribly humanizing.
In Division 40 – WPS policy states there are maximum assignment lengths of:
Constable — three years (one year guaranteed and each of the other two years reviewable each year)
Det. Sergeants — four years maximum.
Most if not all, when assigned to the division, stay for the maximum allotment without being transferred out at the direction of the management.