You are a police agency supervisor and you're about to have a serious conversation with Joe, a problem officer who is driving you nuts. Joe has been with the agency probably longer that you have, and you cannot imagine how he has managed to last here without being confronted about his performance before this. In fact, you do not know how he even managed to get hired in the first place! Joe has the experience and know-how to do his job. Other officers have observed Joe hanging out at the local gas station or diner for most of his shift. Sometimes, he goes home. You have received complaints from citizens that Officer Joe does not return phone calls or conduct follow-ups on calls of service he responded to. You really have no idea of how to handle this situation. The problem is that there is not a lot to put your finger on because he never really does anything terrible. Everyone has known for years that Joe is deadwood but, apparently, it has been ignored and people have simply worked around him. You know you must do something about this. You have informed higher command. They are in support of your decision to speak with Officer Joe. How do you prepare for this meeting? What development programs will you incorporate into a performance plan for this officer? How do you plan to evaluate changes in the officer's performance? What accountability measures might be used?