International Association of Chiefs of Police Community Policing Awards 2013


Published on

Each year since 1998, the International Association of Chiefs of Police (IACP) Community Policing Committee has recognized the best community policing practices of agencies around the world by bestowing upon them the Community Policing Award from IACP and Cisco.

The submissions of the 2013 winners and finalists are highlighted in this document as best practices in community policing and summarized to give the reader an idea of what their initiatives are, how they can be adapted to solve problems in other communities, and who to contact for more information.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

International Association of Chiefs of Police Community Policing Awards 2013

  1. 1. International Association of Chiefs of Police Community Policing Awards 2013
  2. 2. Overview Each year since 1998, the International Association of Chiefs of Police (IACP) Community Policing Committee has recognized the best community policing practices of agencies around the world by bestowing upon them the Community Policing Award from IACP and Cisco. Entries are awarded in five population categories so that all agencies, regardless of resources and staff, have an opportunity to compete. Entries are judged on featuring innovative ideas that utilize the power of community policing, through collaboration and partnerships, to make local, national, and global communities safer from crime and terrorism. According to Todd A. Miller, Mankato, MN director of public safety and chairperson of the IACP Community Policing Committee, “The philosophy of community policing is seeing a resurgence as the basis for the delivery of services to communities due to the effectiveness of the philosophy in solving problems, engaging diverse populations, and creating partnerships with citizens and other city or jurisdiction departments. Tough economic conditions and limited resources have caused agencies to reach out to volunteers for the force multiplication they offer. Utilizing community policing as the overall umbrella policy under which to group tactics such as intelligence-led policing and hot-spot policing is the most effective means of making our communities safer, whether it be from crime or from terrorism. We know that many agencies and countries are facing tremendous challenges and you can’t have homeland security without the hometown security that comes from police and the community working together. That is why we undertake this tremendous effort each year to recognize the best of the best.” Since the award’s inception, more than 68 agency winners and 128 agency finalists from all over the world have been recognized for their commitment to community policing and innovation. In addition, since 2005, agencies that excel in utilizing community policing philosophies in the furtherance of homeland security have also received special recognition for their initiatives. “Community policing is central to the success of the police mission as we provide cost-effective services to our diverse communities,” said IACP President Craig T. Steckler. “I applaud those recognized with this prestigious award and know that what they have created in their communities will positively impact the law enforcement community worldwide.” The submissions of the 2013 winners and finalists are highlighted in this document as best practices in community policing and summarized to give the reader an idea of what their initiatives are, how they can be adapted to solve problems in other communities, and who to contact for more information. Agencies recognized in this document are: Winners: Population fewer than 20,000 residents No Winner Selected Population of 20,001 to 50,000 residents Mankato Department of Public Safety—Mankato, MN Population of 50,001 to 100,000 residents Abington Township Police Department—Abington, PA Population of 100,001 to 250,000 residents Boise Police Department—Boise, ID Population of 250,001+ residents Hamilton Police Service—Hamilton, Ontario, Canada Finalists: Population fewer than 20,000 Vail Police Department—Vail, CO Population of 20,001 to 50,000 Madison City Police Department—Madison, AL St. Louis Park Police Department—St. Louis Park, MN Population of 50,001 to 100,000 Duluth Police Department—Duluth, MN Population of 100,001 to 250,000 Dayton Police Department—Dayton, OH Grand Prairie Police Department – Grand Prairie, TX Population of over 250,001 Hong Kong Police Department—Wan Chai, Hong Kong Island, China Riverside Police Department—Riverside, CA 2 © 2013 Cisco and/or its affiliates. All rights reserved.
  3. 3. Homeland Security Special Recognition: Colorado State Patrol—Colorado, USA “Cisco is honored to support agencies throughout the world that help Educate, Serve and Protect our communities utilizing community policing as their philosophy,” said Bob Stanberry, solution business development manager and senior law enforcement advisor. “We are very proud to support the IACP Community Policing Committee which helps collaborate in new and exciting ways solving problems throughout our communities.” Winners and finalists for this year’s awards highlight innovative initiatives that address issues involving: immigrant and refugee communities, youth crime, organized retail theft, mental illness, communication technology, rental property issues, blight and nuisance problems, prostitution, organizational transformation, and homeland security community education. These initiatives have a high degree of portability and can be modified to address similar issues in other communities around the world. Agencies, officers, and citizens who wish to learn more about these and other innovative ways to reduce crime, build trust in their communities, and improve community quality of life are encouraged to visit the IACP Community Policing website,, which is sponsored by Cisco. On the site, you can list your agency as a community policing agency and link back to your own web page. You can upload your own videos, information about your agencies, and post notices of meetings and activities your agencies and citizens are participating in. There are forums and resources for community policing practitioners, both sworn and civilian, which serve as an opportunity for you to learn more about community policing, look for new ideas, and to secure help from your peers around the world. Agencies wishing to submit their initiatives for the 2014 Community Policing Award by IACP and Cisco for a chance to be recognized at the 2014 IACP Conference in Orlando, FL, can do so by going to www.iacpcommunitypolicing. org. You may then register your agency information, and view the Community Policing Award process videos, which will give you information on what judges are looking for in the submissions. You can also use this website to read submissions from previous winners. About The IACP The International Association of Chiefs of Police is the world’s oldest and largest nonprofit membership organization of police executives, with more than 20,000 members in more than 140 different countries. IACP’s leadership consists of the operating chief executives of international, federal, state, and local agencies of all sizes. For more information, go to Winners Category: Population Under 20,000 No Winner Selected Category: Population 20,001 to 50,000 Mankato Department of Public Safety, Minnesota 8710 South Front Street Mankato, MN 56001 Contact Person: Commander Amy Vokal Email: Phone: 507 387-8700 Agency Head: Director Todd A. Miller Tapestry Project, Building a Strong Community One Thread at a Time Mankato Department of Public Safety Population Served: 40,119 The City of Mankato (MN), a major regional center in Southern Minnesota, is home to 40,119 residents, four institutions of higher education, and serves a contiguous population of 96,740. The City of Mankato and its Department of Public Safety (DPS) has had a long history and commitment to community values and diversity. Mankato has implemented the community-oriented governance philosophy whereby all officers and firefighters have areas of responsibility, and all key city personnel, including citizens, business members, and minority group representatives have been trained together to address community problems. In recent years, Mankato has experienced rapid growth and expansion of both the business and residential community. Mankato’s refugee and immigrant population has grown from a handful of community members to more than 500 refugee families that total more than 5,000 individuals of Somali, Sudanese and Iraqi descent. There are 36 languages spoken in the school district. Many of the refugees from Eastern Africa and the Middle East came to the United States from refugee camps where they spent years living in tents 3 © 2013 Cisco and/or its affiliates. All rights reserved.
  4. 4. and struggling to survive with very limited food and shelter. Community and conformity to laws were secondary to survival. With this rapid surge in population, the DPS found a need to re-focus many of the city’s services and agency personnel to improve community engagement with this expanding population. In response, DPS, in partnership with the Minnesota Council of Churches Refugee Services and Lloyd Management – a local property management firm that provides housing for much of Mankato’s refugee population, developed the Tapestry Project. This initiative is a collaborative partnership with the goal of creating a strong community through education, mentorship, and cross-cultural learning. The Tapestry Project, in particular, sought to address specific barriers to self-sufficiency by teaching problem-solving skills through facilitated discussions on housing, parenting, safety, and health education to current and former refugees living in Mankato. to bridge the gap from classroom instruction to real-world application. The unique team dynamic shows a community working together to achieve positive results and build strong partnerships. This camaraderie is what the Tapestry Project is all about: we are each threads, woven together in our community, creating a beautiful tapestry that will last for generations to come. Category: Population 50,001 to 100,000 Abington Township Police Department, Abington, Pennsylvania 1166 Old York Road Abington, PA 19001 Contact Person: Chief William Kelly Email: Phone: 267 228-9795 Agency Head: Chief William Kelly The pilot Tapestry Project program was a six-week mentorship course for refugees made possible by a grant from the City of Mankato. During the pilot, additional needs related to food and nutrition were identified, at which time ECHO Food Shelf was enlisted to provide assistance and information to participants in the project. The Mankato area faith-based community (a.k.a. Community Connectors) volunteered their time to serve as social and cross-cultural peers. A group of Community Connectors, along with DPS officers, welcomed the refugees and led conversations at their table pertaining to the weekly topic. These conversations were designed to increase knowledge, remove barriers, and encourage sharing among refugees, Community Connectors, police and firefighters, and facilitators. The Abington Youth Deterrence and Development Project To date, there have been five Tapestry Projects with more than 120 attendees from three different refugee communities. Dr. Dave Beimers, an assistant professor of social work at Minnesota State University, Mankato, evaluated the program and found a 35 percent reduction in calls for police service, reduced lease infractions and evictions, reduction in reports of cooking fires, increase in communication and exchange between police officers and refugees, increased cultural competency among police and fire officials, and increased civic involvement among refugees. Notably, several graduates even applied to become Mankato DPS safety reserve police officers. Before the Abington Youth Deterrence and Development (AYDD) initiative, the APD was structured to efficiently process and prosecute juvenile offenders, but had very few programs in place to proactively deter youth from delinquency, drugs, gangs, etc. The planning and team-building sessions in the police department, along with the dozens of meetings with the majority of groups and organizations in Abington, helped the APD to develop the AYYD Project. At the conclusion of each Tapestry Project, a graduation ceremony is held and everyone is asked to bring food from their native cultures to share. Partners, stakeholders, participants, instructors, and community members that take part are encouraged to invite their family and friends in order Abington Township Police Department Population Served: 56,000 In the early to mid-1990’s, youth crime and violence statistics began to skyrocket in communities across America. At community meetings, youth-related issues were becoming the topic that drew the greatest interest, and the officers working the patrol sectors were reporting more problems with youth-related crimes. For the members of the Abington Police Department (APD) and for our customers in the Abington, PA, community, the “youth problem” was becoming a primary concern. To support this initiative, the APD sought and received the expertise of local universities to provide rigorous evaluation of current programs, determine concerns of the APD community, and help design new strategies to address youth-related crimes. The APD also partnered with the Abington School District to develop common strategies and joint resources for the betterment of the community and its children. As a result, leaders from the APD and the school district began to meet with other youth-related organizations to develop a plan 4 © 2013 Cisco and/or its affiliates. All rights reserved.
  5. 5. to identify the most effective, proven, deterrence-oriented programs that could be implemented. By virtually every measure, the AYYD Project was a success from the very beginning of its implementation. Initial surveys of Abington youth, parents, and the community as a whole showed an exceptionally positive response toward the initiative. Within one year of its inception, the initiative received publicity and many communities and organizations began asking for presentations about the program or assistance at replicating it in their community. After the first three years, the number of juveniles arrested for crimes had decreased by 14.8 percent and Part I crimes were down by 11.5 percent. In addition, the initial anonymous, self-reporting surveys from Abington youth showed that the programs were starting to have the desired affect at reducing a number of negative behaviors and tendencies among the youth. Possibly the greatest accomplishment of the AYYD initiative is that its structure is adaptive enough to quickly and effectively respond to constantly changing needs and opportunities facing the Abington community, but also structured so well that the initiative is just as influential in Abington today, more than 15 years after its inception. Category: Population 100,001 to 250,000 Boise Police Department, Idaho 333 North Mark Stall Place Boise, ID 83704 Contact Person: Anne Wescott Email: Phone: 208 860-0133 Agency Head: Chief Michael Masterson Organized Retail Crime Interdiction Team Boise Police Department Population Served: 212,000 Observing a shift in crime from neighborhood to business targets, Boise police strategically utilized the Scanning, Analysis, Response, and Assessment (SARA) problem-solving model to identify and address a growing issue with organized retail crime. In an effort to address this issue, the Boise Police Department (BPD) developed the Organized Retail Crime (ORC) Interdiction Team--a unique, innovative, and proactive community policing partnership between law enforcement and local and national retail businesses. Leveraging existing police resources with a network of community partners and retail loss prevention intelligence, the ORC Interdiction Team took proactive, co-active, and reactive steps to solve the crime problem, including: • Educating all stakeholders on emerging trends in organized retail crimes • Expediting the flow of actionable intelligence information on known retail theft suspects between retailers and law enforcement • Providing retail partners with a direct point of contact to provide for timely response to in-progress suspicious or criminal retail activity • Strengthening penalties for retail fraud and theft crimes This community policing solution has resulted in an increase in public safety, a reduction in financial losses to retail businesses, and an improved partnership between the BPD and the local business community. One of the major obstacles the BPD was able to overcome included bringing major retailers together to share information despite differing corporate policies. Since this team was piloted in 2005, retailers have experienced a 41 percent reduction in loss to fraud and theft in Boise as compared to national rates. The department has been able to apprehend and aid in the conviction of hundreds of major retail theft suspects every year. Additionally, intelligence gathered through investigation of retail crimes has enabled the conviction of suspects in a variety of other felony crimes. Boise’s ORC Interdiction Team partnership has become a premier model in retail theft interdiction and community policing for other law enforcement jurisdictions, and a valuable contributor to the quality of life in Boise, Idaho. Hamilton Police Service, Ontario, Canada 155 King William Street Hamilton, Ontario, CA L8N 4C1 Contact Person: Scott Rastin Email: Phone: 905 540-6240 Agency Head: Chief Nancy Di Gregorio Social Navigator Program Hamilton Police Service Population Served: 525,697 The City of Hamilton in Ontario, Canada, has gone through dramatic change over the past 20 years with the decline in the local manufacturing base. This has led to financial instability and reduction in economic growth, in turn leading to an increase in violent crime rates. The Hamilton Police Service 5 © 2013 Cisco and/or its affiliates. All rights reserved.
  6. 6. (HPS) responded by increasing patrols in the downtown core, which led to high enforcement and crime suppression but also led officers to encounter repeat offenders and “at-risk” individuals in need of social services. HPS worked with the City of Hamilton and Emergency Medical Services to develop the Social Navigator Program (SNP)—a street-level, proactive wrap-around social service solution to help break the cycle of arrests. Police officers identify and refer repeat offenders and “at-risk” individuals to the social navigator—a social worker and health care professional. The social navigator interviews the referred individual to determine the causes for the interaction with police, and then redirects the client to the most appropriate social agency. The SNP is achieving its goals to divert individuals away from the judicial system and is improving the quality of life for its clients. Police, social services, and the judicial system have all worked together to embrace the program. A recent assessment indicates that the SNP has been tremendously successful at reducing crime and recidivism, has addressed some of the downtown core’s challenges through collaborative, preventative, and proactive partnerships, and has the potential to achieve even greater results. The philosophy and practices of community policing are deeply integrated into all HPS activities. Working with major stakeholders, it created the first Community Business Plan in 1993 to set goals, milestones, and accountability for its operations. Those plans have evolved to include Addressing Crime Trends in Our Neighborhoods (ACTION) and the Community Mobilization Division (CMD), both geared toward addressing root causes of disorder and initiating community involvement. Finalists Category: Population Under 20,000 Vail Police Department, Colorado 75 South Frontage Road Vail, CO 81657 Contact Person: Chief Dwight Henninger Email: Phone: 970 479-2218 Agency Head: Chief Dwight Henninger Eagle County Law Enforcement Immigrant Advisory Initiative Vail Police Department Population Served: 5,000 There are ongoing debates about immigration, civil rights, and intelligence gathering that bring issues of trust and communication between immigrant communities and law enforcement to the forefront across the nation. Even small communities like Vail (CO) are not immune. With nearly 20 percent of its population foreign born, and most of those from Spanish-speaking countries, Vail and its neighbors in Eagle County saw many communication challenges between law enforcement and the community’s culturally and linguistically diverse groups. Even beyond the obvious barrier of language, there were also high levels of victimization and low levels of reporting within the Latino community. As in many communities, negative perceptions of police in general, as well as specific fears of being targeted or deported, appeared to keep many immigrants from reporting crimes. The Vail Police Department also believed that this reluctance in communication increased the level of both arrests and victimization within the immigrant community. The Vail Police Department holds its employees to a standard duty to treat all people with courtesy, fairness, respect, and professionalism. In 2009, the police chief approached the regional coordinator of Catholic Charities to discuss ways to build trust and increase communication between local law enforcement and the immigrant community. Catholic Charities had developed a Community Integration Services program in 2002 to assist immigrants and alleviate barriers to self reliance. This project made the faith-based organization a natural partner in the formation of the Eagle County Law Enforcement Immigrant Advisory Committee (LEIAC). Members now include representatives of seven law enforcement agencies, eight community-based organizations, and several immigrant advocates. 6 © 2013 Cisco and/or its affiliates. All rights reserved.
  7. 7. Initially, the LEIAC members sought to identify the problems leading to strained police-immigrant relations, and then developed a multi-phase plan to address those problems. Distinct roles and responsibilities were also established for each LEIAC member, with some activities unique to individual members (such as training for officers on immigration laws and communicating with non-English speakers) and other activities shared by all (participation in community workshops and resource development). A frequently-asked questions brochure was developed and distributed across the county in both English and Spanish, addressing a variety of topics including witnessing and reporting a crime, victimization, traffic and driving rules and tips, general police activity, and domestic violence. The LEIAC has subsequently developed a companion brochure with information on the court system, workers’ rights, human trafficking, schools, public transportation, and healthcare. Since the LEIAC began, crime reporting by the Latino community has increased, the percentage of Latinos arrested has decreased, and the percentage of Latinos victimized by crime has decreased. The Vail Police Department believes that these changes are correlated to the community becoming more comfortable in calling 911 both as victims and witnesses. Surveys indicate that both law enforcement and immigrants now rate communication between them as high, and immigrant community members have anecdotally credited the work of the LEIAC for their willingness to report crimes. Through this project, the Vail Police Department has learned that cultural differences do not have to be divisive, and that to fully engage the immigrant community, law enforcement must learn up-close how the immigrant community lives and perceives the police. Category: Population 20,001 to 50,000 Madison City Police Department, Alabama 100 Hughes Road Madison, AL 35758 Contact Person: Larry Muncey Email:, Phone: 256 772-5670 Agency Head: Chief Larry R. Muncey Text-to-Protect Madison City Police Department Population Served: 45,000 The Madison Police Department (MPD) serves a population estimated at about 50,000 current residents and a daytime population of nearly 200,000 commuters and visitors. Most of the city’s growth has occurred within the last ten years as result of the high-tech industry in the Huntsville, Alabama, metropolitan area. In February 2010, a 14-year-old student brought a gun to Discovery Middle School and shot a fellow 14-year-old classmate, Todd Brown, in the head. In the wake of that tragedy, MPD learned that students either did not know how to communicate with the police or, in most cases, refrained from communicating with police because of the stigma of being labeled as a “snitch” among their peers. MPD realized that they needed a mechanism for communicating with students that was immediately accessible to them, easy to use, provided for two-way communication, and ensured confidentiality. In response, the MPD, in partnership with the Madison City School System and the City Schools Security and Communications Task Force, established Text-to-Protect, a text line originally designed for students to provide information on criminal activity, quality-of-life issues, and welfare concerns. The Madison City School System helped to promote Text-to-Protect in all 13 city schools with posters placed in hallways, classrooms, and meeting places within the schools. School resource officers (SROs) proved to be invaluable by educating the students about the purpose and function of the program. Students learned that they could seek help or counseling for themselves or friends who were considering suicide, had problems with depression, eating disorders, or just needed to find someone to listen to their concerns. SROs explained that the MPD was committed to providing a safe learning environment free of criminal activity, but also genuinely cared about the health and welfare of the students. MPD also partnered with local businesses and leadership organizations to provide cost-effective upgrades. Text-to-Protect officially launched on May 5, 2010. Between then and December 31, 2012, the MPD has received 1435 texts from citizens as young as eight years old and as old as 75, with the majority of those coming from the school system. Text-to-Protect has become a means of identifying young people who need help coping with life’s hardships. As a result of the information generated from the tip line, SROs have made successful interventions with 12 confirmed cases of students seriously contemplating suicide, three cases of students with eating disorders, 28 reports of bullying (beyond one-time incidents), 20 narcotics possession reports, 10 cases of assault, 15 cases of property crime solved (including thefts and vandalism), 8 reports of weapons in schools (including firearms and knives), 2 cases of suspected child abuse, 2 tips regarding locations of runaway juveniles, 9 tips of threats of school violence, and numerous other tips involving criminal or potential criminal activity in Madison City 7 © 2013 Cisco and/or its affiliates. All rights reserved.
  8. 8. Schools. As a result of the program’s adoption by the public, the MPD regularly receives valuable information that leads to the prevention of criminal activity and the apprehension of criminal offenders. One of the most significant lessons learned from the Textto-Protect Program and the partnerships that created it is the importance of police recognition of the importance of the youth in our communities as stakeholders who can positively contribute to the department’s mission. St. Louis Park Police Department, Minnesota 3015 Raleigh Avenue South St. Louis Park, MN 55416 Contact Person: Lori Dreier Email: Phone: 952 924-2131 Agency Head: Chief John Luse Crime-Free Ordinance/Nuisance Abatement St. Louis Park Police Department Population Served: 45,500 The suburb of St. Louis Park (MN), just west of Minneapolis, has long been committed to a service-delivery philosophy that encourages community partnerships, shared problemsolving efforts, and attention to livability issues. Through daily efforts, many effective and long-lasting relationships have been built between officers and stakeholders throughout the community. Each patrol officer has geographic ownership of their assigned patrol district and works to develop relationships with other city department personnel, citizens, and business owners in the area. In 2006, the department received numerous complaints from citizens regarding tenant behavior in rental properties. It was known that there were properties throughout the city moving from owner-occupied to rental status, but that not all rental properties were identifiable through the city licensing process. Further hindering the ability to determine the extent of the problem, the department did not specifically track calls to rental properties. Initial attempts at analysis indicated a higher incidence of repeat calls to some rental units, as well as a higher rate of calls to rental properties compared to owneroccupied condominiums and townhouses generally. meetings took place to discuss the implications of a crimefree ordinance, develop new processes and systems to track licensing and violations, assign stakeholder responsibilities, and research the available technologies and model ordinances. The St. Louis Park Crime-Free Ordinance was adopted and implemented in August 2007. One significant role played by the police department in implementation included developing and facilitating a mandatory, one-day training for owners and managers. The training covers topics such as the details of the ordinance, legal issues, tenant screening, crime prevention through environmental design (CPTED), property maintenance, and functioning with the police and other city services. The department also modified their CAD system to add rental designations to all licensed addresses and worked with a software developer to create a system to track all ordinance activity. This crime-free tracking system has the ability to send violation letters, track tenants and violations, store all information related to violation activity at rental properties, and provide real-time owner and manager information to patrol officers through a web-based application. In the five years since the ordinance has been enacted, the number of rental units in the city has increased by 9 percent, but police calls to rental properties has increased by only 5 percent. The percentage of all calls for service to rental properties has even seen a modest decline over the fiveyear analysis. St. Louis Park attributes this improvement to the progressive and preventative approach of the crime-free ordinance process and believes that, had it not been in place during the housing market downturn, there would have been a damaging effect on the community’s quality of life and safety. Community surveys indicate that the ordinance has been well-received by the rental property owners and managers who see it as a tool for their use. The crime-free ordinance and tracking system has also proven to be a great asset for the city, making it attractive to new business and housing developments—multifamily development accounted for 47 percent of the reinvestment money in 2012. In order to address both the problem properties as well as the existing data limitations, the department initiated the development of an ordinance to address tenant behavior. Working with representatives from the rental community such as managers, owners, and tenants as well as other city departments and neighborhood associations, regular 8 © 2013 Cisco and/or its affiliates. All rights reserved.
  9. 9. Category: Population 50,001 to 100,000 Duluth Police Department, Minnesota 2030 North Arlington Avenue Duluth, MN 55811 Contact Person: Susan Campbell Email: Phone: 218 730-5244 Agency Head: Chief Gordon Ramsay Blight and Nuisance Crime Project City of Duluth Police Department Population Served: 86,277 In 2009, two of the six police patrol zones in Duluth (MN) experienced the greatest increase in crimes, accounting for 61 percent of all disturbances citywide. Crime prevention rated lowest for satisfaction across Duluth’s public safety services in the 2009 National Citizens Survey. Surveys completed by 535 residents showed that 41 percent felt somewhat safe from property crime and seven percent reported being the victim of one or more crimes in the last year. Blight and nuisance crimes were on the increase. Chronic offenders were recommitting the same crime multiple times while awaiting trial or ordered to pay a fine they could not afford. Attorneys and judges had little or no information or time to learn about the offender. There was limited indigent assistance after release, and most offenders suffered from mental health and chemical and alcohol dependency issues. To solve this issue, a collaborative partnership between the Duluth police department and attorney’s office was created. A working group called the Community Intervention Group (CIG) was established, leading to the creation of the Blight and Nuisance Crime Project, a program that improved information sharing on chronic offenders between prosecutors, judges, and police. The CIG helped locate resources for indigent and chronic perpetrators of nuisance crimes, allowing access to resources that could help initiate reparations of their past. Because of this partnership, there are fewer repeat offenders, and through this working group, quick and efficient interventions for offenders are possible. The 2011 Citizen Survey showed a 2 percent improvement in how safe citizens felt in the downtown area during the day, and a 13 percent improvement in the sense of safety citizens felt in the downtown area after dark as compared to the 2009 Citizen Survey. The police department strives to develop new community partnerships daily and enjoys tremendous community support. The motto of the department is Innovation in Policing, and the department continues to serve as a proactive member of the city and community by identifying problems, and then developing and implementing solutions to improve quality of life for citizens. Category: Population 100,001 to 250,000 Dayton Police Department, Ohio 335 West Third Street Dayton, OH 45402 Contact Person: Brian Johns Email: Phone: 937 333-7440 Agency Head: Director and Chief of Police Richard S. Biehl “Safe Oasis” Prostitution Reduction and Recovery Dayton Police Department Population Served: 142,148 Like many other cities scattered throughout America and abroad, Dayton has continued to struggle with the crime of prostitution. Traditional prostitution reduction initiatives focused on arrests and convictions of female prostitutes, but did very little to reduce these and other associated crimes on a more permanent basis. While neighborhood groups and businesses were demanding action, the Dayton (OH) Police Department was endeavoring to make more and more arrests to no avail. The majority of the women prostituting were struggling with chemical dependency, which drove them to their current lifestyle to serve as a financial means to support their addiction. To compound the problem, many of the women were homeless, staying night to night at various drug houses throughout the city. The men that came in search of prostitutes were just as an important of a concern, if not more. Innocent women, and even young girls, were afraid to walk down the street because of up-front advancements by men seeking sexual encounters. “Safe Oasis” focused on a drastically different approach by providing life-changing services for the women in an attempt to reduce their criminal activity. The Dayton Police Department had to offer the women a path to a better way of life—redemption, if you will--to encourage them to leave the streets on their own accord. Through community partnerships, a change to the perception and acceptance of prostitution in the City of Dayton occurred. The men who arrived looking for sex would now be held accountable by the legal system, the police, and citizens. 9 © 2013 Cisco and/or its affiliates. All rights reserved.
  10. 10. The department and their criminal justice partners started the City of Dayton Johns School, where as a part of their probation, men who were arrested were required to attend a non-confrontational educational program on the impacts and consequences of prostitution. Johns pay to attend this class, and the funds collected are given to the Oasis House of Dayton for use toward the support of a residential recovery center for women involved in prostitution. To house the homeless prostitutes undergoing treatment, a residential property was seized from a convicted drug dealer with the assistance of the U.S. Marshalls Service to be utilized as a residential recovery center. Through the collaborative efforts under this initiative, the number of women arrested for prostitution declined 62.1 percent, while the number receiving support services quadrupled. The number of men “cruising” Dayton streets in search of sexual relations dropped significantly, while crime prevention efforts produced a 94 percent success rate in reducing recidivism by males soliciting sex from prostituted women. The Dayton Police Department is deliberate on using community policing to foster meaningful community relationships for this “Safe Oasis” project. Grand Prairie Police Department, Texas 1525 Arkansas Lane Grand Prairie, TX 75052 Contact Person: Steve Dye Email: Phone: 972 237-8710 Agency Head: Chief Steve Dye Reduction of Crime and Improvement of Quality of Life Through Community Policing Grand Prairie Police Department Population Served: 180,000 Crime in Grand Prairie (TX) was increasing, and the department was searching for a solution. After a thorough analysis in 2011, it was apparent that a community policing philosophy was non-existent, police interaction with community stakeholders was minimal, cultural awareness was lacking, and trust among some citizens was low. The department was operating in a traditional enforcement capacity focusing on call response and enforcement. As a longtime advocate of community policing, Grand Prairie Police Department (GPPD) Chief of Police Steve Dye recognized the need to clearly redefine the mission, strategies, and direction for the department and implemented a comprehensive community policing philosophy for all phases of service delivery. Numerous discussions focused on the importance of force multiplying and the idea that true excellence in policing is only accomplished when interested stakeholders are participants in the process. A shared leadership team (SLT) was formed with sworn and civilian representatives and focused on the benefits of and opportunities for community policing. The SLT subsequently worked with command staff to write a new mission statement: “The Grand Prairie Police Department is dedicated to service and partnering with our community to maintain a safe environment with a high quality of life.” This statement demonstrates the focus of community policing as a departmental philosophy. Further collaboration resulted in a value statement identifying commitment as service through community partnerships, innovation, and a holistic approach to policing. This initial collaborative effort set the foundation for a GPPD cultural change from a traditional policing agency to a community policing agency. The holistic approach of improving quality of life in the community now involves the identification of stakeholders at every available opportunity. The mission statement and values led to a three-part strategic plan focusing on commitment to intelligence-led policing, a mindset of a higher level of community policing and comprehensive service delivery in all areas of the organization, and the identification of career offenders. It is now well-known throughout GPPD that the phrases, “we can’t help you,” “there’s nothing we can do,” or “this is a civil matter” are never uttered. GPPD’s community policing philosophy has enabled the department to reach out to residents and be more sensitive to issues that impact each group. This holistic approach to policing has been accepted as the department’s philosophy as a result of officers seeing how this has led to lower crime and an improved image of their department both locally and regionally. In just over a year and a half, many outreach programs have been implemented to support the community policing philosophy. The focus on high levels of service have culminated in significant crime reduction, improved collaboration with community members, and reduced complaints on officers. The department’s holistic community policing approach garnered quick results. In 2012, crime decreased by 24 percent—the largest historical decline for the department—community participation with police increased, and complaints against officers decreased. Officers and citizens are excited about the positive influence of community policing, and this newfound enthusiasm has fostered a deeper commitment to the provision of a safer environment. 10 © 2013 Cisco and/or its affiliates. All rights reserved.
  11. 11. Category: Population Over 250,000 Hong Kong Police, China No.1 Arsenal Street Wan Chai, Hong Kong Island, China Contact Person: Chow Kwok-kee Email: Phone: 852 860-6572 Agency Head: Tsang Wai-hung Project New Dawn Hong Kong Police Department Population Served: 7,000,000 Hong Kong is a diverse and densely populated city. The Hong Kong Police Force (HKP) has realized that a regular exchange between the police and the community is essential for fighting crime, and community policing has evolved to meet the needs of the public as an integral part of HKP’s vision, common purpose, and values. Reaching out to the community and listening to public views are one of the key priorities of the HKP. Beat officers work to maintain good relationships with the local community by establishing mobile centers to collect opinions, distribute anti-crime leaflets, and conduct crimetrend questionnaires with the residents. In 2010, Kwai Chung Division received the second-highest calls for service involving persons with mental disorders, making up 11 percent of all police calls. Several high-profile events involving persons with mental disorders attacking other citizens resulted in deaths and alarmed Hong Kong citizens. As a result, HKP stepped in with Project New Dawn to provide help to persons with mental illnesses and to prevent related tragic events from happening. Project New Dawn is a multi-agency referral and cooperation program. The program involves different departments of the police force, along with the Social Welfare Department, nongovernmental organizations, hospitals, and medical experts. The police are always the first to respond to any event and an officer’s observation to identify any high-risk subjects can be essential. Under this initiative, medical experts provide training to frontline officers. The training objectives are to provide frontline officers with the understanding of psychological behavior of persons with mental-illness and those with disorders. Techniques are also taught to more accurately identify high-risk subjects and determine appropriate measures to handle the subjects. The moment an officer arrives at a scene and encounters a person who may have a mental illness, or is in distress, he or she will first look for any indication of violent behavior or risks and conduct a background and history check of the subject. If there is immediate danger, the subject will promptly be sent to the hospital for medical treatment. To better equip frontline officers with knowledge of persons with mental illness or distress, elements and definitions of what constitutes a mental disorder were taught. Officers are now able to make better judgment with a stronger understanding of established medical definitions of a mentally disordered person. Each day, a meeting headed by a superintendent of police is held to review all calls for service to determine if they involve mental illness or high risk. Meeting participants determine if any further follow-up action is needed. If suitable, the individual involved in the call will be placed under Project New Dawn and a referral process to the social welfare department or non-governmental organizations will begin. A team of trained police officers will start an initial three-month follow up with the individual, who will be monitored on a regular basis through phone conversations and personal visits. Project New Dawn has been a great success, with cases involving mentally disordered individuals dropping 56 percent after the first year of implementation. The seriousness of the cases declined as well. Families of the individuals involved in the project have been very supportive, pressures and workloads on medical staff have decreased, and Project New Dawn has been adopted by every district in Hong Kong. Special Recognition Homeland Security Colorado State Patrol 700 Kipling Street Lakewood, CO 80215 Contact Person: Matthew Packard Email: Phone: 303 273-1634 Agency Head: Colonel Scott Hernandez Community Awareness Program Colorado State Patrol Population Served: 5,200,000 The Colorado State Patrol manages the Colorado Information Analysis Center (CIAC), Colorado’s Fusion Center. One of the biggest challenges that the CIAC faced was educating the public effectively on how they can play a role in keeping their communities safe. CIAC’s solution was to partner with the 11 © 2013 Cisco and/or its affiliates. All rights reserved.
  12. 12. Counterterrorism Education Learning Lab (CELL), a nonprofit institution, to develop and implement an interactive training initiative to convey the necessary information. Together, the CIAC and CELL created the Community Awareness Program (CAP), which provides citizens with the tools needed to help prevent terrorism and criminal activity. It has been an engaging solution to the homeland security threats we face today and incorporates the principles of community policing through partnership. Designed in accordance with, and in support of, the national “If You See Something, Say Something” campaign, the CAP has been the leading program in educating the public on how they can continue to support their local law enforcement by recognizing and reporting suspicious behavior. More than 400 public safety officials from 150 agencies across Colorado are certified CAP trainers. As a result, the CIAC has been able to train over 2500 citizens throughout the state thus far, and that number continues to grow on a weekly basis. Since the launch of the CAP, the CIAC has seen an increase in the quality of reports made to the CIAC from members of the public. Because of the direct interaction and standardized curriculum, investigators are better equipped to investigate and confirm the nature of the reported activity. The CAP has been recognized and awarded for its effectiveness in community safety training. It was featured nationally as a Fusion Center Best Practice by the U.S. Department of Homeland Security and the U.S. Department of Justice through the Lessons Learned Information Sharing (LLIS) Program. It has also been recognized by FEMA through its Individual and Community Preparedness Award for Innovative Training and Education Programs. 12 © 2013 Cisco and/or its affiliates. All rights reserved.