T O T H E R C M P L E A R N I N G M A P S

CAPRA
Problem Solving Model

Royal Canadian Gendarmerie royale

Mounted Police du Canada Canada
INTRODUCTION

This is a learning tool designed to increase your understanding of

the RCMP Community Policing Problem Solving Model, CAPRA. It is
intended to promote discussion in small groups of employees, clients
and partners of the Royal Canadian Mounted Police. By following the
discussion points below, you can learn more about community polic-
ing, and how its principles apply to how we work as an organization.
Community policing is defined by the RCMP as problem solving in part-
nership with clients/communities to ensure continuous improvement in
service delivery. You can share thoughts and ideas with the members
of your group, and discuss how the RCMP can best work with com-
munities to provide quality service.
This learning map is designed with open space to write down any
ideas and suggestions. (Erasable, black, dry markers or sticky notes
are ideal for this purpose.) The discussion points below will help you
understand how a problem solving approach could help you to better
resolve your work-related challenges.

GETTING STARTED ^

The images on this map are an extension of the ideas presented in

The Evolution of Policing in the RCMP map. The evolution map pro-
vides an insight into the necessity for changes to police service delivery.
CAPRA is a model for providing quality service, protection, enforce-
ment and prevention, in partnership with clients/communities within
today's context.
The model emphasizes the importance of:
• developing and maintaining partnerships and trust within
communities/the workforce to establish priorities for ser-
vice delivery and preventive problem solving;
• understanding our clients' perspectives on work-related
matters for establishing priorities and potential partnerships
in service delivery; and
• encouraging ongoing feedback for continuous improvement.

CAPRA is a unique operational model in that it provides an oppor-

tunity for you to exercise any combination of service, protection,
prevention and enforcement, whether a problem exists or a potential
problem can be prevented. CAPRA is more than a problem solving
model. It is designed to assist the police officer or other members of
the work force to anticipate problems and to prevent problems from
arising, where appropriate, in consultation with partners, as much as
it is to resolve problems through multi-disciplinary, inter-agency and
consultative processes. It applies to enforcement as much as it does to
prevention. It applies to every aspect of police internal organizational
service delivery. It is a method of service delivery that focuses on pro-
viding the best quality service by reflecting an understanding of clients'
needs, demands and expectations and, where possible, using partner-
ship approaches.
The objective of this discussion/exercise, then, is to provide you
with practice in applying the model to:
• identifying existing or potential problems and related issue;
• acquiring and analysing pertinent information;
• enlisting appropriate partners for the situation at hand;
• generating and selecting responses [options); and
• continuously improving service delivery.

Group discussions are ideal for this purpose, because they give you
the opportunity to build on other people's ideas. You'll see how
CAPRA applies to a variety of work environments that involve chal-
lenges with:
• policy
• front-line work
• police management issues

For today, read the narrative information out loud (represented by

the *J* symbol). The questions that follow are intended to stimulate
group discussions. On our own, we often come up with great ideas on
how to solve our own problems, but group discussion of these issues
will almost always result in a more manageable and effective solution.
Some anticipated responses have been listed to assist you in stimulat-
ing discussion, if necessary.
As the facilitator, estimate how much time you might spend on each
section of the diagram before you start the session. It's a good idea to
leave some time at the end of the session for discussion of findings, an
assessment of the session and next steps (e.g., how to use this new
information).
Before you start, remind group members that there are no right or
wrong answers; some people may interpret the images and questions
differently, given their backgrounds and working environments.
Debate should be encouraged when appropriate.
SECTION ONE

C = Clients

• The left side of the diagram shows an open faced building

in which a meeting is being conducted. A consultative meeting
is one method of getting to know your clients. There are differ-
ent participants around the table, discussing and taking note of
the issues that concern them.
The purpose of this meeting is to allow all participants to learn
one another's point of view. It promotes a better understanding
of what causes concern, for whom, and why. Through this
process, participants can clearly define and prioritize their prob-
lems and concerns. The result is that proposed directions or
solutions will better address all participants' concerns and thus
be more likely to enlist their commitment to partnership
approaches in this and future situations. •

Who are direct clients? Indirect clients?

• Direct clients are people with whom you come into contact
on a daily basis in service delivery or in problem-solving
situations and include individual citizens (suspects, victims,
witnesses, concerned citizens, etc.) concerned citizen
groups, internal clients (SEC, policy centres, regions, divi-
sions, individual employees, etc.) and various agencies and
departments.
• Indirect clients are people with whom you do not necessarily
come into direct contact, but who are affected by the out-
come of your efforts. These indirect clients might include
business communities (where, for example, a series of
thefts have occurred); interest groups (e.g. women's
groups, where, for example, a sexual assault has occurred);
cultural groups (where, for example, discriminatory prac-
tices have occurred in the workplace); taxpayers (where, for
example, expenditures exceed value added).

What are some other ways of "getting to know" your clients?

 • We should be continuously renewing our working relation-
ships to ensure that the services we provide and the partnerships
we establish are helping to ensure safe homes and communities
and a productive working environment. By establishing trust
within clients/communities, we gain access to information,
which is essential to preventing and resolving crime-related or
internal organizational problems. The better we know the capa-
bilities of our partners, the more likely we are to quickly and
effectively address situations that arise.
For example:
• How well do you actually know your clients? What are their
needs, demands, expectations?
• What is the nature of your relationship with your clients?
• Who is affected by the work that you do?
* How do you suppose it would affect them?

Getting to know your clients promotes efficiency. You know

what expectations you are facing, and can therefore more effec-
tively address people's concerns. Such knowledge can also help
you to more appropriately allocate resources. It gives you time to
develop appropriate plans and strategies from a well informed
perspective. Your commitment to finding a mutually agreed solu-
tion to a shared problem will serve both you and your client
well.*>
SECTION TWO

A = Acquire/Analyse Information

• The map provides examples of who to turn to for informa-

tion -- people you work with, people who work in community
police offices, the town hall, a banking institution, a restaurant, a
school and citizens generally. Information collected as part of a
community profiling process, or a work orientation session will
be of value to you in future problem-solving situations. •

What is the importance of acquiring and analysing information?

• to fully understand what the problem is, what the issues are,
who is involved , where and when the situation occurred
and how it might best be addressed - given your direct and
indirect clients' perspectives; ,
• to identify competing interests (needs, demands and expec-
tations) ;
• to put yourself in the best position to manage the competing
interests in a manner that will ensure that al! participants feel
that the situation was handled fairly;
• to determine who your primary client should be, and
• to determine what your options are and what the best solu-
tion might be.

• The more information you have and the better your analy-
sis in terms of the clients' perspectives, the more likely you are to
define the problem appropriately in terms of the clients' needs
and arrive at a mutually agreed response or solution to a problem.
Keep in mind that the information you acquire and analyse will
also inform you of what's best for the clients, in terms of balanc-
ing their sometimes competing interests. •>

What competencies might you employ in order to understand

and be able to use the information you have acquired, to better
solve on-the-job problems?
• crime analysis
• leadership
SECTION THREE

P = Partnerships

• Developing and maintaining partnerships is the third ele-

ment of this operational model. Partners are individuals or
groups who can assist you in providing quality service. They
may be internal or external to the RCMP or your unit within the
RCMP. Partnerships, like friendships, are established, based on
trust. People who feel that they have been fairly treated in the
past will not hesitate to assist you in subsequent endeavours. In
the interest of ensuring timely and quality responses, partner-
ships should be established before there is a problem and contin-
gency plans should be established to address the most typical
kinds of work-related situations that arise. Partnerships should
result in mutual benefits.•
i
Who are your partners in your work situation?
• colleagues
• specialized units
• experts
• witnesses
* community groups
* DSRRs

What competencies might you need to establish partnerships?

• integrity
• leadership
• effective communication
• interpersonal skills
• client orientation
• the ability to recognize shared interests
• respect for human dignity

How should you approach establishing partnerships?

• identify the potential roles of the partners in police/work-
related matters
• identify shared interests and concerns
• prioritize your concerns
• establish the benefits of working together
 • establish contingency plans or an action plan
• establish evaluation criteria to assess mutually agreed
directions
• agree to provide continual feedback to ensure continuous
improvement culture?

• You may wish to gather information that you feel may be

relevant about the agency/person with whom you wish to part-
ner. You may be able to do this from a pamphlet or from some-
one you know who works at the agency or with the individual.
From here, you can arrange an informal meeting, whether it be
by phone, or in person. The information you collect in advance
of a meeting will likely give you insights on how to more effec-
tively reach your common goals. •
SECTION FOUR

R = Response

• Once you have identified a potential or existing problem and

related issues, understood who your clients are and their needs
and gathered and analysed relevant information from appropriate
sources and partners, you should be ready to generate, with your
partners, if appropriate, response options and select the best
response in light of your primary clients' needs.•>

Here is a list and a brief explanation of types of responses

available to you:

Service:
• products and assistance to clients (public, communities,
individual citizens, directorates/divisions/regions, branches,
units or individual employees). Referral of the public to
partner agencies, assistance to employees through partners
in support programs. Provision of information and training.

Protection:

• of the public interest, victims, or individuals or groups of

employees affected by the problem {e.g., safety issues), in
partnership with community agencies and experts, where
appropriate.

Enforcement and Alternatives:

• enforcement will always be an important part of policing, as
it is the mandate of the police to uphold the law. As statis-
tics show, however, enforcement alone is not always the
best response -- it does not always deter people from
breaking the law, and doesn't address why the law was bro-
ken in the first place. Some problems, such as a general
fear of crime or community disputes, do not lend them-
selves readily to enforcement. Law, policy and regulations
enforcement apply in the work place as well (RCMP Act,
Official Languages Act, Administration Manual, etc.).
 • communication skills
• interpersonal skills
• time management skills
• research skills
• client orientation

Who/what are potential sources of information for analysis?

• police dog services

• hospitals
• CPIC/PIRS database
• libraries
• community task forces
• an experienced co-worker/expert
 Prevention:
• preventing the problem from occurring or from escalating
by addressing contributing factors to the broad problem
rather than specific incidents or manifestations of the issue.
Prevention applies both within the organization and police
service delivery.

• Depending on your goals which can range from problem

elimination or reduction; reduction of harm/impact; improve-
ment of response and reallocation of responsibility, you can use
any combination of these four types of responses.
There are a number of strategies you can use: providing infor-
mation, education; establishing community preventative pro-
grams/inter-agency approaches to service delivery/community
regulations; community mobilization; and use of alternatives to
enforcement approaches to problem resolution. Focused atten-
tion to response options available may lead you to solutions dif-
ferent from those you might instinctively have chosen. Once you
have selected an option, you may require additional information
to implement it. •

Why is it important to set goals and keep notes on actions

taken?
• to select the best option to accomplish the goal
• to monitor the effectiveness of the option selected
• to select different options where appropriate to ensure that
the goals are, in fact, met.
SECTION FIVE

A = Assessment of Action taken

• On the map, all of the images that show communication

between the police and the community, represent assessment and
evaluation for continuous improvement. Similarly, communica-
tion among RCMP units, branches, directorates, divisions and
regions is essential to continuous improvement. Continuous
feedback helps to ensure that you are indeed delivering services
that the community/your clients, need and want. Evaluation
seeks to avoid the maintenance of 'stale' services, services which,
as a result of constantly changing situations and demands, no
longer add value. •

What do you think are the key points of assessment?

• to establish agreed to criteria for evaluation that address
value added and quality service
• to compare service delivered to internally and/or externally
agreed to standards
• to ensure that clients are included in the feedback loop
• to assess performance and possible areas for improvement
• to identify trends and opportunities for prevention

Here are some tips to ensure that your assessment yields

effective results.

• At the outset, determine appropriate time lines for evalua-

tion, but be prepared to adapt them as required.
• Determine what method of assessment you might use --
self analysis; input from clients and communities; statistical
analyses; examination of trends (before and after).
• When choosing your response, keep your goals in mind.
Write them down and keep them realistic and simple.
• Take note of unexpected consequences of actions taken,
both negative and positive.
• Note what worked particularly well and what did not and
identify contributing factors. (This has implications for how
you might respond in the future.)
SECTION SIX

Into the real world

how does it work?

• Let's review the CAPRA model at the bottom centre of this

diagram. At the core are a variety of clients. Their perspectives
are essential to appropriate identification of problems and issues.
Their concerns will inform police priorities. They are sources of
information that will inform the selection of effective response
options. They are potential partners in service delivery. Finally,
their feedback is essential to the continuous improvement of
police service delivery. CAPRA then is a client-centred, commu-
nity policing problem solving model which by design will lead to
continuous learning and improvement •
NOTE TO FACILITATOR: at the end of this booklet are ques-
tionnaires that can be photocopied and distributed to each group.
Each scenario is divided into several parts for hand outs when
appropriate.

13
CAPRA in action - a police-related situation
PART I OF SCENARIO

• A school principal is receiving complaints from the school

bus drivers because people are not using the designated cross-
walk in front of the school. Also, cars are parked inappropriately.
NOTE : Hand out Part I of Scenario

Who are the clients (direct, indirect)?

• The direct clients are the school bus driver and the school
principal. The indirect clients are the pedestrians whose
safety may be at risk and their parents, families and/or
friends.

What seems to be the problem? What are the issues?

i

• The problem is not yet clear. It seems to be a safety con-

cern of the bus driver caused by people not using the cross-
walk and inappropriately parked cars.

What are your clients' perspectives on the problem (needs,

demands, expectations)?
• The clients' perspectives on the problem are not yet known.
This information must be obtained through interviews with
them.

What additional information is needed?

• Additional information should be gathered through observa-
tion of the situation at the times of arrival and departure
from the school.

What/Who are the sources for that information?

• Sources of information include the school bus drivers,
principal, and school crossing guards.

Who are your potential partners in defining the problem and

acquiring the information?
• Potential partners include the school principal who could
communicate cautions to the children, the coordinator of the
crossing guard program and crossing guards, community

14
 media (newspapers, radio, television), and the municipality
with regard to bylaws and availability of safe parking spots
and clearly designated crosswalks.

How will you acquire and analyse the information in partner-

ship, where possible and appropriate?
• Talk to the principal, bus drivers and crossing guards and
observe the situation when students are being dropped off
and picked up from school, to determine the problem and
possible solutions. Have a meeting with those involved to
select options.

PART II OF SCENARIO

• You visit the school and interview the principal. He tells

you that parents who come to pick up their children after school
often ignore the student crosswalk and jaywalk across the street
to their parked cars. The bus drivers cannot pull out for fear of
hitting pedestrians. Cars are being parked in private driveways,
and in front of "No Parking" signs. You speak to several of the
crossing guards, who are parents and doing the work on a vol-
untary basis, and they tell you that they are given no respect and
what they do is a joke. You observe the arrival and departure of
vehicles on a school day and discover that the same situation
exists when children are dropped off at the school in the morn-
ing. •
NOTE : Hand out Part II of Scenario

In light of the additional information you gathered:

What is the problem?

• Now more clients have been identified (parents, children
and crossing guards). The problem is more clearly related
to safety and the expectations of the caller seem to be that
the police could assist in preventing this situation from
recurring.

What are the issues?

• A number of issues have been raised:
i) Parents are setting a bad example for the children, by
jaywalking.
ii) The crossing guards see their efforts as making no
 difference.
iii) Inadequate legal parking spots available for drop off and
pick up of children.
iv) The bus drivers are concerned for the safety of both the
children and the parents jaywalking, and darting out in front
of the buses, and other traffic.

Is there additional information that you require (e.g., why the

rules are being ignored)?
• It would be important to understand why the rules are being
ignored before considering options. (For example, have
the offending parents considered the potential conse-
quences of their actions and the message of disrespect for
the law that their behaviour is conveying to their children?)

What options are available?

• The options available are varied and involve different
potential partners:

Which partners can you work with?

• Principal, parents associations or representatives, municipality,
student council, crossing guards coordinator and crossing
guards.

Which option (s) would you select?

• Meet with partners, together if possible to come up with
possible solutions. Have designated pick up and drop off
zones. Issue tickets and have vehicles towed.

The options available are varied and involve different potential

partners:

NOTE : Hand out Chart of Scenario

16
OPTIONS PARTNERS

1. Designated drop off/ Municipality, school

pick-up zones for personnel, crossing
children transported by guard program
parents at a distance coordinator and
from the bus stop. crossing guards.

2. Move the crosswalk Municipality

further away from the
bus stop.

3. Establish an intermittent School, student council.

schedule for buses
and vehicle pick ups
and drop offs.

4. Have police ticket jay- Towing company.

walkers and vehicles
illegally parked. Have
repeat offenders towed.

5. Have a problem solving Principal, student council,

session with all of the crossing guard coordinator,
players school bus drivers, munici-
pality and parents repre-
sentative

6. Other

Which of the above options would you select? Why?

What strategies would you use to implement your response?

Who would be your primary partners in implementing your

selected strategy?
PART III OF THE SCENARIO

• After consultation with your partners, you decide to have

the police issue tickets and educate offenders. Such a response
would involve enforcement (ticketing), protection (of pedestri-
ans) and prevention (advising offenders of potential conse-
quences, and the bus driver's concerns while issuing the tickets).
This strategy improves the problem within two weeks and, as a
group, you decide to discontinue the police presence. Within two
weeks, the principal presents a report to the consultative group
indicating that the bus drivers are still raising the same concerns.
•
NOTE : Hand out Part III of Scenario

What criteria would you use to determine whether your

response was successful?

• Increase or decrease in number of incidents of inappropri-

ate parking and jaywalking; number of incidents of pedestri-
ans not using the cross walk.

How well did the response work, in light of the criteria of evalu-
ation that you established?
• Not well.

What worked? What didn't work? How could the response

have been improved?
• Enforcement worked in the short term but did not funda-
mentally address the problem. Full-time police presence
would be a cost ineffective solution.

As a result of the assessment of the implemented strategy,

what would be your next step?
• Consult with parents and have them generate alternative
strategies; e.g., have the parents monitor the parking, advis-
ing parents who are improperly parked that they are putting
their children at risk and unnecessarily creating risks for the
bus driyer (community mobilization).
• Other options listed above.
CAPRA in action - a personnel management situation
PART I OF SCENARIO

• You have just been assigned as a manager of an RCMP

administration support unit. One of your employees, Kelly,
expresses frustration about all the changes going on in the RCMP.
She reads most of the communication that comes over E-mail,
and it seems like things are more confused than ever. Other per-
sonnel in the unit also seem to be overwhelmed by the number
of changes and the amount of information being communicated.
Although all the unit members are enthusiastic and hard working
employees, doubts about their future roles seem to be increasing
and affecting their productivity. •
NOTE : Hand out Part I of Scenario

What seems to be the problem?

• The problem seems to be lack of productivity; demoraliza-
tion of personnel within the unit. i

What are the issues?

• The issues seem to be the number of changes that are

occurring, the amount of information being communicated
and the uncertainty about whether personnel will maintain
their jobs.

Who are the clients (direct, indirect)?

• The direct clients are Kelly and the other members of the
unit. Indirect clients include their families and all those who
have to live with the consequences of their uncertainty.
Also, those being served by this unit are indirectly affected
by the lack of productivity of the unit.

What are their perspectives on the problem (needs, demands,

expectations)?
• Kelly is frustrated by the amount of change and communica-
tion on the changes. Other members of the unit are over-
whelmed by the changes and are concerned about their
future in the RCMP.
 What additional information is needed?
• We need to know more about the specific concerns of each
of the individuals involved. We also need to know what
changes have occurred and access the messages that have
been communicated.

What/who are the sources for that information?

* This information can be obtained through interviews with the
unit members, and from the communication providers (E-
mail messages, etc.)

Who are your potential partners in defining the problem and

acquiring the information?

• Potential partners include unit members and communica-

tions providers, experts on dealing with personnel problems.

How will you acquire and analyse the information in partner-

ship, where possible and appropriate?

• Information can be accessed through individual interviews,

and discussions in focus group sessions.

PART H OF THE SCENARIO

• You interview Kelly and confirm that she feels that there is
too much information being provided and discover that very lit-
tle of it addresses real concerns. She wishes to know when deci-
sions will be made, whether decisions may result in job loss, and
whether there is a forum through which she can participate in the
process. The other members of the unit voice similar concerns.
They also add that they would like to know what their options
would be if they were to lose their job and whether there is any-
one they could speak with to assist them in developing contin-
gency plans.
You obtain copies of all the communications on organization-
al change that have been issued in the last six months and speak
with the originators of the communication about their intent.
You discover that the likelihood of anyone losing their job is very
slim. It is far more likely that personnel may be redeployed and
their roles may change. You also learn that training will be pro-
vided where necessary, if the changes warrant additional devel-
opment. Moreover, you find out that the changes are being
designed in consultation with personnel and that there are
avenues available for people to participate.•
NOTE : Hand out Part II of Scenario

In light of the additional information you gathered:

What are the problems/issues?

Is there additional information that you require?

What options are available?

Which partners can you work with?

Which option (s) would you select?

One new issue has been raised which requires a redefinition

of the problem. The problem is not the amount of information,
but that the information being provided is not addressing the
employees' specific concerns.You have sufficient information to
proceed with generating strategies to address the problem.•
The options available are varied and involve different potential
partners:
NOTE : Hand out chart of Scenario

21
 OPTIONS PARTNERS
i

1. Organize a unit meeting Unit members

and advise the unit
members of your findings
and together discuss
next steps.

2. Raise the issues of concern People who direct and

to your employees with the write the communications.
initiators of the communica-
ctions and request that they
address the concerns directly
in the next communication.

3. Have each unit member act Unit members

on issues of concern
to them individually given
the information provided.

4. Arrange for learning op- Unit members, training

portunities for unit members personnel, consultants,
on change management compensation personnel
and contingency planning
and the policy on workforce
adjustment.

5. Have one member of the unit Members of the transition

identify how those interested team
in participating can contribute
in the change process and
report back to the unit by
attending a transition team
session.

6. Other

Which of the above options would you select? Why?

What strategies would you use to implement your response?

Who would be your primary partners in implementing your select-

ed strategy?
PART III OF THE SCENARIO

• The next communication issue specifically addresses the issues

raised by the employees in your unit and asks that employees send in
their questions to ensure more relevant information is provided in the
future. The editor of the publication advises you that the response
from employees has been extremely favourable and asks you to pass on
his thanks to your employees for their suggestions. As a result of the
training you provide your employees, one of them initiates a project
with your approval to work with the unit members to determine which
activities you are currently doing provide added value and whether
those activities could be more efficiently performed. The purpose of
the exercise is to manage impending change rather than have it
imposed on the unit. Another employee puts forward a suggestion to
the transition team which is very favourably received and is acted on.
For the most part, morale and productivity improve considerably, how-
ever, Kelly continues to complain and be disruptive. •>

NOTE : Hand out Part III of Scenario

Given the feedback above, how well did you do? What criteria
would you use to determine whether your response was suc-
cessful?

• The level of productivity and the level of morale.

What additional options might you consider?

• Interview Kelly, explain the impact she may have on the
other employees whose attitudes have improved consider-
ably, if she continues to complain. Try to determine more
specifically what her current complaints are and generate
with her constructive strategies to address these issues.
* Other

How could you prevent a similar situation arising in the future?

• Provide learning opportunities to unit members in advance
of changes.
* Put mechanisms in place to allow employees to address
concerns as they arise.
• Provide suggestions to the communications unit of the kinds
of information of interest to employees in advance of their
publication.
• Other
REMINDER

• In management situations all response types apply:

Enforcement:
• compliance with Policy and the RCMP Act, Official
Languages Act, etc.

Protection:
• Safety issues in the work environment, providing all neces-
sary information to warrant accountability.

Service:
• Providing training and information and support systems to
the employee, providing products and services to clients
(e.g., other directorates, operational personnel, etc.)

Prevention:
• Trend analysis to determine contributing factors to problems
to avoid their recurrence. Anticipating potential problems
and involving all stakeholders in problem solving sessions to
develop strategies to prevent their occurrence. •
Participants
Questionnaire for
CAPRA
Problem Solving Model
CAPRA in action - a police-related situation
PART 1 OF SCENARIO

A school principal is receiving complaints from the school bus drivers because
people are not using the designated crosswalk in front of the school. Also, cars
are parked inappropriately.
Who are the clients (direct, indirect)?

What seems to be the problem? What are the issues?

What are your clients' perspectives on the problem (needs, demands, expectations)?
What additional information is needed?

What/Who are the sources for that information?

Who are your potential partners in defining the problem and acquiring the infonvation?

How will you acquire and analyse the information in partnership, where possible
and appropriate?
PART II OF SCENARIO

You visit the school and interview the principal. He tells you that parents who
come to pick up their children after school often ignore the student crosswalk and
jaywalk across the street to their parked cars. The bus drivers cannot pull out for
fear of hitting pedestrians. Cars are being parked in private driveways, and in
front of "No Parking" signs. You speak to several of the crossing guards, who are
parents and doing the work on a voluntary basis, and they tell you that they are
given no respect and what they do is a joke. You observe the arrival and depar-
ture of vehicles on a school day and discover that the same situation exists when
children are dropped off at the school in the morning.

In light of the additional information you gathered:

What is the problem?

What are the issues?

Is there additional information that you require (e.g., why the rules are being
ignored)?
What options are available?

Which partners can you work with?

Which option (s) would you select?

OPTIONS PARTNERS

1. Designated drop off/ pick-up zones Municipality, school personnel,

for children transported by parents crossing guard program
at a distance from the bus stop. coordinator and crossing guards.

2. Move the crosswalk further away Municipality

from the bus stop.

3. Establish an intermittent schedule School, student council.

for buses and vehicle pick ups
and drop offs.

4. Have police ticket jaywalkers and Towing company.

vehicles illegally parked. Have
repeat offenders towed.

5. Have a problem solving session with Principal, student council,

all of the players crossing guard coordinator,
school bus drivers, municipality
and parents representative

6. Other

Which of the above options would you select? Why?

What strategies would you use to implement your response?

Who would be your primary partners in implementing your selected strategy?

PART III OF THE SCENARIO

After consultation with your partners, you decide to have the police issue tickets and
educate offenders. Such a response would involve enforcement (ticketing), protection
(of pedestrians) and prevention (advising offenders of potential consequences, and the
bus driver's concerns while issuing the tickets). This strategy improves the problem
within two weeks and, as a group, you decide to discontinue the police presence.
Within two weeks, the principal presents a report to the consultative group indicating
that the bus drivers are still raising the same concerns.

What criteria would you use to determine whether your response was successful?

How well did the response work, in light of the criteria of evaluation that you
established?

What worked? What didn't work? How could the response have been
improved?

As a result of the assessment of the implemented strategy, what would be your

next step?
CAPRA in action - a personnel management situation
PART 1 OF SCENARIO ____

You have just been assigned as a manager of an RCMP administration support

unit. One of your employees, Kelly, expresses frustration about all the changes
going on in the RCMP. She reads most of the communication that comes over E-
mail, and it seems like things are more confused than ever. Other personnel in
the unit also seem to be overwhelmed by the number of changes and the amount
of information being communicated. Although all the unit members are enthu-
siastic and hard working employees, doubts about their future roles seem to be
increasing and affecting their productivity.

What seems to be the problem?

What are the issues?

Who are the clients (direct, indirect)?

What are their perspectives on the problem (needs, demands, expectations)?

What additional information is needed?

What/who are the sources for that information?

Who are your potential partners in defining the problem and acquiring the informa-
tion?

How will you acquire and analyse the information in partnership, where possible and
appropriate?
PART II OF THE SCENARIO

You interview Kelly and confirm that she feels that there is too much infor-
mation being provided and discover that very little of it addresses real concerns.
She wishes to know when decisions will be made, whether decisions may result
in job loss, and whether there is a forum through which she can participate in
the process. The other members of the unit voice similar concerns. They also
add that they would like to know what their options would be if they were to lose
their job and whether there is anyone they could speak with to assist them in
developing contingency plans.
You obtain copies of all the communications on organizational change that
have been issued in the last six months and speak with the originators of the
communication about their intent. You discover that the likelihood of anyone
losing their job is very slim. It is far more likely that personnel may be rede-
ployed and their roles may change. You also learn that training will be provided
where necessary, if the changes warrant additional development. Moreover, you
find out that the changes are being designed in consultation with personnel and
that there are avenues available for people to participate.

In light of the additional information you gathered:

What are the problems/issues?

Is there additional information that you require?

 What options are available?

Which partners can you work with?

Which option (s) would you select?

One new issue has been raised which requires a redefinition of the problem.
The problem is not the amount of information, but that the information being
provided is not addressing the employees' specific concerns.You have sufficient
information to proceed with generating strategies to address the problem.
You have sufficient information to proceed with generating strategies to
address the problem.
OPTIONS PARTNERS

1. Organize a unit meeting and advise Unit members

the unit members of your findings
and together discuss next steps.

2. Raise the issues of concern to your People who direct and

employees with the initiators of write the communications.
the communications and request
that they address the concerns directly
in the next communication

3. Have each unit member act on issues of Unit members

concern to them individually given
the information provided..

4. Arrange for learning opportunities for Unit members, training

unit members on change management personnel, consultants,
and contingency planning and the policy compensation personnel
on workforce adjustment.

5. Have one member of the unit identify Members of the transition team
how those interested in participating
can contribute in the change process
and report back to the unit by attending
a transition team session

6. Other

Which of the above options would you select? Why?

What strategies would you use to implement your response?

Who would be your primary partners in implementing your selected strategy?

PART 111 OF THE SCENARIO

The next communication issue specifically addresses the issues raised by the
employees in your unit and asks that employees send in their questions to ensure
more relevant information is provided in the future. The editor of the publication
advises you that the response from employees has been extremely favourable and
asks you to pass on his thanks to your employees for their suggestions. As a
result of the training you provide your employees, one of them initiates a project
with your approval to work with the unit members to determine which activities
you are currently doing provide added value and whether those activities could
be more efficiently performed. The purpose of the exercise is to manage impend-
ing change rather than have it imposed on the unit. Another employee puts for-
ward a suggestion to the transition team which is very favourably received and
is acted on. For the most part, morale and productivity improve considerably,
however, Kelly continues to complain and be disruptive.

Given the feedback above, how well did you do? What criteria would you use
to determine whether your response was successful?

What additional options might you consider?

How could you prevent a similar situation arising in the future?