Category: Agency Serving a Population of Fewer than 20,000 Residents
The Situation
Aberdeen, Md. is a city of approximately 13,800 people that sits astride the primary transportation arteries on the east coast, I-95 and Amtrak. To the east is the 75,000-acre Aberdeen Proving Grounds, a U.S. Army testing, research and training facility. During the last quarter of the 20th century, Aberdeen, like many communities in America, transitioned from a close-knit small town into a small city with an increasing number of typically urban problems. The city government came under pressure to enhance the quality of life of the community in addition to providing more basic services. This shift in focus was brought about by the changing expectations of the citizens and the business sector.
The Challenge
From 1992 until 1998, the department’s management and employees experienced a difficult transition regarding vision, mission and performance. Management practices were based on a hierarchy, division of labor, policy, procedures and training designed for the industrial age (Command & Control); yet the department was expecting the results of an empowered organization. Employees were disconnected, angry and uncooperative, which led to dysfunctional conflicts that had an adverse impact on quality of services to the community.
In 1998, the Aberdeen Police Department was at odds with members of the minority community and experienced 20 complaints against officers, ranging from disrespect to excessive use of force. The city manager, with the support of local elected officials, made a change in police leadership and charged the new incumbent with implementing community policing practices.
In 1999, city government undertook a major initiative - “Strategy 2005" - to transform city government from an organization that just provided essential services to one with a renewed emphasis on improving the quality of life of citizens and the community. This engaged the mayor, the city council, employees and community leaders in the development of a shared vision, which would lead to an improved quality of life. Community policing was identified as a major part of “Strategy 2005.” A number of work sessions were held with police officers and support staff to assess the department. The group was asked to identify what type of activities it performed. The overall results showed that most of the work was reactive and related to law enforcement and administrative activities. The emphasis of past practices was on policing the community through law enforcement. The challenge was to change from policing the community to community policing.
The Solution
The discussions about how to make a shift toward working with the community, centered on defining the concept of community policing. As a result of internal and external discussions, it was decided that the police department needed to implement the following practices to better serve the community:
- Develop partnerships with citizens, businesses, schools and other agencies to prevent crime together.
- Create joint projects with community and other agencies to enhance the quality of life.
- Identify special projects to address the unique needs of the community.
- Design policies and procedures that empower employees to make decisions for which they are held accountable.
- Assert practices to enforce law in collaboration with the community.
In addition to adopting these new practices, the department went through a detailed self-evaluation of current practices and an extensive training program related to community policing. During this process, every member of the department provided ideas on how to improve the quality of life in the community. This program led to the adoption and implementation of new ways of thinking and acting as well as incorporating a commitment to quality law enforcement as defined in the seven core values of policing: prudence, trust, effacement of self-interest, justice, courage, intellectual honesty and responsibility.
Once the department completed training, it was time to begin communicating the changes to the community and put the practices into action. Printed brochures describing the concept and practices of community policing and the roles citizens play were created and distributed to the public. Seminars and discussions were used as part of an ongoing effort in getting the community involved with the police officers.
In terms of implementation, the department assigned officers to each geographic area. This process works as follows: Aberdeen is divided into three patrol sectors, designated as eastern, central and western. Each sector is unique because of the diverse composition of its neighborhoods. Some are older; some are more commercial than residential; but each generates its own set of challenges. As part of the community-policing program, each shift sergeant is assigned a patrol sector. Officers under his command are assigned grids within each of those sectors. Grids represent streets and neighborhoods within those sectors. It is the responsibility of the assigned officers to interact with the citizens of those neighborhoods, resolving problems as they arise or are identified. Officers set up community meetings in their areas of responsibility where ongoing problems are identified and addressed. The officers are empowered to engage in mediation on those issues where it is applicable. For those situations outside the purview of the department, the officers draw upon outside governmental or other resources for issue resolution.
Evaluation
Through community policing, many employees of the department experienced changed values, attitudes and behavior, which has led to an engagement with the community that has helped the department form partnerships with schools, businesses and neighborhoods. These relationships have fostered positive benefits within the community. It is clear that these practices help to provide safe living and working environments to the citizens of the community.
Many changes and new programs have resulted from the department’s adoption of community policing. Included below are some examples of the effect this new philosophy has had on the community and department.
- Suggestion Box – The citizens’ suggestion box program and community surveys allow citizens to continue a dialogue with the department.
- Meetings – City meetings and other public forums allow officers to maintain a leadership presence within the community and continually obtain feedback from citizens. These interactions provide verification and validation of the department’s performance in meeting community expectations and form the basis of prioritizing services, resource allocation, training needs and improvement of internal and external services. The public brings problems or issues to the attention of the department or government officials through council meetings, e-mails, telephone calls and periodic walking tours.
- Walking Tours – City council members and city department heads conduct walking tours through neighborhoods in the city. As issues are raised during these walks, they are directed to the appropriate department head. This allows city officials to see problems and issues that might not have been addressed otherwise.
- Media Relations – Relations with the local media were cultivated. The department public information officer prepares media advisories or press releases describing particular activities of officers in their respective areas of responsibility. This allows the department to demonstrate the importance of community-policing activities and educate the public about alternate solutions to neighborhood problems.
- CAPS/Senior Programs – The department sponsors a Citizens Action Patrol (CAPS), which concentrates on those areas generally known for ongoing criminal activity. It is composed of citizens who are motivated to participate in community policing. They are equipped with mobile radios and cellular telephones and are trained to observe and then notify the department of any suspicious or criminal activity they see. Once a year, officers host a senior citizens Christmas lunch, which provides an opportunity for the seniors to interact with the officers personally, and for officers to explain emergency procedures to seniors.
- Adopt-A-School/Bike Patrol/Auto Theft Awareness – The Adopt-A-School program resulted in officers adopting a school of their choice, which they visit regularly, and interact with staff and students. This is in addition to the permanently assigned school resource officer. The department implemented a bike patrol in business districts and areas known to have high calls for service. This provides a more visible deterrent and enhances interactive relationships with the public. The department also implemented and promoted the “Watch Your Car” program, an auto theft awareness and response program.
Community policing has helped the department work more closely with the community and has provided the department with a philosophy and practices that support and promote “Strategy 2005.” This increases the quality of life for the residents and businesses within the community.
