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1. Question One:

Norfolk Police Department is committed to a partnership with the Center for Policing Equity and is using data driven intervention strategies and redesigning public safety systems to foster improved relations between the Department and the various constituencies within Norfolk. If you have worked with the Center in your career or have experience in implementing these strategies, provide a brief summary of the program, your role in the effort, and your evaluation of the outcome. If you have your own ideas for practical improvements in developing such efforts, set them out in your response.

Candidate B Answer: 

[Redacted]'s experience with the Center for Policing Equity (Center) began just prior to the announcement of the partnership between the Center and [-] Police Department [-] in [-]. [-] was the [-] and assisted in framing the press release for the partnership. [-] made the decision to partner with the Center after the release of [-]. The data produced questions from the community about the disparities within the black and brown communities with police interactions. The Center agreed to research and analyze departmental data, provide comprehensive reports, and recommendations of best practices as it relates to the use of force. The intervention strategies are geared to the eradication of bias in policing within the city.

The Center is a national non-profit organization with a team of research scientist, community trainers, data experts, and equity specialists that gather data to from law enforcement agencies to develop fair and just systems. The Center tracks national statistics to identify the sections of racial disparities that form from police officer behaviors such as stops and use of force. The data is stored in the National Justice Database which is the nation's first database.

The letter of commitment was signed for the COMPSTAT for Justice (C4J) pilot site on [-] understanding is of the C4J program is that it provides a more comprehensive dive into disparities identified in the Justice Navigator Assessment. The Center uses empirical data to identification and assistance with the reduction of racial disparities during police interactions and promoting meaningful change within the public safety realm. Specifically in [-],the C4J program is designed to assist [-] with identifying vulnerabilities within the department, lower biases and generate lasting change. The C4J program seeks to understand the systems and situations where people invest their time are better predictors of individual behaviors and attitudes. The approach to eradicate racial disparities includes identifying and removing the systems and situations that influence those behaviors. The C4J program is designed to aid [-], the community, and local government in the creation of healthy, safe, and more just public safety systems. There are three phases of the program, needs assessment, convene on-site action team, implementing a strategic plan.

In [-], [-] was introduced to the Center's team as [-] attended meetings to better understand the partnership and the department's role in the initiative. [-] has been intensely involved in the process and has served as a point of contact for the team's implementation specialist. [-] has provided guidance, assistance, and information to assist with the needs assessment including advocating for the program, scheduling information sessions for officers, attending roll calls during site visits to gain buy in from the departmental employees, providing contact information and connecting the Center to community members. [-] has assisted with troubleshooting issues that arose during the information gathering session and dedicated [-] time to clarify practices and policies through interviews and meetings. The Center released its [-] Annual Report which highlights [-] and [-] dedication to fostering positive relationships through data driven strategies with the Center in the data driven interventions spotlight [-]. 

[-] has been engaged and involved throughout the partnership with the Center. This section will highlight some of [-] involvement with the Center over the last [-] years. [-] has an alternate role of executive level liaison for the C4J initiative. [-] regularly meets with [-], [-], to coordinate meeting agenda, site visits coordination, data, and informational requests. [-] has met with [-] and [-], [-], to provide information of data systems and assist with roadblocks for data collection. [-], [-], has requested [-] meetings with [-] to obtain understanding of departmental policies and implementation processes. [-] has provided additional information to other members of the team and has been crucial player in moving the process forward.

The Center has completed the data gathering portion of the initiative. In [-] the Center will release the data to [-] executive staff along with the recommendations to address the racial disparities that occur within the communities. The report will be provided to the participating branches prior to the release to the public. [-] will be involved in reviewing the report and selecting recommendations for implementation. As a member of the executive team, [-] will communicate the plan with officers and garner support for the implementation of the recommendations. [-] has developed a trusting relationship with the members of the Center and will continue to foster the relationship to build a cohesive and collaborative police department with partnerships that break race, culture, and socio-economic barriers. 

[-] has been a member of the [-] Police Department for approximately [-] years and has first-hand knowledge of the issues and concerns that negatively impact the department. [-] involvement with the Center, [-] approachableness, respect from departmental members will assist in fostering an environment of support making the C4J program will be a game changer for the department. While the Center can provide recommendations for improvement within the department and with community members, a commitment from the executive leadership is a priority and implementation must be consistent, fair, and equitable.

Internal procedural justice, diversity, equity and inclusion, and officer wellness are factors for practical improvements that the department reap the benefits of. Internal procedural justice is an important component to incorporate to achieve sustainable results. Research data supports the correlation between perceived internal procedural justice and external procedural justice with an indirect emphasis on community trust (Van Craen & Skogan, 2017). The practice of internal procedural justice was listed in the President's Task Force on 21st Century Policing and should serve as a guide to law enforcement officers. By officers experiencing procedurally just treatment from departmental leaders, the effects will be transferred to the citizens.

Officer Wellness is another important element that must be a top priority as it was also listed in the President's Task Force on 21't Century Policing. The factors relayed by the Center that impact racial disparities include elements of the poor officer wellness practices. Sleep deprivation, shift work, abundance of overtime, and short staffing have an impact on the behaviors that influence decisions. Officer wellness must be at the top of the department's priorities. This falls in line with the adage that says, "You can't take care of others if you don't take care of yourself".

Diversity, equity, and inclusion are principles that must be incorporated within the practice on the police department. The [-] aligns under the umbrella of the [-]. The city is committed to being a diverse, equitable, and inclusive city which includes the police department. Visual reminders should be placed in police buildings to reinforce the message along with ongoing training in the areas of diversity, equity, including, implicit biases and connection before content.

References

Van Craen, M., & Skogan, W. G. (2017). Achieving fairness in policing: The link between internal and external procedural justice. Police Quarterly, 20(1), 3-23. https://doi.org/10.1177/1098611116657818

2. Question Two:

The Community Based Violence Intervention and Prevention Initiative (CVIPI) seeks to prevent and reduce violent crime in communities by supporting comprehensive, evidence-based violence intervention and prevention programs based on partnerships among community residents, local government agencies, victim service providers, community-based organizations, law enforcement, hospitals, researchers, and other community stakeholders. City leaders are interested in your experience in working with this initiative or initiatives with similar expectations or outcomes, specifically including your experience in urban communities if applicable. Please include your evaluation of the success of those programs and your ideas regarding improving them.

Candidate B Answer: 

[Redacted] has a wealth of personal and professional experience working within the urban community setting. As a resident of [-], [-] understands the culture and environment in an urban city and the necessity for intervention and violence prevention programs. [-] is a firm supporter of Community Based Violence Intervention and Prevention Initiative (CVIPI) that reduce violent crime through comprehensive evidence-based violence intervention and prevention programs that uses partnerships with outside organizations and community members. This practice resonates with a famous quote from Sir Robert Peel, "The Police are the Public; the Public are the Police."

In [-], [-] met with members of [-] to discuss the HVIP (Hospital Based Violence Intervention Program). The program is a conservative effort to address violence with medical staff and community-based partners that provide services, planning and trauma informed care to victims. The medical staff received a [-] grant and requested police participation with the [-]. [-] was present in the planning and preparation meetings. With the onset of Covid-19, police involvement in the program was limited to the [-]. The data provided by [-] highlights the connection of violence with members of impoverished communities and the need for programs with resources to impact the root causes of violence, so there can be a reduction in violent crime. There must be an emphasis on fulfilling basic needs to eliminate disparities within housing, education, and employment.

 As a [-] assigned to the [-], [-] was the liaison for the police department on the Drug Court Program [-]. [-] responsibilities included weekly curfew checks on participants, and [-] was the eyes and ears in the streets. [-] attended weekly meetings with the drug court team which included court personnel, probation and parole, substance abuse providers and case managers. [-]'s interactions with the participants who were recovering drug addicts was respectful, courteous, supportive, and compassionate. [-] provided genuine encouragement that was appreciated and expressed during graduation ceremonies by the participants. The relationships developed in the drug court program extended to the community. Participants were not afraid or uneasy with speaking with [-] within the community. [-] continues to encourage the past participants during [-] travels with words of encouragement or just a listening ear.

The [-] Drug Court Program was [-]. In the first [-] years, [-] graduated [-] participants from the program. The program forced prosecutors and defense attorneys to become collaborators to assist with eradicating the defendant's addiction utilizing a sanctioning system in lieu of incarceration. The program offers financial savings when compared to the cost of imprisonment. The Office of Justice Programs conducted a research study of recidivism rates for drug court participants and found that approximately 16.4 % of graduates are rearrested within one year of completing the drug court program [-]. At two years, 27.5% of graduates are rearrested after graduating the program. The results indicate nearly 75% of recidivism is achieved at the two-year mark.

[-] attended the planning meeting for the [-] that was held on [-], at the [-]. This initiative was a collaborative effort between the United States Attorney's Office, [-] Police Department, [-] Sherriff's Office, [-] Probation and Parole, [-] Department of Juvenile Justice., Federal Bureau of Investigations, Drug Enforcement Agency, Alcohol, Tobacco, and Firearms, local community leaders, clergy members, and service providers. The initiative identified [-] of the individuals involved in violent crime and associated with a group involved in violent criminal activity. A letter was drafted and sent to the individuals advising of law enforcement's knowledge of involvement in criminal activity and the opportunity to attend [-]  meeting where employment opportunities, job and skill training, mental health and substance abuse treatment, counseling, housing, and other resources would be offered to effect change and stop the violent activity.

The local community members reached out to the invited individuals to encourage attendance and provide support by also attending the meeting. Although the turnout was minimal, there were individuals in attendance that met with the clergy and service providers. There was little involvement from the police department other than attending the meeting. [-] improvement to this program would be to incorporate a support system of law enforcement personnel [-]. The Chief would partner with Sherriff [-] and speak with inmates during the reentry phase of release from incarceration. The Chief can provide support and encouragement to offenders to promote change and offer inspiration to achieve successful outcomes in lieu of reincarceration.

[-] attended a meeting with [-] to discuss [-]. The program works on the premise that the public safety does not exist without public involvement. [-] creates employment opportunities for community members. The [-] program [-] increase safety and to identify individuals with hardship needs for connection to resources [-]. The [-] to develop, train, and implement the [-] program in [-]. 

As the Chief of Police, [-] would be completely dedicated and committed to this [-]. [-] understands the culture within the communities of opportunity and the benefits of positioning credible community members to assist with resolving conflict but more importantly providing resources for families.  

[-] 

[-] believes the success of a community intervention and prevention initiative is based on collaboration between partners, effective and timely communication, assessment and follow up. While working in impoverished neighborhoods in [-], [-]'s priority centered around building trust with the members of the community. [-] achieved [-] goal by being consistent, present, understanding, and available. [-] met the community members where they were and never judged for past mistakes or criminal activity. [-] respected all [-] encountered and modeled respectful behavior in the presence of other officers. In return, [-] built strong lasting relationships with community members and increased the community efficacy. Community members continual provide valuable information that impacts criminal activity, provide suggestions for improvement by law enforcement and show appreciation for law enforcement officers.

Law enforcement agencies must have a thorough understanding of the history of law enforcement and communities with little of no trust of the police. As the Chief of Police, [-] would acknowledge the history of law enforcement, incorporate opportunities for discussion with the community, ensure community engagement and relationship building are priorities for the department, support organizational partnerships and promote community involvement in solution driven responses to criminal activity.

[-] would improve these programs by implementing a mechanism to capture effectiveness of the program, include authentic community engagement for courageous conversations, afford opportunities for community members to share background stories, include media involvement to document the success of the program. [-] would be dedicated to a cohesive and collaborative relationship with the city manager with communication at the forefront for any programs or initiatives the police department commits to a partnership.

References

[-]  

Ranjan, S., Neudecker, C.H., Strange, C. C., Wojcik, M. L. T., Shah, A., & Solhkhah, R. (2022). Hospital­ based violence intervention programs (HVIPs): Making a case for qualitative evaluation designs. Crime and Delinquency, https://doi.org/10.1177/00111287221110446

Roman, J., Townsend, W., & Bhati, A. S. (2003, July). The author(s) shown below used federal funds provided by the U.S ... Recidivisim Rates for Drug Court Graduates: Nationally Based Estimates, Final Report. Retrieved December 18, 2022, from https://www.ojp.gov/pdffilesl/201229.pdf

3. Question Three:

The Norfolk Police Department is building its future upon the following 5 Guiding Principles: Officer Welfness, being Operationally Sound, creating a Learning Organization, understanding the Strength in Diversity, and building Principle Centered Leadership. As a professional and public servant, how do you identify with these principles and how as the Chief would you continue to emphasize them in the Department?

Candidate B Answer: 

The [Redacted] Police Department [-]  future will be centered around five guiding principles that will serve as the format for the department [-]. The guiding principles are Officer Wellness, Operationally Sound, creating a Learning Environment, Strength in Diversity and Principle Centered Leadership. The plan utilizes the qualitative methodology that concentrates the focus on the five-guiding principle through the use focus groups of sworn officers. The [-] team [-] consider the internal and external factors impacting law enforcement, elements of change, and the departmental mission and values. As a professional and public servant, [-] logically and familiarly identifies with the five guiding principles. [-] has incorporated the five-guiding principles within [-] leadership practices and throughout [-] career as a public servant. [-] has dedicated [-]-year career in modeling the principles that [-] is developing to shape the future of the department.[-] is dedicated and committed to accentuating the five-guiding principles as the Chief of Police. [-] behavior will demonstrate support, encouragement, opportunity, collaboration, and communication to the members of the department. As Chief, [-] will make transparency a priority not only with the departmental members but with government officials and the community members.

[-] has outlined how [-] identifies with each guiding principle and how [-] intends to amplify each principle as the Chief of Police.

Officer Wellness

As a member of the [-] staff, [-] attended a seven-day wellness retreat (Warrior Pathh) at [-]. The training consisted of wellness practices geared towards law enforcement. Policing is a stressful job and officers experience trauma and struggles and those stressors can negatively impact officers. [-] has encountered stressful situations during [-] career such as [-] and [-]. Through experience and understanding, [-] knows first-hand the effect officer wellness has on health, relationships, performance, quality of life, and the importance of coping strategies to mitigate stress. [-] assists officers with coping strategies through the peer support program. [-] received [-] certification with CISM (Crisis Intervention Stress Management) while assigned to the [-]. For [-] personal wellness, [-] is currently enrolled at [-]. 

As the Chief of Police, [-] would [-] make officer wellness a priority by ensuing officers are afforded opportunities for training in the field of human behavior, conflict resolution and communication for use in their personal and professional lives. [-] would incorporate the recommendations from the Center of Policing Equity on reducing workloads and utilizing researched data to identify best practices for overtime, provide training on healthy eating and meal preparations, and examine actual scheduling of officer personal leave for downtime and vacations. [-] is gathering information on the program Struggle Well that is geared to law enforcement wellness that can be shared with the officers.

Operationally Sound

[-] adjoins with the Operationally Sound principle with [-] philosophy of incorporating a sound strategy with operational excellence that will birth leading performance in the law enforcement industry. [-] prides [-] on being an exceptional member of the department through [-] achievements and accomplishments in reducing criminal activity, fostering positive relationships with the community, and demonstrating core values of integrity, accountability, citizenship, compassion, positive attitude, dependable and hard work. As it relates to the departmental equipment and technology, [-] continues to discover innovative and creative ways to  use technology to supplement the manpower shortages. In [-], [-] contacted [-] to inquire about Flock cameras. [-] set up a virtual meeting with [-] precinct captains to evaluate the cameras with the intention of presenting the technology to the executive staff for implementation in the [-]. [-] also shared the technology with [-] to assist with the violent crime within their properties. [-] currently has access to [-] Flock cameras around [-] properties that have assisted in the apprehension of violent individuals. [-] is in the process of procuring Flock cameras throughout the city.

As the Chief of Police, [-] would motivate departmental members to be innovative and creative with seeking technology and equipment that can assist with reduction of crime, efficient processing of data and information, and enhancing communication with outside agencies and with outside agencies and community members. [-] is involved with [-] the real time crime center [-] is currently in [-] program, and understands the benefits of incorporating evidence-based practices for decision making and policy implications. [-] would civilianize certain divisions within the department such as FOIA and the Office of Professional Standards.

Creating a Learning Environment

Life is centered on learning. Education is important but it is only a component of learning. People learn through encounters in time, place, and person. The behaviorist learning theory focuses on individual interactions within the environment. Behavior is developed over time through the process of conditioning. [-] identifies with the principle by providing opportunities for growth through accountability and learning. As a field training instructor with responsibilities of transitioning officers from the academy to patrol, [-] created near miss situations for probationary officers to enhance the knowledge. [-] provided a safe and secure environment that was conducive to constructive criticism and feedback to promote effective communication and learning.

As the Chief of Police, [-] would foster an environment of learning for officers. [-] would incorporate an "Admit it and Move On" option in the Office of Professional Standards for command handled complaints. The officer will have an opportunity to learn from their mistakes and receive discipline, training, or corrective action up to a letter of reprimand (Broward County Sheriffs Office Policy Manual, 2020). [-] would seek input from the departmental members on suggestions on where to incorporate opportunities for a learning environment. [-] would mandate regular review of body worn camera footage by departmental subject matter experts for review to enhance learning opportunities. The NPD [-] team would be the initial starting point for determining the format, as [-] recognizes the value in affording all team members an opportunity to provide innovative solutions and suggestions.

Strength in Diversity

The United States has often been referred to as the "Melting Pot" for the many cultural difference that exist within the country making it a stronger nation. [-] grew up [-] and encountered people from different cultures and backgrounds. The relationships developed has shaped [-] into the [-] is today. A [-] who accepts and respects people who are different and finds the value in diverse perspectives in decision making processes and policy formulation. [-] is cognizant of ensuring diverse departmental members are included and afforded a seat at the table. [-] incorporates the principles of equity and inclusion into leadership practices. [-] treats all people [-] encounters with dignity and respect and reveres the experiences of [-] peers. [-] has experienced the benefits of diversity in thought as it provides more creative solutions and displays strength in diversity [-] has been meeting with the [-] Diversity Equity & Inclusion (DEi) Officer to address concerns impacting diversity and morale. [-] initiated a DEi presentation for the command staff to provide education and introduce the [-] Officer to the department leadership team.

 As Chief of Police, [-] would emphasize this guiding principle by reviewing and evaluating departmental practices to ensure equity and inclusion. [-] would incorporate ongoing training for the department with DEI office and put the practices into place to foster an environment of inclusion and fair and equitable treatment. [-] would dedicate resources to recruitment of minorities to include women and African Americans and identify the barriers to success for the demographics that are not adequately represented in the department. [-] would seek to incorporate programs such as 30X30 initiative to increase the percentage of female officers nationally to 30%. The benefit of women law enforcement officers include women are less prone to use excessive force, are named in less lawsuits and complaints, seek better outcomes for victims of sex crimes, and have a reduction in discretionary arrest of minorities (https://30x30initiative.org/).

Principle Centered Leadership

Principle centered leadership identifies with servant leadership. [-] is deeply rooted in faith that is ingrained in the concept of channeling a natural feeling of being a servant and serving others before self. [-] is the definition of servant leadership by placing others well-being as a primary interest and listening to understand the needs of others. [-]  holds officers accountable for their actions but will take the time to ensure their mental well­ being is being addressed. [-] seeks to identify the root causes to rectify performance issues and concerns. [-] encourages leadership training at all ranks and meets with officers to discuss career development and opportunities for improvement.

As Chief of Police, [-] will promote, support, and encourage leadership training was recently appointed to the Advisory Committee for [-] Leadership Certificate Program. [-] membership will afford female officers under [-] recommendation an 80% discount to attend the prestigious training. [-] will ensure opportunities are present for all ranks to learn and incorporate servant leadership principles and integrate the principles into the promotional process. But most importantly as the Chief and the head of the organization, [-] will model the characteristics of principle centered leadership so that it will be obvious to all who encounter Norfolk Police Department personnel the commitment to servant leadership. The implementation of principle centered leadership will occur from the top-down approach with the executive team receiving the same training as the police recruits.

4. Question Four:

Recruitment, selection, and retention of competent and successful law enforcement officers is critical for a community to thrive and for citizens to feel safe in their city. Further, an inclusive and diverse police department that reflects the community leads to increased trust, cooperation, and transparency. As a candidate for Norfolk Police Chief, what experience would you bring in successful recruitment, selection, and retention of police officers and what ideas would you have to build on that experience to create a successful program in Norfolk since City leaders are very interested in creative initiatives to attract qualified candidates and ensure their longevity in the Department.

Candidate B Answer: 

The Norfolk Police Department (NPD) has experienced a massive reduction in manpower making recruitment, selection, and retention more critical for the safety and protection of the citizens in Norfolk. Law enforcement can increase trust, cooperation, transparency with a police department that is reflective of the community and exhibits principles of inclusivity and diversity. NPD currently employs 505 officers whose demographics do not reflect the community. NPD has approximately 67.8% of its sworn officers are Caucasian, 19.7% African American, 7.0% Hispanic, 3.9% Asian and 1% other. The demographics of the City of Norfolk according to the United States Consensus Bureau reflect 45.8% Caucasian, 40.7% African American, 8.6% Hispanic, and 3% Asian (https://www.census.gov/quickfacts/norfolkcityvirginia).

As a candidate for the Norfolk Police Chief, the experience [Redacted] would bring [-] years of experience from the [-] Police Department, [-] years of life experience, [-] years of­ experience ([-]),and  -]-year experience of residency in the [-]. Throughout [-] career, [-] has been invested in the recruitment, selection, and retention of officers on the department. [-] has been an informal recruiter from the day [-] hired on the department with the promotion of the department through word of mouth, ride along officer, and recruiting team. Every interaction is an opportunity for recruiting and it is important to model the behaviors of involvement and support during the recruiting phase.

[-] has participated in the recruitment initiatives such as being featured on the [-] recruitment website [-] inspiring a generation to join the department with the correlation of family as a branding point. [-] attends recruiting events and provide words of encouragement for the potential candidates in attendance. [-] has been involved with the oral board selection process and currently participate in the executive board selection process. [-] has volunteered for recruiting trips and provides suggestions to the team to increase recruiting efforts. [-] provides potential recruits with [-] department cell phone number along with recruitment and makes [-]self available to answer questions the applicant may have. 

Recruitment initiatives are important to attract qualified applicants especially the younger generation. The time between graduation from high school and eligibility to apply for a career in law enforcement can be injurious for a young person as adulthood emerges. It is extremely important to provide mentorship and direction for persons entering adulthood. In [-], [-] proposed an initiative called [-]. This program was geared towards high school seniors with interest in criminal justice. The student would attend a Saturday program at the Training Academy as a recruit for a day. The day would mirror a recruit class schedule including classroom instruction, physical training, lunch, scenario training and opportunity to meet officers and discuss the benefits of the job. At the end of the day, the student gains confidence in their ability and desire to do the job, relationships are formed, and the department has a potential candidate to mentor into a police recruit over the next three years. The department can employ the students upon the 18th birthday in civilian positions and assist the student with obtaining an Associates Degree in the process. The program provides educational opportunities to academically prepare the student for the vigorous classroom instruction. The State Code of Virginia under section 15.2-1705 allows for localities to hire police applicants at the age of 18 years old. This is another opportunity to bridge the gap between graduation of high school and entrance into the Basic Recruit Academy under the old regulations of 21 years of age.

[-] continually conducts informal and formal brainstorming sessions with members of the [-]. During a conversation with the Assistant Training Director, the duo began to devise a program called the [-] Recruitment Unit. [-] through recruitment, information, and relationships. The [-] Unit initiative developed out of the need to take police recruitment to where the people are. The current practices set up a recruitment table at a location and wait for "viable" candidates to engage the

recruiters. The [-] Unit will travel to locations with an untapped demographic of potential candidates such as beauty salons, nail salons, fitness centers, and community centers. The recruiting truck will require to be outfitted with a television to display the recruitment videos and tablets to allow potential candidates to review the automatic disqualifiers and submit applications or contact forms. The Training Division should offer opportunities to practice the 1.5 mile run after hours on the track and to create opportunities to engage and connect with members of the department. The key to recruitment and retention is to make potential employees and current employees feel a sense of belonging and cared about like a close-knit family by enhancing the connections with senior leaders.

The retention of officers has been a topic of contention as officers are leaving the police department to work for other law enforcement agencies, private companies, or entrepreneurship. While there are some reasons that are outside of leadership's control, there are few practices that can increase retention. As the Chief of Police, [-] will be an advocate for [-] officers. Officers need a feeling of support, genuine care and to receive fair and equitable treatment. The issues impacting the NPD did not occur overnight, there are long-standing practices with perception of inequity, unfairness, and inequality have ignited a reduction in morale along with other outstanding concerns. The key is to ensure that expectations, accountability, and consequences are standard practices and discipline, transfers, promotions, and training opportunities are fair and equitable across the rank and file.

Historically, NPD found success in recruitment and retention due to word of mouth and the strong connections officers had with the department. As Chief of Police, [-] would embrace the generational differences of the current workforce and implement strategies to foster an environment of belonging, engagement and caring. Internal transparency and communication would be top priority to ensure officers receive information and are given an opportunity to provide input. Theodore Roosevelt said, "People don't care how much you know until they how much you care."

[-] has shown empathy, care, and compassion by being present with officers, engaging officers in conversations, being approachable, open, and honest, and showing up at inopportune times to support [-] team. [-] provides [-] for officers who share [-] attends community events with the officers, employee engagement events, and supports officers in team sports events outside of the city. [-] is authentic and genuine. Although these are [-] character traits, these are also tools, [-] uses to aid in the retention of employees.