19992006

AWARD-WINNING

COMMUNITY POLICING STRATEGIES

A REPORT FOR THE

INTERNATIONAL ASSOCIATION OF CHIEFS OF POLICE

COMMUNITY POLICING COMMITTEE

COPS Logo
IACP Logo
Image of police officer and community members
Image of police badge
Image of crowd applauding

1

CARLOS FIELDS

U.S. Department of Justice, COPS Office


ABOUT THE IACP

The International Association of the Chiefs of Police (www.theiacp.org) is the worlds oldest and largest 
nonprofit membership organization of police executives, with more than 20,000 members in more than 100 
different countries. IACPs leadership consists of the operating chief executives of international, federal, state, 
and local agencies of all sizes. 

ABOUT THE IACP COMMUNITY POLICING COMMITTEE

Following the community-policing philosophy of collaborative problem solving, the Committee has a diverse 
membership. Members include chiefs of police services of various sizes, academics, the private sector and 
corrections officials, all of whom are committed strongly to the goals of community policing. 

ABOUT THE OFFICE OF COMMUNITY ORIENTED POLICING SERVICES

The COPS Office was established as a result of the Violent Crime Control and Law Enforcement Act of 
1994 to assist law enforcement agencies in enhancing public safety through the implementation of community 
policing strategies in jurisdictions of all sizes across the country. COPS provides funding to state, local, and tribal 
law enforcement agencies and other public and private entities to train community policing professionals, acquire 
and deploy cutting-edge crime-fighting technologies, and develop and test innovative policing strategies. This 
broad range of programs helps COPS offer agencies support in virtually every aspect of law enforcement, and 
its making America safer, one neighborhood at a time. To learn more information about community policing 
strategies such as those discussed in this report please visit COPS Online at www.cops.usdoj.gov.

 


iii

 

LETTER FROM THE DIRECTOR OF COPS

Since 1995, the U.S. Department of Justice Office of Community Oriented Policing Services (COPS) has worked 
diligently to advance the manner in which community policing is practiced at the state and local level throughout 
the nation. COPS has invested $12.4 billion in support of this objective, including grants awarded to more than 
13,000 state and local law enforcement agencies, training more than 500,000 law enforcement officers and local 
leaders, and by funding the development of numerous technical assistance resources that seek to increase the 
body of knowledge available on critical community policing issues.

This report offers a brief description of approaches that have been successfully developed and implemented at 
the local level to reduce crime and disorder. We are confident that many of the strategic principles documented 
in the report can be modified as needed and adopted by other law enforcement agencies in support of 
their efforts to develop and implement community policing programs that address challenges they may be 
confronting. 

Moreover, the jurisdictions that implemented the approaches detailed in this report should be commended for 
their innovativeness and commitment to community policing. Undergoing the level of organizational change 
that is required to shift operational and strategic approaches to proactively fighting crime and disorder can 
be among the most significant challenges to successfully implementing comprehensive community policing 
solutions. It is no small feat. However, Im certain that the law enforcement, local government, and community 
leaders from the jurisdictions referenced in this report would attest to the benefits of working smarter to fight 
crime through community policing.


The COPS Office is grateful to the International Association of Chiefs of Police and the IACP Community 
Policing Committee for their ongoing leadership within the field, and for supporting the good work represented 
within this report. Over the years, their expertise has been a significant contributor to effective community 
policing, and they have been instrumental in furthering the mission of the COPS Office.

Congratulations to the Community Policing Award winners and finalists, and thank you again for your 
commitment to fighting crime and disorder through effective community policing approaches.

Carl R. Peed

Director

Office of Community Oriented Policing Services

U.S. Department of Justice 

 

iv


LETTER FROM THE CHAIR OF THE IACP COMMUNITY POLICING COMMITTEE

The Community Policing Committee of the International Association of Chiefs of Police comprises a dedicated 
group of police and community professionals who are passionate about community policing and its ability to 
build partnerships, solve problems, and improve quality of life. 

The call of the Committee is to promote the philosophy of community policing, with its emphasis on initiative, 
ingenuity, and innovative approaches, among the 20,000 members of the IACP. This is done through various 
means, including: reviewing and distributing community oriented policing literature, training and research 
materials; compiling a network of professional law enforcement and academic experts on community policing; 
establishing links with public and private sector agencies to enhance communication, training and mutual 
problem solving; and by identifying, rewarding and portraying as models, agencies that have successfully 
implemented the community policing philosophy.

One of the main Committee activities for the past 10 years has been to identify and reward the best practices in 
community policing around the world. To that end, in 1998, the Community Policing Committee and its former 
partner, ITT Night Vision, developed the Community Policing Award to recognize outstanding community 
policing initiatives by law enforcement agencies worldwide. Since that time, the Committee has reviewed 
thousands of submissions from communities and agencies all over the world and recognized those that use the 
power of partnership to make our local, national, and global communities safer from crime and terrorism. 

This work is a compilation of the best practices of the more than 50 winners and 150 finalists of the 
Community Policing Award. These best practices cover everything from traffic, gang, and drug problems to 
homeland security issues. They provide a viable framework for the delivery of improved police services that 
focus limited resources on issues specific to individual communities, and are also pertinent to all communities 
around the world. 

Chief Todd Miller

Terrell (Texas) Police Services

Committee Chairman 

 


CONTENT

About the IACP .............................................................. i

About the IACP Community Policing Committee ................................. i

About the Office of Community Oriented Policing Services .................... i

Letter from the Director of COPS............................................. iii

Letter from the Chair of the IACP Community Policing Committee .............. v

Introduction ................................................................ 1

Summary of Findings ......................................................... 3 

Summary of Award Winners and Finalists ...................................... 5

Community Policing Strategy Categories and Strategies ....................... 9

Problem Solving and Prevention .............................................. 10

Community Engagement ........................................................ 11

Community Assessment and Engagement ......................................... 12

Educate the Community ....................................................... 13

Educating the Private Sector ................................................ 14

Partnerships ................................................................ 15

Partnership with the Community .............................................. 15

Partnership with Non-Profit Organizations ................................... 17

Partnership with Other Public Sector Agencies ............................... 17

Partnerships with the Private Sector ........................................ 18

Task Forces ................................................................. 19

Organizational Development and Change ....................................... 21

Program and Resource Development ............................................ 21

Training and Cross-Training ................................................. 22

Strategic Planning .......................................................... 23

Use of Civilian Volunteers .................................................. 23

vii


Align Officer Performance Measures .......................................... 24

Leadership and Risk Taking .................................................. 25

Organizational Change........................................................ 26

Analysis, Measurement and Evaluation......................................... 28

Community Policing Strategies by Region ..................................... 31

West Region ................................................................. 31

Southwest Region ............................................................ 32

Midwest Region .............................................................. 33

Southeast Region ............................................................ 34

Northeast Region ............................................................ 30

International Region ........................................................ 36

List of Award Winners and Finalists ......................................... 37

viii


INTRODUCTION

Since 1998, the IACP Community Policing Committee has presented the annual 
Community Policing Award to recognize the efforts of police departments in advancing 
community policing. This year, the members of the committee chose to highlight some 
of the most innovative approaches used by police departments from 1999  2006. After 
reviewing the profiles of 103 United States and International IACP community policing 
award winners and finalists, a number of community-policing strategies were identified 
as constructive elements in advancing local community policing efforts in these agencies. 

This report organizes each strategy into one of five major community policing strategy 
categories, and provides a brief description of each of the major community policing 
strategy categories and individual strategies, as well as several examples of how some 
IACP Community Policing Award winners and finalists utilized the strategy in their 
community policing efforts. Finally, graphs and charts illustrate the use of each 
community policing strategy by category and by region. 

This purpose of this report is to highlight the noteworthy work of the IACP Community 
Policing Award winners and finalists, as well as to inform law enforcement executives 
and others about innovative means to advance community policing and ensure safer 
communities for their residents. 

 One hundred-three 
award winners and finalists 
profile were analyzed for 
this report. To avoid using 
repeat submissions, only 
97 profiles are included in 
this report. 

 

 Departments also 
combined individual 
strategies into 
comprehensive efforts.

 


SUMMARY OF FINDINGS

The results of the review of the 103 winners and finalists from 1996 to 2006 (see Figure 
1) found the following:

An overwhelming majority of departments included in this report combined multiple 
strategies for a comprehensive community policing approach.

Resource and program development was the most frequent community policing 
strategy employed by the winners and finalists of the IACP Community Policing 
Award. 

Local police departments partnered with a variety of organizations and in the private 
and nonprofit sectors: including hospitals, mental health professionals, and local 
business owners. Other police departments partnered with public sector entities, 
such as social service agencies, local legislators, and others.

The majority of the departments included in this report used some type or form of 
analysis, measurement, or evaluation to support their local community policing efforts. 
Whether implementing community assessments, conducting crime analysis, hosting 
focus groups, completing formal evaluations, or conducting surveys, these analyses 
lead to them developing more informed approaches to reducing crime and disorder 
problems. 

Another segment of the award winners and finalists focused on organizational 
development and change. These local police departments incorporated individual 
community policing strategies such as strategic planning, program development, using 
civilian volunteers, training and other targeted community policing efforts. 

 The award winners and 
finalists used the words 
collaboration and 
partnerships. 


Local police departments also utilized a series of problem solving and prevention oriented community 
policing strategies. Among the individual community policing strategies used were Crime Prevention 
Through Environmental Design (CPTED), and Problem Oriented Policing (POP)and the SARA (Scanning, 
Analysis, Response, and Assessment) model. 

A moderate number of the award winners and finalists identified community engagement as a primary 
element in their community policing strategy. These departments completed community assessments, 
educated segments of the community including both the public and private sectors, and engaged community 
members in crime prevention efforts. 

 

 


SUMMARY OF AWARD WINNERS AND FINALISTS

Ninety-seven different local police departments, from 1999 to 2006, provided the results for our analysis 
discussed and illustrated in this report. Figure 1 illustrates the number of award winners and finalists in each 
year.

Figure 1 - IACP Community Policing Committee Award Winners and Finalists 1999-2006 

Number of Award Winners and Finalists

 
1999 	 11
2000	 14
2001	 14
2002	 11
2003	 15
2004	 15
2005	 12
2006	 15


Of the individual jurisdictions (states), California had the most number of award winners and finalists. 
International jurisdictions together (Northern Ireland, United Kingdom, India, Bahamas, and Canada) 
represented the second largest jurisdiction type (see Figure 2).

Figure 2 - Community Policing Award Winners and Finalists by U.S. States

State # 			Award Winners/Finalists

Connecticut 			1

Iowa			 	1

Kentucky 			1

Missouri 			1

Nevada 				1

New Jersey 			1

New Mexico 			1

Oklahoma 			1

South Carolina 			1

Arkansas 			2

Illinois 			2

Maryland 			2

Michigan 			2

New York 			2

Utah 				2

Vermont 			2

Wisconsin 			2

Arizona 			3

Georgia 			3

Massachusetts 			3

Oregon 				3

Colorado 			4
	
Minnesota 			4

North Carolina 			4

Texas 				4

U.S. Territories 		4

Virginia 			5

Florida 			7

International Jurisdictions 	13

California 			15

 


The West region of the United States represented the largest group of community policing award winners and 
finalists (25), as illustrated in Figure 4. The West and Southeast regions of the U.S. together represented more 
than half of the award winners and finalists. 

Figure 3 - Community Policing Award Winners and Finalists by Region

West		25
Southeast	23
Midwest		12
International 
Regions		12
Northeast	11
Southwest	9
US Territories	4	


COMMUNITY POLICING STRATEGY CATEGORIES AND STRATAGIES 

This report organizes the 22 individual community-policing strategies into five categories: (1) Problem Solving 
and Prevention, (2) Community Engagement, (3) Partnerships, (4) Organizational Development and Change, and 
(5) Analysis, Measurement, and Evaluation. 

Figure 4 illustrates the total number of times each community policing category was used by award winners and 
finalists from 1999  2006. 

Figure 4 - Summary of Community Policing Strategy Categories

Problem Solving and 
Prevention			Between 0 and 10 

Community Engagement		Between 0 and 50

Partnerships			Between 0 and 50

Organizational Development 
and Change			Between 50 and 75

Analysis, Measurement and 
Evaluation			Between 150 and 200


Problem Solving and Prevention

Problem Solving and Prevention represented the smallest of the community policing strategy categories. 
Although a small category, departments utilized important and proven community policing strategies such as 
Crime Prevention Through Environmental Design (CPTED), Problem Oriented Policing (POP) and the SARA 
(Scanning, Analysis, Response, and Assessment) model, and the review and adjustment of local ordinances. 

The Ontario (Canada) Provincial Police coordinated a task force of police, residents, government agencies, 
and insurance companies following the Problem-Oriented Policing  Problem Identification  Analysis 
 Response  Evaluation (POP-PARE) problem-solving model to address issues relating to vehicle-deer 
collisions that had resulted in approximately $1,000,000 in damages.

The Halton (Ontario) Regional Police Service implemented S.A.R.A. (Scan Analyze Respond Assess) to 
address and ultimately solve a variety of crime and disorder issues, including an escalating crisis of drug 
trafficking, riots, social disorder, vehicle thefts, and damage to property within a five-block area. After 
implementing an array of response activities such as using volunteers, security staff, bike officers, and tactical 
unit operations, the department identified a 75 percent decrease in crime relating to assaults, stolen autos, 
thefts, mischief, parking complaints, damages, littering, and calls for service. 

10


Figure 5 illustrates the number of award winning and finalists local police departments the used Problem 
Solving and Prevention in their community policing efforts. 

Community Engagement

Community Engagement represented the second smallest of the community policing strategy categories, with 
just 8 percent of the award winners and finalists employing these strategies. The community policing strategies 
employed under this category included community assessments and engagement, and efforts to educate 
members of the public, private, and non-profit communities. 

Figure 5 - Problem Solving and Prevention

				No. of Departments
Ordinance Review/Adjusments 	3
CPTED				1
POP				1
SARA				1
3


12

The strength of this strategy is the value of information collected from residents and other stakeholders about 
the issues and concerns of the community that can help inform police activities that are best suited to address 
these concerns. 

 

Community Assessment and Engagement

In 2004, more than one-third of the police department award winners and finalists used community assessment 
and engagement as a community policing strategy as an effective means of addressing community concerns. 
Overall, this individual strategy represented 71 percent of the entire category. Below are some of the efforts of 
local departments using this strategy:

The Mound (Minnesota) Police Department gives out Citizen Comment Cards in traffic contacts and 
other calls for service and conducts door-to-door surveys of residents. 

In Texas, to engage the community, the Highland Village Police Department (HVPD) developed the Police 
Involving Parents Program, whereby parents, teens, and police partner in response to the specific infraction 
to develop an appropriate, parent-enforced punishment. 

The Pueblo of Santa Anas high volume of transient traffic, large number of national events and high-
profile infrastructure made it vulnerable to terrorist attacks. After September 11, the Santa Ana Tribal 
Police Department refocused on the importance of community policing to deter crime and ease fears of the 
community. The departments efforts included participating in community events, raising the visibility of the 
department, partnering with public and private organizations and sponsoring training activities. As a result, 
community confidence and preparedness increase, and communication are stronger between community 
leaders and public safety officials. 


13

Educate the Community 

Local police departments used educating the community as a tool in advancing community policing. Through 
education, community members become knowledgeable about crime-prevention techniques, police efforts, and 
become better able to act as a partner in crime prevention and reduction efforts with law enforcement. 

The North Little Rock (Arkansas) Police Department developed a training and public awareness program 
called Meth Aware. Working in partnership with local businesses selling ephedrine/pseudoephedrine, 
the Department developed brochures, educational videos, public service announcements, and billboards 
to educate the public about the dangers of such chemicals. In addition, the Department also successfully 
initiated legislation limiting the quantity of products containing ephedrine/pseudoephedrine that can be 
purchased in a single transaction or possessed at one time.

In Florida, the Boca Raton Police Department (BRPD) discovered that due to an increase in the elderly 
population, and a concentration of people over the age of 80 in the city, those vulnerable adults were at 
an increased risk to become victims of crime. The BRPD recognized a need for education that led to the 
formation of an innovative new outreach program, entitled The Elder Education Seminar, a series of 
presentations designed to inform both the elderly and their families about challenges faced by the elderly 
community. 

In Texas, the Carrollton Police Department (CPD) launched a multifaceted campaign that focused on 
educating citizens and making neighborhood environments less conducive to crime. Officers alerted citizens 
through roadside reader boards, educational pamphlets, and report cards, patrolling the hardest-hit areas 
and grading cars for ease of burglarizing. 


Educating the Private Sector

Educating the private sector (restaurants, hotels/motels, or insurance companies) can significantly aide law 
enforcement in deterring criminal behavior and further expand the breadth of any community policing effort. 
Members of the private sector, also, share the benefits of community preservation with residents and local law 
enforcement. 

The Silverthorne (Colorado) Police Department implemented alcohol-server training for local businesses 
and opened lines of communication with local restaurant owners. As a result, the number of arrests of DUI 
(Driving Under the Influence) significantly declined from 167 in 2001 to 17 in 2002. 

 

In 2005, the Ocean City (Maryland) Police Department created a specialized training called Teaching 
Effective Alcohol Management or TEAM, for wait staff at local restaurants and other businesses catering 
to seasonal patrons.

Figure 6 illustrates the number of award winning and finalists local police departments the used Community 
Engagement in their community policing efforts. Although occurring less often, education of the community 
and public sector play a large role in addressing crime and disorder. 

Figure 6 - Community Engagement

			No. of Police Departments

Community Assessment 
and Engagement		Between 20 and 25

Educate Community	Between 5 and 10

Educate Private Sector	Between 0 and 5

19992006


Partnerships

Partnerships represent the third largest community policing strategy category used by award winners and finalists 
from 1999 - 2006. Whether through a community organization or a community representative, partnerships with 
the community are a valuable strategy in community policing and is at the core of the philosophy. Partnerships 
are a vital element in the most effective and comprehensive community policing efforts. 

Within the partnership category, local departments both strategically and effectively coordinated their efforts 
with a variety of organizations representing the public, private, non-profit sectors. Several of these partnerships 
operated as both local and regional task forces to address specific issues of crime and disorder. 

The individual partnership community policing strategies used by award winners and finalists include 
partnerships with the community (including the faith community), non-profit organizations, and other public 
agencies within their own communities. Some examples of these partnerships are identified below. 

Partnership with the Community

Partnerships with the community represented 19 percent of all partnerships, the second most widely used of the 
various strategies within the partnership category. Ten of the fifty-three departments using this strategy sought 
strategic and effective relationships to support their community policing efforts. The following are examples of 
how departments used partnerships as an effective community policing strategy: 

Police at the University of North Carolina at Chapel Hill established a pedestrian safety committee and 
began addressing pedestrian concerns. 

The Tempe (Arizona) Police Department (TPD) partnered with citizens representing business, education, 
faith, fire, police, elected officials, utility companies, neighborhood watches, emergency services, healthcare, 
and the local university to form the citizens Corps Council.


The Police Service of Northern Ireland (PSNI) partnered with local government agencies and citizens to 
identify, remove and destroy unlicensed vehicles, called runabout vehicles (cars stolen for a joy ride or 
older cars not properly registered). Community groups, such as Families Bereaved through Car Crime, 
joined the effort by lobbying for funding and creating understanding around the personal impact of such 
crimes. 

Three state prisons are located in Mansfield, Ohio. Unfortunately, a high number of convicts remain in 
the area after incarceration and engage in unlawful behaviors after their release. To address increasing 
crime rates, the Mansfield Division of Police (MPD) created the Community Policing Probation/Parole 
Partnership, which focuses on ensuring that released prisoners follow their parole restrictions. The 
partnership includes visits to local bars, home checks for curfew violations, fugitive surveillance, and 
probation/parole officer ride-alongs to familiarize patrol officers living and working in each zone. 

In New York, the New Rochelle Police Department (NRPD) partnered with community leaders and clergy 
to develop the Citizens for a Better New Rochelle to facilitate a mutually respectful relationship between 
the police and the community through open lines of communication and cooperation. 

In Boston, Massachusetts, the BPD developed the Boston Re-Entry Initiative in partnership with faith-
based, community, and criminal justice agencies to help former prisoners adjust to life in their communities. 

The Boston Police Department also participated in a collaborative effort between clergy and law 
enforcement that made unofficial visits to the homes of troubled youth. 


Partnership with Non-Profit Organizations

Partnerships with non-profit organizations were the smallest of the partnership strategies, representing just 4 
percent of the category. The following are examples of how departments used partnerships with non-profit 
organizations as a part of their community policing strategy:

The Richmond (Virginia) Police Department partnered with health care providers to establish a collaborative 
violence-prevention effort called Cops and Docs Working Handcuffed-in-Glove to Reduce Violence 
Group. 

The Mundelein Police Department in Mundelein, Illinois formed a number of partnerships with a variety of 
organizations in the community. The partnerships resulted in the development of a number of community-
policing programs: Project C.A.P.E. (Creating A Positive Environment), the Mundelein Task Force, and the 
development of 2 Community Resource Centers. 

The Youth Service Providers Network (YSPN) is a partnership between the Boston 
Police Department and Boys & Girls Clubs of Boston. The YSPN pairs police station-
based social workers with front-line police officers to provide alternatives to the 
juvenile justice system though intervention services. 

Partnership with Other Public Sector Agencies

With nearly every local police department realizing that it cannot fight crime and address community issues 
alone, many are reaching out to their counterparts in other government agencies for assistance. According to 
the results of our analysis, 55 percent of the award winners and finalists, used partnerships with other public 
sector agencies as strategic means to implementing their community policing efforts. Some of these efforts are 
described below:

In 2005, the Pasadena (California) Police Department in partnership with licensed clinical social workers, 
formed the Homeless Outreach Psychiatric Evaluation unit, or HOPE, to address long-term solutions for 
the homeless and mentally ill.

The Pasadena Police 
Department saved almost 
2,400 hours of patrol time 
through a partnership with 
the Homeless Outreach 
Psychiatric Evaluation 
Unit.


The Rossville (California) Police Department created a specialized unit in which four officers and two 
park rangers, under the direction of a sergeant, worked full time in troubled neighborhoods mobilizing, 
partnering, and problem solving. The departments personnel joined other city department staff and citizen 
leaders to form a neighborhood task force to empower other neighborhoods.

In Illinois, The Rolling Meadows Police Department introduced a 16-week Citizens Academy and made it 
available to employees of the city as well as residents. The department established a community policing 
station staffed with two patrol officers, one commander and a social worker. The department also 
established a partnership with the Northwest Community Hospital. Early Childhood Services staff, Health 
Services, The Community Action Domestic Violence Project and other public sector agencies. 

In 2004, police in Fontana, California collaborated with the citys housing department to encourage property 
owners to renovate blighted buildings and evict problem tenants.

The Savannah City Council proposed to the Georgia General Assembly that a collaboration of local and 
state agencies join to be known as the Savannah Impact Program (SIP). The Georgia General Assembly 
agreed to support the SIP by providing additional personnel in Pardons & Parole, the Department of Labor 
and Corrections and Juvenile Justice. 

Partnerships with the Private Sector

Partnerships with private sector organizations occurred 17 percent of time among award winners and finalists. 

With severe budget shortfalls, the Minneapolis Police Department (MPD) knew it had to be innovative in 
its response. The MPD developed Operation Safe Zone, utilizing a valuable resource: security officers. 
More than 300 security officers were enrolled in a four-part collaborative which included the addition of a 
common radio channel used by both police and security officers; training of both in addressing the most 
common crimes committed downtown; and the involvement of citizens in fighting crime. 


The Janesville Police Department (JPD) saw a sharp increase in police calls and problems in and around 
licensed liquor establishments throughout the city, especially downtown in the Main Street Bar Corridor. 
The JPD took the initiative to develop partnerships with liquor establishments, collaborating on ways to 
alleviate problems related to alcohol consumption. It provided training to tavern and bar management and 
staff in dealing with behavioral problems and opened up lines of communication between police and bar 
staff. 

In California, the Pittsburg Police Department (PPD) aggressively targeted gang and narcotics issues and 
worked with property owners to evict and/or arrest problem tenants. When the residents formed a group 
called the United Families of West Boulevard to unite their community, the PPD worked closely with this 
group, steadily gained their trust by initiating large-scale property improvement and clean-up efforts. 

Task Forces

A small number of departments used task forces to support community-policing efforts. Whether local or 
regional, task forces combine a variety of disciplines and areas of specialization for targeted issues for the most 
comprehensive and effective strike against crime and disorder. 

In Irvine, California, the police formed the City Safe Community Task Force comprising city, district, police, 
and community partners charged with researching the issue of community safety, identifying possible 
solutions to the problems caused by youth violence, and reporting their findings to the joint body. 

The Louisville (Kentucky) Police Department developed a 24-hour Citywide Crisis Intervention Team (CIT) 
to assist officers and clinicians working with mentally impaired clients.

The Royal Bahamas Police Force worked with area residents to form a community task force comprising 
officers, members of local churches, the business community, residents, and reformed gang members. The 
task force patrolled the streets on foot, and in vehicles 24 hours a day, seven days a week, leaving criminals 
little time or space in which to operate. The task force also worked with the Departments of Social Services, 
Housing, Environmental Health, and Public Works to improve living conditions. 

 


Figure 7 illustrates the number of award winning and finalists local police departments the used Partnerships in 
their community policing efforts. Partnerships with other public sector agencies occurred the most often. 

Figure 7 - Partnerships

				No. of Departments
Partnerships with Other 	29
Public Sector Agencies

Partnerships with Community	10

Partnership with Private 
Sector				9

Task Forces			3

Partnership with Nonprofit 
Sector				2


Organizational Development and Change

Organizational Development and Change was the second largest community policing category used by award 
winners and finalists from 1999  2006. A significant number of local police departments utilized individual 
community policing strategies such as training and cross training, strategic planning, utilizing civilian volunteers, 
organizational change, program and resource development, and aligning officer performance measures with the 
community policing philosophy. 

Strategies within this category represented 18 percent of all of the strategies used. 

Program and Resource Development

The program and resource development strategy was the most popular strategy among the strategies in the 
organizational development and change category, representing 45 percent of the individual strategies used. 
When resources within a community are sparse and police departments are often called on or compelled to 
identify and coordinate resources to address a community concern. A significant number of departments 
coordinated resources and developed programs through their efforts. 

In 2001, the Trichy City (Tiruchirappalli City, India) Police Commissionerate established a beat officer 
system, complaint suggestion box, wide area networks (decentralization), and a Slum Adoption Program. 

In 2006, the Cherry Hills Village (Colorado) Police Department was recognized for increasing its patrols and 
implementing an educational program for schools, homeowner associations, residents, and local media about 
crime prevention.

The Greeley Police Department (GPD) of Greeley, Colorado initiated the Neighborhood Building Blocks 
program, (NB2) as a tactical unit to address community needs at the neighborhood level. The NB2 teams, 
partnerships between the GPDs Community Outreach unit, activated counter-drug and gang, hotel/motel 
safety and traffic safety initiatives, and began building relations with high crime neighborhoods. 


The Leesburg (Virginia) Police Department and its community partners implemented the Midnight 
Madness basketball program, which provided transportation to a community center, as well as food and 
recreational activities to keep youth positively engaged. 

In Connecticut, the New Haven Police Department organized community management teams to develop 
community improvement goals, coordinate resources and implement programs with police and other 
organizations.

The Coral Springs Police Department in Florida, established community oriented resource and enforcement 
officers to create information hubs for residents, linking them with government agencies and resources.

Training and Cross-Training 

Training and cross training of officers was a consistent favorite community policing 
strategy among award winners and finalists. A number of local police departments 
recognized the need for additional training or the need to cross-train their officers, or 
offered training to citizens or other partners to address the often-complex problems faced 
in their local jurisdictions. Training and cross training occurred 14 percent of time within 
the organizational development and change category. 

The Caguas Municipal Police Department (CMPD) worked with the Florida Regional Community Policing 
Institute to implement a community policing philosophy and tackle the difficult issues that had made it one 
of the most dangerous cities in the U.S. Commonwealth of Puerto Rico. The CMPD trained officers to 
identify root causes of community problems and develop a strategic plan toward crime reduction. 

The Salisbury Police Department of North Carolina began a strategic planning process for developing 
major initiatives, vision, mission statement, values, and outcomes. The department developed a Crime 
Control Steering Committee, a Community Policing Transition Team, and a Police Management Team 

After their efforts, Caguas 
was declared one of the 
safest cities on the island 
with the lowest crime rates.

 - CMPD


involving more than 200 people. It also conducted and agency wide community policing self-assessment. 
The department trained all employees in community policing strategies and hired a consultant to assist in 
training the steering committee, citizens and other city departments.

Strategic Planning

Strategic Planning represented 19 percent of the all strategies used in the organizational development and change 
category. A few examples of how local departments employed strategic planning are below: 

The Antigonish Detachment of the Royal Canadian Mounted Police (RCMP) organized problem-solving 
teams with representatives from business, the community, the university, and student groups to look at 
the causes of loitering, property damage, and minor assaults. As a result of their strategic planning and 
partnerships, the town saw a 40 percent decrease in assaults, significant reduction in property damage, fewer 
crowds and fights, and safer nightlife environment.

In 2006, in Salisbury, North Carolina, the police department began a strategic planning process for 
developing major initiatives, a vision, a mission statement, values, and outcomes. It conducted an agency 
wide community policing self-assessment. 

Police in Burlington, Vermont incorporated strategic planning to create goals, objectives, and action plans 
using team-based principles. 

Use of Civilian Volunteers

Many local police departments have found that volunteers can play an important and valuable role in their 
community policing strategy. Utilizing civilian volunteers can help address issues related to limited resources, and 
serve to add a different and important perspective to police activities. While only a few of the award winners 
and finalists used this strategy, the use of volunteers continues to be a growing resource. 


In response to a 35 percent increase in traffic accidents, the Gulf Breeze Police Department (GBPD) created 
a citizen volunteer police force, called Volunteers in Policing (VIP). VIP members drove marked police cars 
to increase police visibility, alleviate aggressive driving, help disabled motorists, and free up sworn officer 
time to concentrate on other pressing concerns. 

In Utah, the Draper Police Department formed a Mobile Neighborhood Watch and received 
overwhelming volunteer response from community leaders, business owners, and church groups. The 
volunteers were trained to patrol the rough terrain using ATVs, horses, mountain bikes, and foot patrols.

Align Officer Performance Measures

Developing performance standards and personnel evaluation methods that take into account community policing 
priorities can be an important aspect in ensuring accountability for and help in institutionalizing community 
policing. While not the most used strategy among award winners and finalists, the analysis suggested a positive 
relationship between successful community policing strategies and officer knowledge and performance of 
community policing principles. Below are examples of how several departments used this strategy: 

The Port St. Lucie (Florida) Police Department combined traditional and community-policing performance 
measures into new officer and sergeant evaluations. The department created the Neighborhood Policing 
Bureau from Operations Bureau implemented a district concept, included community policing as an officer 
performance standard, added community-policing characteristics to their officer recruitment profile.

The Beaufort (South Carolina) Police Department developed a Public Safety Advisory Council from 
members of the community to identify problems and concerns of residents, and review police resources. It 
also established Community Mobilization Teams to conduct surveys of residents to measure satisfaction 
with police services. The department surveyed staff on self-perception, developed quality control standards, 
and designed evaluations to reflect an ideal officer profile. 


 Leadership and Risk Taking

The Community Policing Committee recognized leadership and risk taking as valuable elements in combating 
issues facing communities today. 

To enable, empower, and encourage all Sedona (Arizona) Police Department employees to do whatever it 
takes to address the communitys problems and prevent future problems, each employee carries a wallet-size 
card containing the following: 

Is it legal?

Is it ethical?

Is it the right thing for the community?

Is it the right thing for the Sedona Police Department?

Is it something you take responsibility for, and can be proud of?

If the answer to all of these questions is YES  then dont ask permission

JUST DO IT!

The Keller (Texas) Police Department recruited two outside supervisors to act as change agents. Command 
staff developed E to the 4th Power (Empathy, Edification, Enthusiasm, and Excellence) and trained line 
personnel in its implementation. This shift in organizational culture has led to continual improvements in 
achieving the departments mission statement. 


Organizational Change

Making organizational changes to their departments is a critical part of implementing and sustaining community 
policing. Ten departments reported using organizational change as a means of advancing community policing. 

The Port St. Lucie (Florida) Police Department was reorganized in 1999 and created its Neighborhood 
Policing Bureau to emphasize the organizational commitment to the community policing philosophy.

The Ponca City (Oklahoma) Police Department permanently reassigned police officers from random patrol 
duties to designated neighborhoods that generated high levels of disturbance calls, burglaries and prowlers, 
and fighting. These officers were responsible for working with merchants and residents to identify potential 
problems and solutions. The Neighborhood officers determined their duty schedules on a weekly basis, 
based on the demands of their neighborhoods. 

The Newberg (Oregon) Police Department flattened its organizational structure, allowing for decision 
making at the lowest possible levels. Every member of the department is encouraged to build the necessary 
partnerships to prevent crime, fear of crime, and solve community livability issues. In their assessment, the 
department discovered that all abandoned vehicles were removed and calls for service for one problem area 
dropped by approximately 30 percent. 


Figure 8 illustrates the number of award winning and finalists local police departments the used organizational 
development and change to address their community policing needs. Program and resource development 
overwhelmingly leads all other strategies used by local police departments. 

Figure 8 - Organizational Development and Change

					
					No. of Departments

Program and Resource Development	Between 30 and 35

Strategic Planning			Between 10 and 15

Organizational Change			Between 5 and 10

Training and Cross Training		Between 5 and 10	

Leadership and Risk Taking		Between 0 and 5

Use of Civilian Volunteers		Between 0 and 5

Align Officer Performance 
Measures				Between 0 and 5


Analysis, Measurement and Evaluation

Analysis, Measurement, and Evaluation represented the largest of the community policing strategy categories 
used by award winners and finalists. Based on our review, nearly every department used at least one of the 
several elements in this category, which includes crime analysis, performance measurement, or performance 
evaluation. 

These strategies combined represent the largest of the five categories with over 240 occurrences, and contain 
two of the most frequently occurring individual community policing strategies identified in our analysis: crime 
analysis and performance measurement. 

The Burnaby Detachment of the Royal Canadian Mounted Police conducted a six-month crime analysis that 
revealed a significant number of calls for service within a specific area and a significant number of other 
crimes in the same area. The Burnaby Detachment established partnerships with local business community, 
residents, local schools, and local federal criminal justice agencies.

In Florida, the Jacksonville Police Department successfully met the challenge of a distrustful community 
of the police department and exponentially expanded its community policing efforts after collecting quality 
of service surveys from its community residents. The department initiated Operation Intensive Care 
Neighborhood, a zero tolerance initiative that resulted in over 2,850 arrests and the seizure of illegal drugs, 
cash, and firearms. In addition, the department established a Community-Policing Bus, Business Watch, 
Bike Rodeos, a Sheriffs Advisory Council, and a Citizens Police Academy. These initiatives were 
informed by citizen input through the quality of service surveys. How is this one an example of analysis, 
scientific or otherwise?


Figure 9 illustrates the number of award winning and finalists local police departments the used Analysis, 
Measurement, and Evaluation to support their community policing efforts. The majority of the departments 
analyzed executed some form of crime analysis and performance measurement. Within this context, 
performance measurement refers to efforts by a department to determine the impact of its policing activities. 

Figure 9 - Analysis, Measurement, and Evaluation

			No. of Departments
	
Crime Analysis		Between 120 and 140

Performance Measurement	Between 80 and 100

Performance Evaluation	Between 0 and 20


COMMUNITY POLICING STRATEGIES BY REGION

West Region

California, Nevada, Utah, Colorado, and Oregon make up the West region of the United States. Figure 
10 illustrates the number of times each of the individual strategies appeared in that region. Local police 
departments in California used the widest array of community policing strategies than any other state within the 
west region. As the graph illustrates, the largest strategy used among all the regions was partnerships with other 
public sector agencies. 

Figure 10 - West Region

Graph showing different strategies used by each state


Southwest Region

Arizona, New Mexico, Oklahoma, and Texas comprise the Southwest region. These jurisdictions incorporated 
ten (10) of the individual community policing strategies in this region. Partnerships with other pubic sector 
agencies, partnerships with the community, and program and resource development were the most used 
strategies throughout the region. (See Figure 11.) 

Figure 11 - Southwest Region

Graph showing different strategies used by each state


Midwest Region

The Midwest region includes Minnesota, Missouri, Illinois, Iowa, Michigan, Ohio, and Wisconsin. Local police 
departments in this region used fourteen (14) different community-policing strategies. In this region, strategic 
planning appeared to be one of the most often used strategy. (See Figure 12.) 

Figure 12 - Midwest Region

Graph Showing different strategies used by each state


Southeast Region

Arkansas, Florida, Georgia, North and South Carolinas, Kentucky, and Virginia make up the Southeast region. 
This is the only jurisdiction where an award winner or finalist incorporated the use of civilian volunteers as 
a part of their community policing efforts. Community assessment and engagement, program and resource 
development, and performance measurement were most often used. (See Figure 13.)

Figure 13 - Southeast Region
Graph showing different strategies used by each state


Northeast Region

The Northeast region includes New York, New Jersey, Maryland, Connecticut, and Massachusetts. In this 
region, partnerships with other public sector agencies were the most often used of the strategies. (See Figure 
14.)

Figure 14 - Northeast Region

Graph showing different strategies used by each state


International Region

The International region includes Northern Ireland, the United Kingdom, India, Bahamas, and Canada. As 
indicated in Figure 15, partnerships with other public sector agencies was the community policing strategy most 
used by those included in this region. 

Figure 15 - International Region

Graph showing different strategies used by each state


LIST OF AWARD WINNERS AND FINALISTS

Award Winners

Ashville Police Department, North Carolina

Beaufort Police Department, South Carolina

Boston Police Department, Massachusetts*

Clearwater Police Department, Florida 

City of New Haven Department of 
Police Services, Connecticut

Draper Police Department, Utah

El Paso Police Department, Texas

Estes Park Police Department, Colorado

Fremont Police Department, California

Gastonia Police Department, North Carolina

Greeley Police Department, Colorado

Gulf Breeze Police Department, Florida

Halton Regional Police Service, Canada

Highland Village Police Department, Texas

Irwindale Police Department, California 

Leesburg Police Department, Virginia

Los Angeles Police Department, California

Jacksonville Sheriffs Office, Florida

Marietta Police Department, Georgia

Minneapolis Police Department, Minnesota

Mound Police Department, Minnesota

Mundelein Police Department, Illinois

New Brighton Department of Public Safety, 
Minnesota

New Rochelle Police Department, New York

North Little Rock Police Department, Arkansas

Rolling Meadows Police Department, Illinois

Richmond Police Department, Virginia*

Royal Bahamas Police Force, Bahamas*

Silverthorne Police Department, Colorado

University of North Carolina at Chapel Hill 
Department of Public Safety, North Carolina

White Bear Lake Police Department, Minnesota

Award Finalists

Aberdeen Police Department, Maryland

Beaverton Police Department, Oregon

Boca Raton Police Department, Florda

Boston Police Department, Massachusetts

Carrollton Police Department, Texas

Caguas Municipal Police Department, Puerto Rico

Cherry Hills Village Police Department, Colorado

City of Racine Police Department, Wisconsin

Clayton Police Department, California

Cobb County Department of Public Safety, Georgia

Coral Springs Police Department, Florida

Conroe Independent School District Police, Texas

District of Adilabad, India

37

* Multiple Winner/Finalists


Durham Regional Police, Canada

Fontana Police Department, California

Fremont Police Department, California

Gastonia Police Department, North Carolina

Gulf Breeze Police Department, Florida

Hamilton Police Station, England

Honolulu Police Department, Hawaii

Irvine Police Department, California

Lansing Police Department, Michigan

Janesville Police Department, Wisconsin

Keller Police Department, Texas

Leesburg Police Department, Virginia 

Mansfield Police Department, Ohio

Miramar Police Department, Florida

Mount Rainer Police Department, Maryland

North Little Rock Police Department, Arkansas 

Pittsburg Police Department, California

Pasadena Police Department, California

Police Service of Northern Ireland, 
Northern Ireland*

Police Service of Northern Ireland, Castlereagh 
District Command Unit, United Kingdom 

Las Vegas Metropolitan Police, Nevada

Louisville Police Department, Kentucky

Los Angeles Police Department, California

Los Gatos/Monte Sereno Police Department, 
California

Newberg Police Department, Oregon

Northern Iowa Department of Public Safety, Iowa 

Ponca City Police Department, Oklahoma

Provincial Police  Stormont, Dudas and 
Glengrarry Detachment, Canada 

Ocean City Police Department, Maryland

Red Deer City Royal Canadian Mounted Police 
(RCMP), Canada

Santa Ana Tribal Police Department, Pueblo of 
Santa Ana, New Mexico

Santa Rosa Police Department, California 

Sedona Police Department, Arizona

Silverthorne Police Department, Colorado

Springville Police Department, Utah

Savannah Police Department, Georgia

Springfield Police Department, Missouri

Suisun City Police Department, California

Tempe Police Department, Arizona

Tucson Police Department, Arizona

University of Vermont Department of Police 
Services, Vermont

University of North Carolina at Chapel Hill 
Department of Public Safety, North Carolina

Winnipeg Police Service, Canada

York Regional Police, Canada

38

* Multiple Winner/Finalists


For More Information:

U.S. Department of Justice

Office of Community Oriented Policing Services

1100 Vermont Avenue, N.W.

Washington, DC 20530

To obtain details on COPS programs, call the

COPS Office Response Center at 800.421.6770

Visit COPS Online www.cops.usdoj.gov.

e08071596 September 2007