Program Learning Objective: Institutional Assessment and

Change

By Kyle Bean

As law enforcement moves into the 21st Century, it is incumbent upon leaders to reflect

on our policies and practices and how they measure up to our community values. We have the

tools to make data driven decisions about which practices are most effective and which

equipment will bring value to the agency. As public scrutiny increases, so must our own

regarding the equipment we use, the money we spend, and the way we communicate with the

public.

I have seen this first hand as public opinion has shifted regarding the use of recording

devices, budget expenditures, and changing the way we engage the public in a collaborative

effort to solve community problems. In Law Enforcement Use of Body-Worn Cameras, I outline

a hypothetical plan to implement a BWC program in a way that increases accountability and

reporting accuracy, while respecting the privacy of victims. In Capital Expenditure Analysis for

the Newport Beach Police Department, I analyze the manner in which my own agency planned

for and completed two costly projects in an efficient manner that did not require additional

spending. Finally, in Building a Culture of Communication to Respond to Homelessness, I

discuss the ways in which the Orange Police Department changed their culture of

communication to engage the public in solving quality of life issues related to homeless

encampments.
 Beginning five years ago, in the wake of controversial police shootings, the public

demanded that all police officer be equipped with body-worn cameras (BWC). However, as

BWC’s went into widespread use, privacy advocates had legitimate concerns about the potential

to expose the private lives of victims and other involved parties. Many police agencies have seen

the value of BWC’s for increasing accountability, improving the accuracy of reporting, and

reducing frivolous claims. In Law Enforcement Use of Body-Worn Cameras, I propose the

implementation of a BWC program that balances all competing interests in a way that benefits

the law enforcement agency and the public.

With shrinking budgets and increasing costs for technology and tools, a police executive

must be skilled in the manner they use the public’s money. In Capital Expenditure Report for the

Newport Beach Police Department, I analyze how my agency found creative and responsible

ways to manage two large expenditures. First, the agency replaced an obsolete mobile command

post with one that was less than half the cost, but more versatile and capable of supporting

greater technology. Secondly, the agency accounted for a renovation to the police facility

through long-term planning and re-purposing areas that had become underutilized due to the

electronic storage of records. Both expenditures fulfilled the needs of the police department

without requiring an increase in the overall budget.

Finally, I discuss ability of the Orange Police Department to change its culture of

communication in the face of a growing homelessness crisis. The agency went from it’s historic

“no comment” approach to one that provided the public with several avenues for voicing their

concerns. The agency then stood up community policing units that attempted to engage the

public through simple, cost effective strategies aimed at improving quality of life. The result was
a unified approach to homelessness that included the public working with the police department

to find compassionate solutions for those living on the streets.

Change does not come easy to most organizations, and this seems most true for law

enforcement agencies. In order to be effective in the 21st Century, it is essential that we look

inward and address the archaic programs and methods that are no longer effective. If law

enforcement leaders can recognize the deficiencies, then they can make informed decisions about

the way we do business.