By The Honorable Edwin Meese III and John G. Malcol
It is a time of change and transition for many in America’s law enforcement community. Across much of the nation, police and sheriffs find themselves on the front lines of the opioid crisis, struggling to deal with the scope of the epidemic and the new challenges and dangers to officers it presents. At the same time, communities are increasingly turning to law enforcement officials to address other issues, such as dealing with disruptive or downright violent individuals suffering from mental illness, placing still further demands on these departments. tackling these diverse and multitudinous missions without compromising community safety is often a difficult proposition, particularly in light of the budgetary and resource constraints many law enforcement agencies face. All the while, police and sheriffs are facing internal pressures as experienced officers retire and departments work to attract young, talented recruits and diversify their ranks. those tasks are made all the more difficult by persistent narratives in mainstream and social media that paint policing as “systemically racist”—and which have the effect of encouraging antipathy towards the profession. What is needed now are thoughtful, innovative approaches to tackling these challenges. In this effort, America’s midsize police departments and sheriff’s offices are helping to lead the way. these agencies are large enough to test solutions applicable to much larger departments, but small enough to remain agile and adaptable in the face of changing circumstances, making them well-suited to serving as laboratories of innovation. Recent history bears this out. Some midsize departments have discovered creative means of overcoming funding limitations to properly equip their officers. Law enforcement leaders have developed new programs for community outreach and engagement, which have built trust and eased tensions within their jurisdictions. Some have demonstrated the value of better educating their officers on history—including the undisputed fact that many agencies once enforced racist laws (or neutral laws in a discriminatory manner)—to build empathy and reduce tensions with members of the community. And departments are increasingly training officers in tactics and techniques to de-escalate confrontational situations, as well as employing new technologies—such as data-driven policing, body-worn cameras, and even drones—to improve their operations. With these issues in mind, in January 2018, the Heritage Foundation convened its second policing. Strategy Summit. While the 2017 summit focused on the major cities’ police and the nation’s largest departments, this summit brought together a diverse group of leaders from midsize law enforcement agencies across the country, along with representatives from national law enforcement organizations, police unions, and professionals with extensive federal, state, and local experience. As was the case with the first Policing Strategy Summit, this meeting had three principal objectives: 1. Identify the most pressing problems that law enforcement agencies face today, including the breakdown in trust, adequacy of training, proper use of new technologies, media, and community relations, and the gathering and sharing of data; 2. Identify the best practices and most innovative approaches that law enforcement authorities are employing to address these problems and combat crime; 3. Identify the most effective means of communicating with public and political leaders, building trust improving police-community relations, and bringing the needs and concerns of police agencies to the attention of federal officials. the following represents the proceedings of the Policing Strategy Summit. It does not necessarily reflect the views of specific attendees or organizations but seeks to capture the wide-ranging discussion that took place at the summit.
Washington DC: The Heritage Foundation, 2024. 31p.
