Common use of Department of Justice Clause in Contracts

Department of Justice. The opinions contained herein are those of the author(s) and do not necessarily represent the official position or policies of the U.S. Department of Justice. References to specific agencies, companies, products, or services should not be considered an endorsement by the author(s) or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. The Internet references cited in this publication were valid as of the date of publication. Given that URLs and websites are in constant flux, neither the author(s) nor the COPS Office can vouch for their current validity. Recommended citation: National Criminal Justice Training Center of Fox Valley Technical College. 2015. Public Safety Partnerships in Indian Country. Washington, DC: Office of Community Oriented Policing Services. ISBN: 978-1-935676-77-5 Published 2015 Cover photo: ▇▇▇▇ ▇▇▇▇▇▇▇▇ Contents Letter from the Director ii Acknowledgments iii Introduction 1 Background 2 Public Law 280 3 Project Area 5 Mendocino County 5 Round Valley 7 Project Strategy 9 Implementing the Resident Deputy program in Round Valley 9 Building and enhancing community partnerships 11 Project implementation 12 Outcomes to date 13 Lessons Learned and Opportunities for Improvement 17 Lessons learned 17 Opportunities for improvement 18 Conclusion 21 About the COPS Office 23 Letter from the Director Dear colleagues, I am pleased to present this report on an inspiring example of community policing’s adaptability and benefits to diverse communities. It’s a review of the Mendocino County (California) Sheriff’s Office (MCSO) Resident Deputy program, a collaborative law enforcement effort they undertook with the Round Valley Indian Tribes. With support from the COPS Office and assistance from the Fox Valley Technical College (FVTC), the MCSO and the tribes developed an unusual approach to address the public safety issues that arose from the remote location of the tribal lands and staff cutbacks in the sheriff’s office. Referred to as the Resident Deputy program, it assigned sheriff’s deputies not only to work on tribal lands but to live there as well. This program is rooted in the foundational principles of community policing—organizational transformation and the use of partnerships to proactively solve problems. By embedding their deputies within the community, the MCSO established strong bonds and enabled a deeper understanding of the challenges facing both the residents and the tribal police department, thereby enhancing their policing capabilities. Public safety was further strengthened by the collaboration between tribal police, administrators, and residents, who worked with the sheriff’s office to reduce crime. The results to date are very promising. In addition to an improvement in relationships, there has been an overall decline in crime in the Round Valley community. I congratulate the Round Valley Indian Tribes and the MCSO for their courage, creativity, and commitment to solving the staffing, logistical, cultural, and public safety challenges they faced. In closing, I also want to thank FVTC for providing the excellent training and technical assistance that made this exemplary program possible and also preparing this inspiring report. Sincerely, ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director Office of Community Oriented Policing Services Acknowledgments‌ The Office of Community Policing Services (COPS Office) provided extensive support throughout this project. We wish particularly to thank ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, former Director; ▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇, Senior Advisor for Tribal Affairs; ▇▇▇▇▇▇▇ ▇▇▇, Senior Editor; and ▇▇▇ ▇▇▇▇▇▇▇▇, Senior Designer. Many individuals gave their time and commitment to this project. We thank those involved in the Resident Deputy program for the Round Valley Indian Tribes who allowed us to interview them on numerous occasions, including the following: „ ▇▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇▇ ▇▇▇▇▇ „ ▇▇▇▇▇▇ ▇▇▇▇▇▇ „ ▇▇▇▇ ▇▇▇▇▇▇ „ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇▇▇ „ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ The project team included several representatives from Fox Valley Technical College, in▇▇▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇; ▇▇▇▇ ▇▇▇▇▇▇-▇▇▇▇▇, Cons▇▇▇▇▇▇; ▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Administrator (re▇▇▇▇▇); ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Manager (retire▇); ▇▇. ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, Ex▇▇▇▇ive Dean of Public Safety (retire▇); ▇▇▇ ▇▇▇▇▇ ▇▇▇▇▇▇, Consultant. In ad▇▇▇▇▇▇, ▇▇▇▇▇ ▇▇▇▇▇▇ of the Coyote Valley Tribal Police Departm▇▇▇ ▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇ of the Hopland Reservation Police Department provided information through interviews on the relationship between the sheriff’s office and Tribal Law Enforcement in Mendocino County. We would also like to thank the many reviewers and editors for their suggestions and guidance. Introduction‌ The use of partnerships between law enforcement and the community has long been recognized as an effective way to create and maintain social order. I▇ ▇▇▇▇, ▇▇▇ ▇▇▇▇▇▇ Peel formed the London Metropolitan Police Force1 emphasizing the “interdependency of the police and the public.”2 He acknowledged the importance of partnerships to prevent crime and disorder.3 Early policing in the United States did not use ▇▇▇▇’s approach. There was not the same emphasis on public involvement as a partner in crime prevention.4 The key differences between policing following ▇▇▇▇’s approach in London and policing in the United States were that U.S. officers carried guns and served under precinct captains, thus beginning the Political Era of policing.5 This era, from approximately the 1830s to the 1920s, was known for police corruption.6 In the Reform Era, from about 1930 to 1970, efforts were made through written policies and procedures to reduce corruption.7 Following the social disorder of the 1960s, law enforcement began to realize the importance of involving the community in crime prevention.8 As a result, “the community policing era began in the 1970s. However, most law enforcement agencies did not embrace this concept until the 1980s.”9 The need for strong community-police relationships was formalized through the Violent Crime Control and Law Enforcement Act of 1994, which established the Office of Community Oriented Policing Services (COPS Office).10 The mission of the COPS Office is to serve the needs of local law enforcement thro▇▇▇

Department of Justice. The opinions contained herein are those of the author(s) and do not necessarily represent the official position or policies of the U.S. Department of Justice. References to specific agencies, companies, products, or services should not be considered an endorsement by the author(s) or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. The Internet references cited in this publication were valid as of the date of publication. Given that URLs and websites are in constant flux, neither the author(s) nor the COPS Office can vouch for their current validity. Recommended citation: National Criminal Justice Training Center of Fox Valley Technical College. 2015. Public Safety Partnerships in Indian Country. Washington, DC: Office of Community Oriented Policing Services. ISBN: 978-1-935676-77-5 Published 2015 Cover photo: ▇▇▇▇ ▇▇▇▇▇▇▇▇ Contents Letter from the Director ii Acknowledgments iii Introduction 1 Background 2 Public Law 280 3 Project Area 5 Mendocino County 5 Round Valley 7 Project Strategy 9 Implementing the Resident Deputy program in Round Valley 9 Building and enhancing community partnerships 11 Project implementation 12 Outcomes to date 13 Lessons Learned and Opportunities for Improvement 17 Lessons learned 17 Opportunities for improvement 18 Conclusion 21 About the COPS Office 23 Letter from the Director Dear colleagues, I am pleased to present this report on an inspiring example of community policing’s adaptability and benefits to diverse communities. It’s a review of the Mendocino County (California) Sheriff’s Office (MCSO) Resident Deputy program, a collaborative law enforcement effort they undertook with the Round Valley Indian Tribes. With support from the COPS Office and assistance from the Fox Valley Technical College (FVTC), the MCSO and the tribes developed an unusual approach to address the public safety issues that arose from the remote location of the tribal lands and staff cutbacks in the sheriff’s office. Referred to as the Resident Deputy program, it assigned sheriff’s deputies not only to work on tribal lands but to live there as well. This program is rooted in the foundational principles of community policing—organizational transformation and the use of partnerships to proactively solve problems. By embedding their deputies within the community, the MCSO established strong bonds and enabled a deeper understanding of the challenges facing both the residents and the tribal police department, thereby enhancing their policing capabilities. Public safety was further strengthened by the collaboration between tribal police, administrators, and residents, who worked with the sheriff’s office to reduce crime. The results to date are very promising. In addition to an improvement in relationships, there has been an overall decline in crime in the Round Valley community. I congratulate the Round Valley Indian Tribes and the MCSO for their courage, creativity, and commitment to solving the staffing, logistical, cultural, and public safety challenges they faced. In closing, I also want to thank FVTC for providing the excellent training and technical assistance that made this exemplary program possible and also preparing this inspiring report. Sincerely, ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director Office of Community Oriented Policing Services Acknowledgments‌ The Office of Community Policing Services (COPS Office) provided extensive support throughout this project. We wish particularly to thank ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, former Director; ▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇, Senior Advisor for Tribal Affairs; ▇▇▇▇▇▇▇ ▇▇▇, Senior Editor; and ▇▇▇ ▇▇▇▇▇▇▇▇, Senior Designer. Many individuals gave their time and commitment to this project. We thank those involved in the Resident Deputy program for the Round Valley Indian Tribes who allowed us to interview them on numerous occasions, including the following: „ ◼ ▇▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ◼ ▇▇▇ ▇▇▇▇▇▇▇ „ ◼ ▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ◼ ▇▇▇▇ ▇▇▇▇▇ „ ◼ ▇▇▇▇▇▇ ▇▇▇▇▇▇ „ ◼ ▇▇▇▇ ▇▇▇▇▇▇ „ ◼ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇▇▇ „ ◼ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ The project team included several representatives from Fox Valley Technical College, in▇▇▇▇▇▇▇ including ▇▇▇▇ ▇▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇Coordinator; ▇▇▇▇ ▇▇▇▇▇▇-▇▇▇▇▇, Cons▇▇▇▇▇▇Consultant; ▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Administrator (re▇▇▇▇▇retired); ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇Coordinator; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Manager (retire▇retired); ▇▇. Dr. ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, ExExecutive ▇▇▇▇ive Dean ▇ of Public Safety (retire▇retired); ▇▇▇ and ▇▇▇▇▇ ▇▇▇▇▇▇, Consultant. In ad▇▇▇▇▇▇addition, ▇▇▇▇▇ ▇▇▇▇▇▇ of the Coyote Valley Tribal Police Departm▇▇▇ ▇▇▇ Department and ▇▇▇▇ ▇▇▇▇▇▇ of the Hopland Reservation Police Department provided information through interviews on the relationship between the sheriff’s office and Tribal Law Enforcement in Mendocino County. We would also like to thank the many reviewers and editors for their suggestions and guidance. Introduction‌ The use of partnerships between law enforcement and the community has long been recognized as an effective way to create and maintain social order. I▇ ▇▇▇▇In 1829, ▇▇▇ ▇▇▇▇▇▇ Peel ▇▇▇▇ formed the London Metropolitan Police Force1 emphasizing the “interdependency of the police and the public.”2 He acknowledged the importance of partnerships to prevent crime and disorder.3 Early policing in the United States did not use ▇▇▇▇’s approach. There was not the same emphasis on public involvement as a partner in crime prevention.4 The key differences between policing following ▇▇▇▇’s approach in London and policing in the United States were that U.S. officers carried guns and served under precinct captains, thus beginning the Political Era of policing.5 This era, from approximately the 1830s to the 1920s, was known for police corruption.6 In the Reform Era, from about 1930 to 1970, efforts were made through written policies and procedures to reduce corruption.7 Following the social disorder of the 1960s, law enforcement began to realize the importance of involving the community in crime prevention.8 As a result, “the community policing era began in the 1970s. However, most law enforcement agencies did not embrace this concept until the 1980s.”9 The need for strong community-police relationships was formalized through the Violent Crime Control and Law Enforcement Act of 1994, which established the Office of Community Oriented Policing Services (COPS Office).10 The mission of the COPS Office is to serve the needs of local law enforcement thro▇▇▇through

Department of Justice. The opinions contained herein are those of the author(s) and do not necessarily represent the official position or policies of the U.S. Department of Justice. References to specific agencies, companies, products, or services should not be considered an endorsement by the author(s) or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. The Internet references cited in this publication were valid as of the date of publication. Given that URLs and websites are in constant flux, neither the author(s) nor the COPS Office can vouch for their current validity. Recommended citation: National Criminal Justice Training Center of Fox Valley Technical College▇▇▇▇▇▇▇▇, ▇▇▇▇▇, and ▇▇▇▇▇▇ ▇. ▇▇▇▇▇▇▇▇. 2015. Public Safety Partnerships Community Policing in Indian Countrythe New Economy. Washington, DC: Office of Community Oriented Policing Services. ISBN: 978-1-935676-7784-5 3 Published 2015 Cover photoAcknowledgements iv Letter from the Director of the COPS Office v Letter from the Executive Director of the MCCA vi Executive Summary vii Introduction 1 Origins of Community Policing 3 The Impact of the Great Recession on Policing 5 Survey research 5 Operational changes 6 The Great Recession, Major Cities, and Community Policing 9 Community policing activities 10 ▇▇▇▇, the most commonly used problem-solving model 11 Most major cities lost personnel 12 How recession affected community policing activities 12 Community policing commitment steady 13 Overview of Round Table Discussion Themes 15 Foundation of Community Policing is Collaboration and Trust 17 Generalists, Specialists, or Hybrid Models 19 Restructuring to Sustain Community Policing 21 Technology 23 Training 25 Maintaining Community Policing 27 What Do Your Colleagues Need to Know? 29 Conclusion 31 Appendix Leadership in a New Economy: Sustaining Community Policing 33 Participants 33 References 35 About the Major Cities Chiefs Association 37 About the COPS Office 39 We appreciate the support of the U.S. Department of Justice Office of Community Oriented Policing Services for supporting this work. Our monitor, ▇▇▇▇▇ ▇▇▇▇▇▇▇▇, made important contributions to the project through her active involvement in all phases. This report would not have been possible without the help of ▇▇▇▇▇▇▇▇ Contents ▇▇▇▇▇▇▇▇, as well as the research and analysis assistance of ▇▇▇▇▇ ▇▇▇▇ and editing support from ▇▇▇▇▇ ▇▇▇▇. We also want to thank the Major Cities Chiefs Association agencies that contributed to the project by responding to our survey. We are deeply appreciative of the Charlotte-Mecklenburg (North Carolina) Police Department and Chief ▇▇▇▇▇▇ ▇▇▇▇▇▇ for hosting the round table where we discussed leading in a new economy and community policing with a very thoughtful group of police executives and members of the academic community (see appendix). The final paper is much better because of their contributions. Letter from the Director ii Acknowledgments iii Introduction 1 Background 2 Public Law 280 3 Project Area 5 Mendocino County 5 Round Valley 7 Project Strategy 9 Implementing the Resident Deputy program in Round Valley 9 Building and enhancing community partnerships 11 Project implementation 12 Outcomes to date 13 Lessons Learned and Opportunities for Improvement 17 Lessons learned 17 Opportunities for improvement 18 Conclusion 21 About of the COPS Office 23 Letter from the Director Office‌ Dear colleagues, As the recent tragic events in Baltimore, tferguson, New York, and other locations have demonstrated, our nation needs community policing now more than ever before. Yet funding for the required staff, training, and technology remains low—a lingering effect of the financial crisis of 2008, which decimated budgets for personnel, infrastructure, and a wide range of law enforcement activities. tfor these reasons, I recommend that all agency leaders read this eye-opening report. Written by the Major Cities Chiefs Association (MCCA), it documents the results of a COPS Office-funded study MCCA conducted to examine both the effects of funding reductions on community policing activities and the role of agency leadership in providing community policing services within tight budget constraints. As a former police chief, I am pleased familiar with the difficult balancing act that agency leadership must perform to present prioritize and deliver services despite reductions in staff and funds. So I found the innovations and procedural adjustments described in this report on very impressive. Agencies not only streamlined operations but also took bold steps—such as using social media sites, camera- operated virtual patrols, and citizen volunteers—to compensate for personnel losses while maintaining public safety and good community relations. What’s more, the community policing activities they adopted—including practices such as partnering with community leaders to prioritize services and decide which could be cut back—helped them improve operational efficiency and strengthen community bonds. MCCA did an inspiring example excellent job of producing this document, which includes many suggestions for easily implementable changes and community policing’s adaptability policing procedures that can not only stretch your budget but also increase law enforcement effectiveness. Some can also enhance officer safety and benefits morale. I hope you will read it with an eye toward incorporating some of its recommendations in your agency. We must not be defeated by financial challenges in our efforts to diverse serve and protect our communities. ItThere is an old expression, “where there’s a review of will, there’s a way.” This report provides the Mendocino County (California) Sheriff’s Office (MCSO) Resident Deputy program, a collaborative way—we rely upon law enforcement effort they undertook with leaders to provide the Round Valley Indian Tribes. With support from the COPS Office and assistance from the Fox Valley Technical College (FVTC), the MCSO and the tribes developed an unusual approach to address the public safety issues that arose from the remote location of the tribal lands and staff cutbacks in the sheriff’s office. Referred to as the Resident Deputy program, it assigned sheriff’s deputies not only to work on tribal lands but to live there as well. This program is rooted in the foundational principles of community policing—organizational transformation and the use of partnerships to proactively solve problems. By embedding their deputies within the community, the MCSO established strong bonds and enabled a deeper understanding of the challenges facing both the residents and the tribal police department, thereby enhancing their policing capabilities. Public safety was further strengthened by the collaboration between tribal police, administrators, and residents, who worked with the sheriff’s office to reduce crime. The results to date are very promising. In addition to an improvement in relationships, there has been an overall decline in crime in the Round Valley community. I congratulate the Round Valley Indian Tribes and the MCSO for their courage, creativity, and commitment to solving the staffing, logistical, cultural, and public safety challenges they faced. In closing, I also want to thank FVTC for providing the excellent training and technical assistance that made this exemplary program possible and also preparing this inspiring reportwill. Sincerely, ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director Office of Community Oriented Policing Services Acknowledgments‌ Letter from the Executive Director of the MCCA‌ Dear colleagues, The economic downturn of 2008 had an enormous impact on police agencies across the United States of America. They lost both sworn and civilian personnel, and other activities were severely restricted. Although the economy has improved, many departments have not returned to their staffing levels before the downturn. We wanted to understand the impact of these losses on community policing. With the support of the Office of Community Oriented Policing Services (COPS Office) provided extensive support throughout this project. We wish particularly to thank and the tireless efforts of ▇▇▇▇▇▇ ▇. ▇▇▇▇▇, Director; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, former Director; we were able to survey police executives regarding budget constraints and their effects on community policing. The information gathered was used in a round table discussion of police executives on how agencies sustained their community policing initiatives during the economic downturn. These insights proved invaluable in preparing this paper. Many Major Cities Chiefs Association (MCCA) agencies lost both sworn and civilian personnel through attrition and layoffs. We learned that most police executives continued their commitment to community policing. They took advantage of the rapid growth of social media to sustain and enhance community engagement. Technology helped improve the productivity of police officers, and they often took on responsibilities that had previously been handled by specialists. By exercising strong leadership, police executives were able to meet the challenges of policing in the new economic reality. In addition to policing in an environment of reduced resources, the police are also facing a crisis in confidence because of incidents involving questionable use of force. Community policing is the most effective way the police can regain the trust and confidence of the public. We hope this paper will make a contribution to that end. Sincerely, ▇▇▇▇▇▇ ▇▇. ▇▇▇▇▇▇▇▇, Senior Advisor Executive Director Major Cities Chiefs Association The current questioning of police policies and performance along with calls for Tribal Affairspolice reform was preceded by the fiscal crisis of 2008 that hit state and local governments especially hard (▇▇▇▇▇▇ 2012). Sharp declines in tax revenues reduced operating and capital budgets that translated into cuts in services. Because law enforcement typically makes up the largest percentage of a municipal general fund budget, police agencies were not immune to budget reductions. Most were forced to make cuts; some of those cuts were severe. Since personnel account for the majority of a police department’s expenses, it follows that sizeable budget reductions led some departments to eliminate staff, both sworn and civilian. Cuts were also made in other areas, including training, technology, and equipment. This study explores what impact those losses had on how the agencies policed their communities, specifically focusing on the extent to which community policing activities were affected. It also examines the role of agency leadership in guiding departments through the new economic landscape and includes advice gleaned from discussions with police executives. While this advice was not directed at preventing events such as the violent protests that took place in communities across the country in response to police behavior, it certainly could be framed within that context because of the focus on the need for community collaboration and problem solving that solidify police legitimacy—something that is very much needed at this point in time. tfor many, community problem oriented policing has become an ingrained part of contemporary law enforcement. While the recession forced agencies to alter some of their activities, commitment to the philosophy and practice remains strong both inside and outside the departments. The new economic reality demands innovative service delivery methods to aid police in meeting their obligations to the communities they serve despite fewer resources and in addition to current calls for police reform. Clearly, community policing stands to play a major role in those reforms. Prior to the outbreaks of violence following the activities in tferguson, Missouri, the 2008 financial crisis captured the attention of everyone in law enforcement. It left in its wake a new reality for almost every sector of the economy, including the police. tfaced with fewer personnel and less in the way of financial and technological resources, agencies were forced to adjust how they delivered police services. One common theme pervading much of the recent literature is that the Great Recession changed the way police agencies operate. Increased efficiency, streamlined decision making, and innovative organizational management are hallmarks of postrecession law enforcement (PERtf 2013; ▇▇▇▇▇▇ 2011; COPS Office 2011; ▇▇▇▇▇▇▇ ▇▇▇2011). These changes did not come without pain. Between 2008 and 2013, Senior Editor; and ▇▇▇ ▇▇▇▇▇▇▇▇, Senior Designer. Many individuals gave their time and commitment to this project. We thank those involved in the Resident Deputy program for the Round Valley Indian Tribes who allowed us to interview them on numerous occasions, including the following: „ ▇▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇▇▇ ▇▇▇▇▇▇▇ „ ▇▇▇▇ ▇▇▇▇▇ „ ▇▇▇▇▇▇ ▇▇▇▇▇▇ „ ▇▇▇▇ ▇▇▇▇▇▇ „ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇▇▇ „ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ The project team included several representatives from Fox Valley Technical College, in▇▇▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇; ▇▇▇▇ ▇▇▇▇▇▇-▇▇▇▇▇, Cons▇▇▇▇▇▇; ▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Administrator (re▇▇▇▇▇); ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Coord▇▇▇▇▇▇; ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, Program Manager (retire▇); ▇▇. ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇▇, Ex▇▇▇▇ive Dean of Public Safety (retire▇); ▇▇▇ ▇▇▇▇▇ ▇▇▇▇▇▇, Consultant. In ad▇▇▇▇▇▇, ▇▇▇▇▇ ▇▇▇▇▇▇ 72 percent of the Coyote Valley Tribal Police Departm▇▇▇ ▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇ Major Cities Chiefs Association (MCCA) agencies lost sworn and civilian personnel through layoffs and attrition. More than half of the Hopland Reservation Police Department provided information through interviews on the relationship between the sheriff’s office smaller departments saw substantial funding cuts in successive years (PERtf 2010; PERtf 2013). tfurloughs accounted for additional work-time staffing losses. Between 2010 and Tribal Law Enforcement 2013, MCCA agencies furloughed employees every year, ranging from 28 percent in Mendocino County2010 to 7.7 percent in 2013 (MCCA 2013). We would also like Departments made other cuts in everything from training to thank the equipment to cope with dwindling financial resources. Community policing, which emphasizes problem solving and collaboration with community members, key stakeholders, and municipal services to prevent, respond to, and reduce crime,1 has become an integral operational practice for many reviewers and editors for their suggestions and guidance. Introduction‌ The use of partnerships between law enforcement agencies. It can require substantial personnel, funding, and the community has long been recognized as an effective way to create and maintain social ordertechnological resources. I▇ ▇▇▇▇, ▇▇▇ ▇▇▇▇▇▇ Peel formed the London Metropolitan Police Force1 emphasizing the “interdependency of the police and the public.”2 He acknowledged the importance of partnerships to prevent crime and disorder.3 Early policing MCCA received a grant in the United States did not use ▇▇▇▇’s approach. There was not the same emphasis on public involvement as a partner in crime prevention.4 The key differences between policing following ▇▇▇▇’s approach in London and policing in the United States were that U.S. officers carried guns and served under precinct captains, thus beginning the Political Era of policing.5 This era, October 2013 from approximately the 1830s to the 1920s, was known for police corruption.6 In the Reform Era, from about 1930 to 1970, efforts were made through written policies and procedures to reduce corruption.7 Following the social disorder of the 1960s, law enforcement began to realize the importance of involving the community in crime prevention.8 As a result, “the community policing era began in the 1970s. However, most law enforcement agencies did not embrace this concept until the 1980s.”9 The need for strong community-police relationships was formalized through the Violent Crime Control and Law Enforcement Act of 1994, which established the Office of Community Oriented Policing Police Services (COPS Office).10 The mission Office) to explore whether and to what extent funding reductions affected an agency’s community policing activities. This study also explored the role leadership played in providing police services to the community during this time frame. In addition to a review of the COPS Office is literature, research included a survey of MCCA agencies and a round table discussion with a group of chiefs and academic partners held in Charlotte, North Carolina, on June 17–18, 2014 to serve explore these questions in depth. This paper reports the needs results of local law enforcement thro▇▇▇these efforts, which took place before the nation cast a spotlight on policing. Yet the findings are relevant not only in struggling to manage the impact of funding reductions but also in responding to the calls for police reform.