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.


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.

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