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Traffic Safety in the New Millennium:Strategies for Law Enforcement

A Planning Guide for Law Enforcement Executives, Administrators and Managers

International Association of Chiefs of Police

Highway Safety Committee

Traffic Safety in the New Millennium:Strategies for Law Enforcement

A Planning Guide for Law Enforcement Executives,Administrators and Managers

This document was prepared under Cooperative Agreement Number DTN H22-96-G-05235 modication 0004from the U.S. Department of Transportation National Highway Traffic Safety Administration. Points of view oropinions in this document are those of the authors and do not necessarily represent the official position or policiesof the Department of Transportation or the National Highway Traffic Safety Administration.

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Traffic Safety in the New Millennium: Strategies for Law Enforcement

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Table of Contents• Acknowledgments ......................................................................................................i

• Executive Summary ..................................................................................................1

• Background................................................................................................................2

• Mission and Vision....................................................................................................2

• Considerations for the Future ....................................................................................3

• Strategies for Traffic Safety in the New Millennium

Management

Strategy #1—Organizational Commitments ..............................................................15Strategy #2—Changing Priorities–Strategic Planning ................................................16Strategy #3—Traffic Safety Management Functions ..................................................17Strategy #4—Supervision ..........................................................................................18Strategy #5—Ethics....................................................................................................19Strategy #6—Departmental Accountability ................................................................20Strategy #7—Development of Proper Policies ............................................................21Strategy #8—Policies–Stake Holders and Partners......................................................22Strategy #9—Community Involvement......................................................................23Strategy #10—Program Evaluations ..........................................................................25Strategy #11—Assessment and Evaluation—Who Is Our Client, Customer

and Community?................................................................................26Strategy #12—Budgeting............................................................................................27Strategy #13—Identifying and Sharing Resources ......................................................28Strategy #14—Technology Issues................................................................................29Strategy #15—Selective Traffic Enforcement Plans ....................................................30

Human Resources

Strategy #16—Demographics ....................................................................................32Strategy #17—Demographic Change ........................................................................33Strategy #18—Media Relations ..................................................................................34Strategy #19—Team Building ....................................................................................35Strategy #20—Labor/Management ............................................................................36Strategy #21—Recruitment........................................................................................37Strategy #22—Increase Law Enforcement Educational and Career Development

Opportunities in the Community ......................................................38Strategy #23—Field Training Officer / Probation / Initial Retention..........................40Strategy #24—Collect Data Necessary to Evaluate Performance ................................41Strategy #25—Employee Development......................................................................42Strategy #26—Promotion ..........................................................................................43Strategy #27—Partnering in In-Service and Supervisory Training ..............................44Strategy #28—Alternative Work Schedules ................................................................45Strategy #29—Personnel Allocations ..........................................................................46Strategy #30—Civilianization/Privatization................................................................47

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Strategy #31—Use of Specialists ................................................................................48Strategy #32—Developing an Active and Strong Reserve/Volunteer Program ............49Strategy #33—Employee Wellness..............................................................................50

Technology

Strategy #34—Intelligent Transportation Systems (ITS) ............................................52Strategy #35—Roadway Safety Design ......................................................................53Strategy #36—Variable Speed ....................................................................................54Strategy #37—Work Zone Safety ..............................................................................55Strategy #38—Automated Highways/Vehicles............................................................56Strategy #39—Vehicle Simulators ..............................................................................57Strategy #40—Emergency Response Vehicle Operations............................................58Strategy #41—Emergency Vehicle Coordination and Response..................................59Strategy #42—Pursuit Management ..........................................................................60Strategy #43—Collision Analysis................................................................................61Strategy #44—Collision Notification ........................................................................62Strategy #45—Interlock Devices ................................................................................63Strategy #46—Commercial Vehicle Communications................................................64Strategy #47—Provide Real-time Information............................................................65Strategy #48—Fatigue Detection................................................................................66Strategy #49—Testing for Driving Under the Influence of Alcohol and/or Drugs......67Strategy #50—Establishing Identification of Individuals with Commercial

Driver’s Licenses..................................................................................68Strategy #51—Driver/Violator Identification Systems................................................69Strategy #52—Electronic Citations ............................................................................70Strategy #53—Photo Enforcement ............................................................................71Strategy #54—In-Car Video Camera..........................................................................72Strategy #55—Automatic Traffic Collision Reports....................................................73Strategy #56—Identification and Management of Hazardous Material Incidents ......74Strategy #57—Commercial Vehicle Regulatory and Enforcement Data......................75Strategy #58—Commercial Vehicle Automated Inspections ......................................76Strategy #59—Develop Geographic Information Systems..........................................77

• Resource Organizations............................................................................................78

These organizations may be of further assistance in the implementation of strategiescontained in this document.

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Earl M. SweeneyChairmanHighway Safety CommitteeInternational Association of Chiefs of Police

George AkeMajor (Ret.)North Carolina Highway Patrol

Mike BrownDeputy ChiefCalifornia Highway Patrol

Paul CorbinChiefSt. Charles, Missouri, Police Department

Kathryn DouttMajorPennsylvania State Police

Roger FraserNational Sheriffs’ Association

Murray J. PendletonChiefWaterford, Connecticut, Police Department

William P. GeorgesSubcommittee ChairmanAssistant Chief (Ret.)Albany, New York, Police Department

Steven K. PowellCaptainColorado State Patrol

Larry ThompsonLieutenant Colonel (Ret.)Arizona Department of Public Safety

Jack W. VanSteenburgMajorNew York State Police

Earl HardyHighway Safety SpecialistTraffic Law Enforcement DivisionNational Highway Traffic SafetyAdministration

Robert R. RoweGrant/Technical ManagerInternational Association of Chiefs of Police

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Acknowledgments

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Traffic safety programs form an integral component of the effective, comprehensive lawenforcement operation. Unfortunately, not all law enforcement executives recognize thisimportant fact. Other law enforcement issues constantly compete with traffic safety for lawenforcement’s attention, and too often traffic safety initiatives take a “back seat” to what areperceived as more important programs. Violent crime, gang violence and the proliferation ofillegal narcotics are matters that, to many police executives, far outweigh the need to dedicatetime to proactive traffic safety. Nothing could be farther from the truth. Many successful trafficsafety initiatives have resulted not only in reductions in crashes, but in additional positiveresults that benefit our communities in many areas.

As one might expect, there are many approaches to traffic safety presently taken by lawenforcement in the United States. As we enter the new millennium, emerging trends and newtechnology will be of the utmost importance. This document will serve as a guidebook for lawenforcement executives and their organizations; it will catalog effective strategies and addresspromising practices for the future.

This document addresses elements and core components in human resources, managementand technology issues, with a focus on effective traffic safety strategies. These individualstrategies discuss background information, possible actions, benefits, and other considerations.The information contained in this document deals with both proven strategies and promisinginitiatives for the future.

A safe and efficient transportation system will provide positive results to our society, andeffective traffic safety programs and strategies will ensure success in this endeavor. Thisdocument will serve as a menu of effective programs and a roadmap for the journey into a safermillennium.

Several organizations provided much valuable information relating to this project. As aresult, the sub-committee reviewed great amounts of data in order to produce this document.Many of the suggestions in this document might not work for every agency. The idea is toconsider the words on these pages and then to create the concept that will work for yourdepartment. No one can implement every strategy contained in this document. The particularapproach or theory is up to the individual agency with the goal of choosing strategies that workfor you and, thus, benefit your community.

Lastly, this document should be “timeless” and serve as a living document. Attention hasbeen given to the future throughout. Obviously, the future cannot be absolutely predicted. Theinformation contained in these pages deals with sound, effective, goal-producing strategieswhich will produce positive results both now and in the future. As a result, this document willbe amended periodically in order to remain current.

Executive Summary

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BackgroundAs we enter the new millennium, many different issues compete for attention from today’s

law enforcement executives. In turn, to be effective leaders, today’s executives must not onlymanage present-day issues but must keep an eye towards the future. Effective trafficmanagement systems which use dedicated, effective traffic safety strategies are critical to theoverall success of any law enforcement organization.

In September 1996, the National Highway Traffic Safety Administration (NHTSA), incooperation with the Police Executive Research Forum (PERF), sponsored a meeting of lawenforcement executives in Reno, Nevada, to discuss the issue of police traffic services in the 21stcentury. As a product of that meeting, a manual was developed and distributed to lawenforcement executives and organizations.

Following the PERF effort, NHTSA contacted the International Association of Chiefs ofPolice (IACP) for comments and possible follow-up discussion. It was determined thatadditional work on this important issue would be beneficial to all law enforcement and alliedorganizations, and, as a result, the IACP entered into a partnership with NHTSA to producethis document. The chairman of IACP’s Highway Safety Committee (HSC) assumed responsi-bility for this project and appointed a subcommittee of HSC members and other lawenforcement executives to produce this report.

MissionTo provide law enforcement personnel with diverse strategies and promising practices that

will enable them to effectively address traffic safety issues and emerging trends in the newmillennium.

VisionThe new millennium will bring law enforcement executives an opportunity to lead their

organizations towards the goal of a safe and efficient highway transportation system. Such asystem will produce varied benefits to our communities and have a positive impact on our wayof life. Through a strong commitment to traffic safety, law enforcement organizations will helpto ensure that these positive results occur in the present and well into the future.

Traffic Policing in the World of the Future

It is not given to man to foretell thefuture. It was, therefore, with some trepi-dation that the IACP Highway SafetyCommittee undertook to build on theexcellent spadework done by the PoliceExecutive Research Forum and attempt tomake recommendations that both theNational Highway Traffic SafetyAdministration and the law enforcementcommunity would find useful as they plottheir respective courses toward an uncertaintomorrow.

This document should be thought of, atbest, as a bridge—a bridge between today andtomorrow, a bridge between two centuries andeven more significantly, between twomillennia. It was begun in one century andcompleted in another, begun in onemillennium and completed in another.

Our subcommittee that worked on thisproject heard from futurists, police adminis-trators, traffic commanders, engineers, andothers, but we cannot say for certain what thefuture holds—there are too many “ifs.”

IF the economy remains stable, IF theworld’s oil supply lasts another four or fivedecades, IF we are able to develop new sourcesof energy, IF the problems of global warmingare not understated, IF declining birth ratesand death rates in the developed nations andrising birth rates and economies in theemerging nations continue at the same pace,IF the world remains free of major wars, andIF there is not a marked change in what manyhave described as a declining sense of moralityworldwide, we know what we can expect.

We can expect more vehicles and moreroads and highways, more traffic jams andmore interruptions in the traffic flow due toconstruction and reconstruction. We canexpect that vehicle operation will becomemore automated, as artificial intelligence isincreasingly applied to vehicles and highwaysystems. We can expect a continued drive toproduce more fuel efficient motor vehiclesthat pollute the air less.

We can expect technology to help solvesuch problems as stopping high speed pursuitsand the enforcement of speed laws and trafficlight violations. We can expect more elderlydrivers on the roads, a new wave of teenagersraised on a culture of violence, impatient andprone to aggressive driving and road rage.

We can expect continued problems withdrugs and alcohol, which were the bane ofsocieties in the previous millenium, not tomention the previous century. We can expectdeepening divisions between the world’s“haves and have nots,” major changes in thecultural composition of our population, andas both the police and criminals increase theiruse of leading-edge communicationstechnology, fierce debates as to what checksand balances should exist on governmentalintrusion into personal privacy on the onehand, and the need for the police to be able tomonitor terrorists, drug cartels and otherorganized crime groups on the other.

These expectations could change dramati-cally overnight, however, with a war, adisruption in the Mideast oil supply, a globalclimate change, or some cosmic event such asa meteor strike. We live in uncertain times.

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Considerations for the FutureBy Earl Sweeney

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Because of these uncertainties, in focusingour discussions and crafting our recommenda-tions, we have devoted this section of of thisreport to some of the future trends that wefeel must be taken into account by lawenforcement agencies in developing theirstrategies over the next five to seven years. Inthe second section, we call attention to themost significant and successful strategies ofthe last few years, providing a checklist forpolice administrators to see if their currenttactics and procedures represent current bestpractices.

Throughout it all, one thing will remainconstant—that the business of policing is firstand foremost a “people business.” People,with all their human frailties and flaws, areour profession. Some will serve with braveryand distinction as police officers, firefighters,medical professionals and public officials.

Some will live out their lives as goodcitizens and role models. Others will live theirlives in such a careless and even criminalmanner that others will be hurt by their activ-ities. In the highly mobile society of today andthe even more mobile society of tomorrow,the police will be depended upon to ensurethat travel is safe, and that criminals arecaught, whether on foot or in a vehicle. It isto those police officers of today and tomorrowthat this document is dedicated.

Demographics and the Personality Changes

As the study of human populations,demographics can contribute greatly to ourunderstanding of the economy, business,society, and our professions. It can predictbusiness trends, school and college enroll-ments, demands on the social security system,electricity and fossil fuel use, markets forvarious products, and crime and crash trends.

By itself, demographics may cause peopleto make some misleading conclusions. It isnot an exact science, and depends on suchoutside factors as wars, climate changes, andthe impact of technology.

It is useful in planning for the future tolook at birth cohorts. For example, peopleborn in the U.S., Canada, or Australiabetween 1946 and 1964 are classified bydemographers as baby boomers. The babyboom occurred after World War II whenveterans returned home after postponinghaving children until after the war. A strongeconomy gave couples the confidence to starta family. By 1957, the average U.S. family hadnearly four children. Many young immigrants,primarily from Europe, also entered the U.S.

Postwar prosperity, the Cold War thatbegan in 1948, and the advent of televisionthat changed the entire landscape of activitieswithin the home helped to shape this gener-ation. Television penetrated nearly everyhousehold and brought with it a greaterunderstanding of what was happening aroundthe world, from the Vietnam War to theKennedy assassinations to the civil rightsmovement to Elvis Presley and the beginningsof rock and roll. This generation is nowentering the ranks of senior citizens.

From 1965 to 1976 came a baby bust,with 15% fewer babies born than during theprior decade, and the number of families withchildren at home dropped by six percent,along with fewer children per family. Thisgroup is often known as Generation X. Theyentered the labor force during a period ofeconomic downturn with good educations,but looking forward to unemployment rates ashigh as 10.8% by 1982, and lower startingsalaries. They were the first U.S. generation

that felt they would have fewer opportunitiesthan their parents. Now reaching middle age,this generation is very media-conscious andthe first segment of the population to beprolific computer and Internet users.

From 1977 to 1997 came the Baby BoomEcho, as the baby boomers, who hadpostponed childbirth until their thirties andforties, began having children, when theeconomy turned around and their hopes andexpectations along with it.

Currently, a cohort known to merchan-disers as NexGen, called by Don Tapscott,author of Growing Up Digital: The Rise of theNet Generation, as NetGen, and by others asGeneration Y, is entering the work force.Some 88,000,000 strong, between the ages ofthree and 23 as the new millennium began,they are now the biggest demographic groupin North America. They have a differentoutlook on work, responsibility, teamwork,and desired reward than their parents. Thiscohort and their views will dominate the 21stcentury.

This is the first generation that knew moreabout some things than their parents did.Those “some things” are the computer and theInternet. Raised on video games and “wired”to computers at school, their parents have hadto depend on them to advise them on mattersranging from how to buy a computer andperipherals to how to build a Web page. Thisgeneration has grown up surrounded bydigital devices, from digital cameras to videogames to CD-ROMs to downloadable music.Electronic devices are no more intimidating tothem than a TV set was to the previous gener-ation—they have grown up with them andassimilated them, rather than having to learnthem anew. They play, work, and createcommunities and friends in cyberspace. Thecomputer and the Internet are truly the singlemost powerful force shaping this generation.

Because of their experiences on-line,NexGenners do not regard their parents, oreven their supervisors at work, who usuallyknow less than they do about the newtechnology, as having more knowledge orwisdom. After all, the world’s collectedknowledge lies just a mouse click away forthem, on the World Wide Web. Because ofthe interactive nature of the devices they playand study with, they tend to want to be users,not just viewers or listeners as the babyboomers did with the advent of television.They see a shrinking world, and theirexperience with the Internet has exposed themto a media where there are very few rules andstill fewer controls on people’s behavior. Theyuse computers for entertainment, studying,shopping, and communicating, through chatrooms, computer use groups, and Web sites.Two-thirds of U.S. children now use theInternet from home, school, the library, oranother location. They are part of a Web-based culture that includes many opportu-nities to be exposed to history’s collectedwisdom and knowledge, but also to cynicism,unhealthy sexual fantasies, and nihilism. Theirsocial skills may be limited in some ways by alack of face-to-face contact and hours spentchatting or playing games on-line rather thandirectly with peers. At the same time, someexperts feel the writing and critical thinkingskills of this generation may be enhanced byevaluating the sometimes conflicting infor-mation at their fingertips, and by reading andwriting many more messages than theirparents and grandparents ever did.

There is also a concern that there will be aworld of electronic haves and have-nots, adigital divide, and that children and nationsthat have little or no access to this digitalworld, or lack the money to constantly updateto keep pace with changes in this technology,will be developmentally and economically

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disadvantaged. Recent evidence seems to showthat rather than narrowing with new advancesin technology, this digital divide is actuallywidening. There were one billion childrenborn in the last decade of the 20th century,and 95% of them were in developingcountries with primitive living conditions—infact, more than one-half of the 1.2 billionchildren aged six to 11 have never placed aphone call!

Along with this technological gap hascome a severe gap in wealth between segmentsof society, even in the U.S. The top 20% ofhouseholds, with incomes of $180,000 a yearor more, command 80% of the collectedwealth in the United States and 49% of thetotal income earned, and this figure has grownby one-fifth in the past decade, comparedwith only a 1% growth rate for all householdscombined. As the world’s leading economy,the United States also leads in widening thisinternal gap. One out of four children underthe age of six now live in poverty, making ourchild poverty rate the highest in the developedworld.

If left to run its course, this gap inknowledge and wealth is expected to polarizenations and create dangers on the world stage,and polarize groups and cultures within ourown country, boding ill for cross-culturalrelations.

Already, members of this new generationseem to be exhibiting a different set of valuesthan their predecessors. They know more andcan access more knowledge than any previousbirth cohort, care deeply about some socialissues, and have strong beliefs about privacyand rights to information. They areoptimistic, but free-thinking and alienatedfrom the formal political structure.

Because of the way they have been taughtin school and their use of computers, they dowell collaborating with others in small, cross-functional work groups, but tend to disdain

close supervision and micro-management.They are innovators, and want things to movefast, having little patience for bureaucraticroutines or deferred gratification. Becausethere has been little distinction in their livesbetween working, learning, and playing (theyhave done it all in cyberspace), they are hardworkers but often prefer to be entrepreneursor to work from their homes andtelecommute.

If the U.S. economy continues to boomfor knowledge workers, people who hire themshould be prepared for the fact that they mayhave little attachment to a single employer orcareer, because so many opportunities areopen to them. Employers may have to beprepared to make a number of concessions ifthey are to retain the “best and the brightest”on their payrolls. It may not be feasible tosupervise them in the previously acceptedsense. They are accustomed to working innon-hierarchical ways.

Demographics and theHighway Infrastructure

Transportation safety problems at thebeginning of the 21st century are stillnumerous and raise some concerns about thesafety of vehicles and the qualifications ofdrivers, despite much progress in recent years.

According to the U.S. Department ofTransportation, breathtaking changes in trans-portation have brought about the global-ization of the economy, changed the way theworld does business with just-in-time delivery,opened economic development to previouslyremote parts of the United States, helpedrevitalize American cities, and become one ofthe engines for unprecedented economicexpansion.

Transportation today represents 10% ofthe total U.S. economy. Twice as manypassengers fly today as 25 years ago, vehicle

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miles traveled have doubled since 1975, andtransit systems now carry 8.6 billionpassengers annually. Air cargo shipments havetripled in recent years. Seat belts, air bags,child safety seats and other improvements tovehicles and highways have reduced highwayfatalities by 3,000 lives a year. Safety beltusage now hovers at about 70% nationwide,with only one state currently without someform of mandatory seat belt law for adults,and all states requiring them for children.Economic deregulation of the transportationindustry and the advent of NAFTA, theNorth American Free Trade Agreement,opening our borders to additional truck trafficfrom Canada and Mexico, have resulted inmajor structural changes.

The air traffic control system is in need ofa complete modernization. More than 5,000traffic deaths take place annually from crashesinvolving heavy commercial vehicles.Hundreds of rail crossing crashes still occur,especially in rural areas. High-speed trainssharing tracks with freight trains and high-speed rail using tracks not built for thispurpose pose safety concerns.

Made possible by the interstate highwaysystem, suburbia has become the dominantlifestyle in the United States. As more womenhave entered the workforce and their ownautomobile has been seen as a necessity forhigh school students, the number of vehiclesper household, the number of licensed drivers,and the time and distance spent commutinghas increased. Suburban sprawl has become aquality-of-life problem rivaling some innercity problems. The future will see legislativeefforts to reduce congestion and increase masstransit ridership, including new roads, alter-native transportation systems, “congestionpricing,” new land use restrictions, bettercongestion management systems, and theIntelligent Vehicle/Intelligent Highway infra-structure.

The growth of e-commerce over theInternet is expected to triple the value of aircargo by 2015, according to the U.S.Department of Transportation. This newmethod of procuring goods, along withtelecommuting, may reduce the number oftrips by vehicle and reduce some of the strainon the highway infrastructure, but it may leadto even more heavy truck traffic to supportshifting demands of a “just in time” economy.

Global positioning systems from 2002 on,by virtue of NDGPS, the NationwideDifferential Global Positioning System, willprovide drivers, trucking industry dispatchers,and emergency services personnel with anability to provide real-time location infor-mation on vehicles, increasing the safety andefficiency of the system.

Suburbanization vs. Gentrification

Two countervailing trends have affectedthe growth and development of our cities.Suburbanization, or the flight of upper andmiddle class families from the inner cities tothe suburbs began after World War II and hascontinued to the present day. The once all-white suburbs became much more culturallydiverse as minorities improved their economicsituation and overcame discrimination in thereal estate market to join their white counter-parts in the suburbs. The result was someinner cities mostly populated with economi-cally disadvantaged citizens, often newlyarrived immigrants. Along with individuals,retail establishments moved out of the innercities to shopping malls, and other businessesand manufacturing establishments relocated tothe suburbs to provide shorter commutingtimes for their suburban workers and whatwas perceived as a better quality of life. Theresidents of inner cities were forced to dependmore on social services, the quality of schoolsdeclined due to adverse impact on the taxbase, and a deterioration of housing and lack

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of recreation and other services created aclimate where crime, drugs, and gangs flour-ished, preying on inner city citizens.

In the last decade of the 20th century,however, violent crime in the cities recorded aprecipitous drop—in some cases, double-digitdecreases. Sociologists are unsure of thereasons for the drop—some attribute it tocommunity policing strategies and morepolice on the streets due to federal anti-crimeprograms, others credit the lowunemployment rate and strong economy, andstill others feel that the drop in crime was dueto the aging of the population and consequentreduction in the numbers of people in themost crime-prone ages.

As our cities became safer, upper-incomefamilies began to move back. Developers andindividuals increasingly purchased old, historicbuildings, renovating them for upscalehousing. This process, known as “gentrifi-cation,” led to many improvements in theinfrastructure of formerly deteriorated neigh-borhoods. It also resulted in an even greatershortage of low and moderate-cost housing forthe poor, which has increased the number ofhomeless in some cities. Each of thesedemographic changes has affected traffic flowand patterns.

Urban Parking Problems

There is scarcely a U.S. city without adowntown parking problem. Enforcement ofparking regulations falls on the police in mostcommunities and casts officers in anunpopular role. Developing the economy ofmany communities, and especially restoringthe vibrancy of downtown business areas,depends on the willingness of city govern-ments to provide ample and reasonably pricedon-street and off-street parking. Urbanparking areas lend themselves to certain crimessuch as muggings and car-jackings and are aparticular problem to police. Video camera

surveillance of these areas, along withincreased bicycle and foot patrols, will beincreasingly important in order for people tofeel safe as they park and retrieve theirvehicles.

Interstate Rest Areas

It is not only in our cities and suburbanshopping malls that motorists often feelunsafe. Some rest areas on our interstatehighways are in a deteriorated condition,frequently are not staffed by attendants on a24-hour basis, and have become havens forillicit drug transactions, public sex acts,assaults, and car-jackings. With the publicfearful and reluctant to use these rest areas, anincreasing number of fatigued drivers ply ourhighest-speed highways. Problem-solvingcommunity policing techniques involvingDepartments of Transportation working withstate and local agencies must be applied to ridthese locations of undesirable elements andincrease the public’s confidence to use them.

Edge Cities and Telecommuting

As more knowledge-based workers work atleast part of the week out of their homes andinteract with their jobs via telephone andcomputer modem, there is more incentive forbusinesses to locate in concentric rings aroundmajor cities. This results in “edge cities”springing up, and heretofore suburbancommunities becoming bustling areas thatoffer a variety of new services, so that today’stelecommuter does not have to venture intothe big city and fight traffic to obtain servicesand entertainment.

CPTED and “Created” Neighborhoods

As community policing becomes thestandard way that many local and countypolice and sheriff ’s departments operate,Crime Prevention Through EnvironmentalDesign (CPTED) is practiced by the police,often in partnership with urban planners.

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CPTED uses regulation of building andrenovation projects and, through thoughtfuldesigns of streets and public areas, enhancesnatural surveillance by both police andcitizens. The more activities that are open toadditional sets of “eyes and ears,” the lesslikely crime is to be committed in those areas.The more inviting streets are to averagecitizens, the less likely they are to be takenover by the criminal element. A sense of terri-toriality and of neighborhood coalescescitizens together to resist crime and cooperatewith police neighborhood watches and othercrime prevention efforts. In some high-crimeareas with no distinct neighborhood character-istics or boundaries, police departments haveartificially “created” neighborhoods with jerseybarriers, cul-de-sacs, one-way streets and otherdesign features that make it more difficult fordrug dealers, gang members and others tomove quickly into an area, commit a crime,and flee just as easily without being observed.Police departments must be alert to the possi-bility of using these same techniques to reducethe frequency of traffic crashes. Portable speedbumps are available from some police supplyhouses. Devices such as these and even mid-block stop signs to slow down traffic areexamples of how problem-solving communitypolicing techniques will applied to futuretraffic problems as well as crime problems.

Gated Communities

With the wealthy segment of the nationbecoming wealthier in an improved economyin the late 1990s, many of the wealthiestfamilies relocated to private communitiespatrolled by civilian guard forces, wherepeople coming in and out must stop at a gatehouse and identify themselves.

This trend toward gated communitiesposes many potential problems for the police.Private security agencies hired by the residentsof these communities may have variousmotives to cover up crimes that happen within

their environs. The residents of these exclusiveenclaves, because they are already paying forprivate security, may become less willing tosupport an adequate level of funding for localpolice and sheriff ’s departments. The tradi-tional reluctance of public law enforcementagencies to reach out to the private policesector has led to overlooking a valuable sourceof intelligence information.

There are already more private securityemployees than public police in the U.S., andthis trend is continuing.

Deterioration and Reconstruction

Many of our streets and highways,including interstates and toll roads, were builtshortly after World War II, and have deterio-rated over the ensuing years. They are seeingtraffic volumes far in excess of what they weredesigned to handle. Many of the nation’sbridges are reportedly in critical need of repair.The result is an explosion of highwayconstruction, which will continue into theforeseeable future. Motorists are increasinglyimpatient when faced with delays caused byconstruction, and work zone crashes are onthe increase. As more road contractors rely onpaid overtime details by state and in somecases local police to provide increased workzone safety, this in itself has created anotherset of problems. Many of today’s officers valuetheir leisure time more than the increasedincome that comes from working specialdetails. This makes it difficult to fill all theconstruction details that are available. Fewerofficers working these details means anincreased number of fatigue-related problemsfor officers. It also leads to abuses where someofficers are making so much money workingdetails, their supervisors say that they havecome to regard their regular shifts as simplyplaces to rest before the next detail. These areall problems that will increasingly confront the21st century police manager.

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Traffic Volumes

Traffic volumes have increased nearlyeverywhere. What once was a leisurelycommute to work in a rural or suburban areahas become a horn-honking and patience-trying battle with traffic that outstrips thedesign capacity of the road. As these trafficvolumes increase, aggressive driving andincidents of violence behind the wheel haverisen. It is increasingly difficult for police tosingle violators out, divert them from thetraffic stream, and adequately enforce thetraffic laws during commuter rush hours,which now last well into the early evening insome places.

Realistic Speed Limits

The 55-mph national maximum speedlimit of the 1960s that was imposed more as afuel-saving measure than a safety measure, wasextremely unpopular. It may have drainedpolice resources away from the least safe roadsto the interstates, which had the best safetyrecord, and undermined selectiveenforcement. The NMSL was never acceptedby the public, who mistrusted it and oftenregarded it as a revenue-raising device ratherthan a safety-enhancing device. Generationsof fathers and mothers drove their childrenaround with radar detectors on the dashboardof their cars, and many of today’s generationof drivers are predisposed to regard speedlimits with skepticism and contempt.

Speed limits on urban interstates are stillarbitrarily based on the population of thesurrounding area rather than highway condi-tions. The concept of “85th-percentilespeeds,” where engineers conducted trafficsurveys and set speed limits at the speed that85% of drivers drive at or under during goodconditions, in fact, may no longer be validbecause there has been no recent research tovalidate it. Many of today’s impatient driversroutinely operate their vehicles at speeds

greater than the laws of physics and the effec-tiveness of the safety devices in their vehiclespermit, and thus the “85th percentile” insome locations may in fact be an unsafe speed.

Much research at the state and nationallevel must go into how to set realistic,enforceable speed limits.

Variable Speed Limits

Much more practical than trying to set asingle speed limit for some stretches of road, isthe concept of variable speed limits indicatedby signs controlled by a computer at policeheadquarters or a DOT facility. These signscan be programmed to reduce speeds duringconditions of low visibility, slippery roads,heavy traffic, etc. We expect to see morewidespread use of this concept in the future.

Highway Markings and Traffic ControlDevices

Many improvements in these areas are onthe horizon. “Smart” traffic signals withsensors can delay a green light, when thespeed of an oncoming vehicle on a side streetis too fast to permit it to stop, and delayingthe green light can avert a collision. Largersign markings and clearer, more under-standable legends can accommodate elderlydrivers and non-English speakers. Stop signsand yield signs that broadcast an alert toneover a motorist’s audio system can warn thedriver that he or she is about to “run” the sign.Electronic rumble strips can warn fatigued,inattentive or otherwise impaired drivers tostay in their designated lane or prevent themfrom traveling the wrong way on off-rampsand thus avert serious and fatal crashes.

Fuel Prices

The United States currently imports morethan half its petroleum supply, a higherpercentage than during the 1970s, leaving usvulnerable to events in and policies of the oil-producing nations. As fossil fuels become

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more scarce and concerns over global warmingdue to depletion of the Earth’s ozone layerincrease, fuel prices are bound to increase,causing pressure on vehicle manufacturers tomake more fuel-efficient vehicles. The tide ofSUVs, pickup trucks, and large luxury vehiclesmay then be abated. The danger for highwaysafety of more fuel-efficient vehicles is thatfrequently, manufacturers make their vehiclessmaller and lighter so they will consume lessfuel. When these vehicles mix with heavycommercial vehicles and other larger vehiclesin the traffic flow, the laws of vehicledynamics are such that the occupants of thesmaller, lighter vehicles have decreased surviv-ability in the event of a crash.

Mass Transit

Mass transit could solve many problems ofcongestion, including parking problems.However, America’s love affair with the carcontinues, and mass transit remains anunpopular option with many drivers, aswitnessed by the overcapacity of most “rideshare” parking lots and the under-utilizationof HOV lanes.

Railroads

Attempts continue to restore passengertrain service through high-speed rail initia-tives. Freight trains, still prevalent in someparts of the nation, face stiff competition fromever-larger and heavier commercial trucks.With fewer trains around, motorists havebecome more careless about crossing railroadtracks. Efforts to educate motorists and policealike about trains and the importance ofobserving railroad crossings must continue.

Intelligent Vehicles andHighway Systems

Privacy Concerns and the Need for PoliceInput

Departments of Transportation areprogressing rapidly in developing intelligentvehicles and intelligent highways. Soon, it willbe possible in urban areas to virtually put avehicle on “autopilot” during commuter rushhours. Built-in radar and other electronicdevices will keep vehicles from following oneanother too closely and even control speeds toprevent the speed variation that is the cause ofmost speed-related crashes.

This new technology has the potential ofhalting dangerous high-speed pursuits,spotting stolen vehicles, and directing lostmotorists. However, many privacy advocatesfear police involvement in ITS, and the policecommunity has not been given enoughmeaningful input into the design of thesesystems. Means must be developed to bringabout a greater police input and participationinto the development of this new technology.

Education and Highway Safety

Along with engineering and enforcement,education has always been, and must remain,a vital component of highway safety.

The Internet

Police departments in many communitiesnow have Internet Web sites that the publiccan access. Resources such as IACP Net maketremendous volumes of research and infor-mation available to police planners and execu-tives. However, we have scarcely scratched thesurface of this powerful tool to spread thepolice message of traffic safety.

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Police departments must increasingly usetheir Web sites to provide information todrivers on such topics as the purpose of trafficenforcement, how to behave when stopped bythe police, how to pay or contest a ticket, themeaning of penalty points on driver’s licenses,safety messages, notification of safety check-points, etc.

School Resource Officers

With the increasing trend toward puttingpolice officers on duty in our public schools,their value in spreading the traffic safetymessage cannot be overlooked. The traffic-related duties they can help with include guestappearances at driver education classes, safetylectures and bicycle rodeos for youngerchildren, classes in child safety seats and seatbelts at home economics classes, discussion oftraffic offenses at “law day” and “youth andthe law” classes, voluntary safety inspection ofstudents’ cars, and prohibition of offendingstudents from bringing their vehicles onschool campuses if they are apprehendeddriving dangerously at or near the schoolgrounds.

ESL Programs for Aliens

Community policing officers in innercities have an opportunity to promotehighway safety among new immigrants andassist in teaching persons for whom English isa second language how to survive in traffic inthis country. Departments of Motor Vehiclesand Departments of Education must increas-ingly team with the police in the future, toimprove the skills of non-English speakingdrivers.

Vehicle Safety and Child Seat Clinics

With fewer states mandating periodicmotor vehicle safety inspections, there is anopportunity for police, in cooperation withauto dealers and reputable repair shops, toprovide voluntary low- or no-cost vehiclesafety inspections along with existing clinics

that teach people how to properly install anduse child safety seats. These programs can bemade available at roadside, at the policestation, or at shopping malls and are anexcellent way for the police to reach out to thepublic in a non-threatening manner.

Driver Education for Older Drivers

Using volunteers from the AmericanAssociation of Retired Persons (AARP) andother similar groups, police can sponsorvoluntary driver education for older drivers, toteach them how to cope with declining vision,hearing and reflexes.

Motor vehicle licensing authorities in thedays and years ahead must make morefrequent use of periodic driver re-examinationof older drivers, and have greater utilization ofmedical review boards. It is difficult to getbusy medical professionals to participate inthese boards, and public safety personnel needto develop a closer liaison with theseindividuals in order to increase the level ofmutual understanding and cooperation.

Remedial Driver Education

It takes skill to drive in today’s congested,fast-moving traffic. Police and motor vehiclelicensing authorities, along with the trafficcourts, must team up to identify drivers wholack certain basic skills, and funnel them intoremedial driver education courses.

Minorities and Safety Belts

Statistics indicate that certain ethnic groupmembers are less likely to use safety belts andchild safety seats. When these groups aretargeted for selective enforcement, groupmembers may mistake these efforts for “racialprofiling.” Still, minority group advocateshave been proven in opinion polls to stronglysupport seat belt enforcement. Police depart-ments must be sure that any enforcementefforts in the minority community arepreceded by and accompanied with effectiveeducational programs.

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Police Strategies and Tactics

Community Policing and the TrafficInterface

With community policing the preferredpolicing tactic of the final decade of the 20thcentury, thoughtful police officials discoveredthat one important component of the policemission was being neglected—trafficenforcement. In community after communitywhen citizens were surveyed by the police,they told their police departments that theirnumber one or two quality of life concern wastraffic. More people are killed and injured andthe economic loss to society is greater fromtraffic crashes than that from crime, andpolice departments that are proactive in trafficenforcement have lower crime rates as well aslower traffic crash statistics, because trafficenforcement leads to the discovery ofcriminals and the recovery of drugs andweapons. Due to the efforts of the NationalHighway Traffic Safety Administration, theInternational Association of Chiefs of Policeand others, police departments have developedoperating strategies that recognize andintegrate traffic enforcement as an importantcomponent of the community policing effort.These efforts must continue into the future.

Visibility—the “Storefront Police Station”

An effective policing tactic in manycommunities is to establish small, communitypolice stations in shopping malls, storefrontsand elsewhere, to bring police services intoneighborhoods where they might otherwise beinaccessible.

Often overlooked, however, is the presenceof a marked police cruiser parked in a strategiclocation in a neighborhood surveilling traffic.In fact, the police car serves as a “mobilesubstation.” With a marked unit staffed by afriendly officer, adults and children feel free toapproach the officer and exchange infor-

mation and discuss neighborhood problems.One of the objectives of community policingis not only to reduce crime, but to reduce thefear of crime and provide the public with agreater sense of security and safety. Visiblepolice presence in strategic locations observingstop signs and yield signs, watching solidcenter lines, running radar, or watching aschool bus shelter, can enhance the public’ssense of security and well-being.

Targeted Enforcement—COMPSTAT, etc.

Modern developments have carried theconcept of selective traffic enforcement to anew level through the use of computertechnology and real-time availability of data.The New York City Police Departmentpioneered the COMPSTAT (computercomparison statistics) process. There, evolvingcrime patterns are tracked city-wide on aweek-by-week basis and district commandersheld accountable for problem-solvingstrategies. The COMPSTAT process has sincebeen used by other cities. Research and experi-mentation to adapt this process to commu-nities of various sizes and include a strongtraffic component will be important.

Multi-Jurisdictional Task Forces

Increased workloads and labor shortages inthe ranks of law enforcement agenciessometimes make it difficult to mountintensive, targeted, traffic enforcement effortsthat require permanent or temporarydeployment of specialized units. Where anindividual department or agency is unable tomuster sufficient strength to address aproblem that is shared by other jurisdictions,consideration should be given to forming aregional, multi-jurisdictional effort. Eachagency then contributes one or twoindividuals to a team that operates acrossjurisdictional lines and addresses commonproblems.

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Offender-Targeted Strategies

Analysis of crash data indicates thatcertain offenders account for a largeproportion of traffic violations and crashes.Youthful drivers, inexperienced in both lifeand in driving, are involved in a dispropor-tionate number of crashes, and have beenfound to benefit from graduated licensingsystems. Drivers who continue to drive whiletheir licenses are under suspension orrevocation defeat the purpose of motor vehicledriver improvement programs. Intensiveprobation supervision and electronicmonitoring such as is practiced by thecriminal courts should be adopted by trafficcourts to reduce the incidence of driving afterrevocation and suspension.

Existing data indicates that certain age andoccupational groups are more likely to beinvolved in driving-while-intoxicated offenses,while some ethnic groups have lower rates ofcompliance with safety belt laws. Educationalmessages from the law enforcementcommunity can be designed and targeted toreach these groups. In developing offender-targeted strategies, police must be careful notto adopt practices that lead to racial or ethnicprofiling as the basis for traffic stops.

Location-Oriented Strategies

The use of global positioning systems andcrime mapping software should be expandedto better track the locations of traffic crashesand aggressive driving violations and matchthese with the locations where citations areissued. This will enable police supervisors toensure that their officers are deployed in themost effective manner to intercept violationsin progress and reduce crashes.

Alcohol Compliance Checks

The universal adoption of the 21-year-olddrinking age in the U.S. has resulted in asubstantial reduction in the number of

alcohol-related crashes involving teenagers.The effectiveness of this law would beenhanced by reducing teenage access toalcohol. Compliance checks and “stings” toidentify and act against licensed establish-ments that sell alcohol to teens have proveneffective. Jurisdictions should look to refineand improve these tactics and remove anylegal impediments against them.

Keg Identification

Widespread consumption of alcoholicbeverages on college campuses, at houseparties and at sporting events often involvespersons of teen age obtaining kegs of beer.Through the efforts of the Century Counciland others, keg identification systems areavailable and should be utilized to track thesource of kegs that are detected throughenforcement activities, to permit follow-upenforcement.

Internet Alcohol Sales

Alcoholic beverages are available throughvarious Internet sites and persons below thelegal drinking age can purchase them with acredit card and have them delivered to theirhomes. Some states have passed legislationthat requires package delivery services toidentify the nature of the product on theoutside of the package and require thesignature of an identified adult before makinga delivery. These laws should become morewidespread in the future.

Drug Interdiction andIdentification Strategies

Racial and Ethnic P rofiling Problems

The use of statistical probabilities andtactics utilized by the most successful officersin interdicting and seizing drugs in motorvehicles have proven to be efficient strategiesin stemming the flow of illegal drugs.

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However, the improper application of thesestrategies has led to concerns with racial andethnic profiling in traffic stops.

In the future, more intensive training ofofficers in civil rights concerns, constitutionallaw, cultural diversity, and interpersonalcommunications in conjunction with datacollection and analysis of the role of race andethnicity in traffic stops and violations willalleviate many of these concerns.

DRE and SFST

The DEC (Drug Evaluation andClassification) program developed jointly bythe International Association of Chiefs ofPolice and the National Highway TrafficSafety Administration has provided a powerfultool for the detection of drug-impaireddrivers—the use of trained police DrugRecognition Experts (DREs).

Another program developed by the IACPand NHTSA, standardized field sobrietytesting, enables officers at the roadside to turnreasonable suspicion for a stop into probablecause for a DWI arrest.

Unfortunately, some local courts still donot recognize and accept the scientific basisfor this technology. Further, some lawenforcement agencies do not refresh andupdate their officers in this training. In theyears to come, much more effort must be putinto educating judges and court personnel inthis technology, and ensuring that officershave these skills refreshed on a regular basis.

First Responder Training; Police as Part ofthe Health Care System

In many areas of the country, policeofficers are the first persons to arrive at thescenes of life-threatening medical emergencies.Automatic external defibrillators and otherequipment and techniques if deployed withinthe first few minutes of a crisis can lead tosaving more lives and preventing disabling

injuries. Future cooperative relationshipsamong police and health care professionalshold great promise for enhancing the effec-tiveness of both groups.

Emergency Driver Training

The involvement of police cars and otheremergency response vehicles in traffic crashesthat occur while proceeding to the scenes ofemergencies and engaged in vehicular pursuitsoccasionally results in deaths and injuries tocitizens, officers and violators.

It is impractical to ban police pursuitsbecause violators including those who havecommitted serious criminal acts and who ifallowed to remain at large would be a dangerto society would know they need only fleefrom an officer to avoid capture. Rapidresponse of public safety vehicles to the scenesof emergencies is often vital to the preser-vation of life itself.

Although out-of-control motor vehiclescause more injuries than firearms, policeofficers typically qualify once or twice a yearwith their firearms but rarely are givenadditional driver training after they graduatefrom the basic police academy. Over the nextdecade, public safety agencies need widespreadaccess to simulator technology and drivertraining vehicles and facilities.

The federal and various state governmentsshould make highway trust funds available tosupport this effort.

Traffic Laws and Ordinances

Scofflaws

In every state and local jurisdiction, thereis a significant amount of unpaid court fines,and drivers who continue to drive after theirlicenses are suspended or revoked. This leadsto disrespect for the law, and unequalpunishment because most people pay theirfines and abide by restrictions on their licenses

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but a significant and growing number do not.Planning and research efforts to develop legalstrategies to address this problem must beintensified.

ALS Procedures

The administrative license suspensionsystem was envisioned as a system that wouldremove dangerous driver from the road morequickly and streamline the DWI adjudicationprocess. However, in some jurisdictions it doesnot seem to be working. Hearings examinerssometimes apply the law in a hyper-technicalsense that is inappropriate to administrativeadjudication, and some motor vehicle hearingshave become more cumbersome than criminalcourt trials, taking officers away from their patrol duties for inordinate amounts of time. Law enforcement agencies and prosecutorsshould proactively develop legislative strategiesto address these problems.

Vehicle Seizures and Forfeitures

Jurisdictions have experienced varyingdegrees of success in providing for theforfeiture and sale of vehicles involved incertain offenses such as leaving the scene of acrash, driving while under the influence ofliquor or drugs, transporting illegal weaponsor controlled drugs, and driving after licenserevocation. Research should be conducted todetermine the effectiveness of these laws, andin particular whether the passage of suchstatutes may encourage more persons to fleethe police and result in an increased numberof vehicular pursuits.

Fees for Causing an Emergency Response

Crashes caused by reckless or intoxicateddrivers place an unnecessary strain on publicsafety resources and a burden on publicbudgets. Some jurisdictions have enactedstatutes and ordinances that permit state andlocal governments to recover these costs fromthe driver whose illegal acts caused theproblem.

Tomorrow’s Police ExecutiveChanges in society now and in the future

demand that we take a fresh look at ourexecutive and mid-management trainingprograms and reorient them to emergingissues. The police executive of tomorrow mayneed to reinvent him/herself to function moreeffectively in an atmosphere where supervisorsand managers increase their coaching andmentoring roles and train their subordinateemployees to make more decisions on theirown.

Consensus-Building and Political Awareness

The community with which a policeexecutive deals is no longer a single, homoge-neous entity. In fact, the term “community”often consists of a chorus of voices, sometimescompeting and sometimes agreeing,depending upon the issue. The successfulpolice executive of the future will be the onewho can build a consensus among thesediverse groups, and who demonstrates anawareness of how to respond to sensitive issuesin a manner that promotes unity rather thandivisiveness.

Functioning in a Collegial Atmosphere

The emerging police executive can nolonger view his or her agency as anindependent island. Rather, the lawenforcement agency must be viewed andoperated as an important but interdependentcomponent of the state or local government.The police executive will be working moreclosely with the heads of the public worksdepartment, the fire department, the buildingdepartment, the schools, and a variety ofprivate and non-profit agencies.

The skills required to function successfullyin such a collegial atmosphere differ fromthose that have been required in the past tooperate in a profession that in the pastconsidered itself, partly because of its paramil-

itary nature, separate and apart from the restof government.

The Flattened Organizational Pyramid

Beginning in the private sector, variousemerging management strategies have beendeveloped to “flatten the organizationalpyramid” and make organizations moreresponsive by reducing the distance that issuesand concerns must travel in order fordecisions to be made. This has involved insome cases eliminating duplicative levels ofcommand, clarifying the respective roles ofstaff and line positions, and facilitatinghorizontal communications between divisions,bureaus, and units through cross-functional,self-directed work teams and similar strategies.

Tomorrow’s police executives must becognizant of these strategies and adept atfunctioning in this new milieu.

The Future of the Paramilitary Model

Some people have called into question thetraditional paramilitary nature of police organ-izations. Efforts in the past to eliminateuniforms and visible trappings of rank havefailed for various reasons.

It is generally agreed that certain aspects ofthe paramilitary model must be retained inthe police service, in order to provide effectivecommand and control in emergency situationsand provide adequate discipline and oversightin a profession that is a frequent target of civillitigation. On the other hand, as with allorganizations of the future, law enforcementagencies must be able to respond quickly andin an innovative, non-traditional manner toemerging problems and willing to takemoderate risks to empower their employees atall levels to think creatively and operate with aminimum amount of supervisory oversightrather than under continual close observation.

Visible and Not Desk-Bound Executives

The executive of the future must be visiblenot only within but also outside the organi-zation. This will require the maximalutilization of time management techniques.

Managers and supervisors must createopportunities to interact with their employeesboth formally and informally and becomefamiliar with the pulse and problems of theagency and the individual capabilities of theirsubordinates. They must be willing to freelycommunicate and act as a sounding-board fortheir own upper management. They must alsobe prepared to act as advocates for theiragency to the community, and willing to listento the community’s concerns and recognizethat the community has a role to play inmaking its concerns known to the police.

Committed to Using Information Wisely

As part of an information-based society,law enforcement agencies typically collect andstore a vast amount of data concerning theiroperations. Unfortunately, this data in someagencies is simply stored and forgotten, ratherthan put to good use in detecting problemsand trends and more effectively deployingresources.

Tomorrow’s police executive must becommitted to real-time use and analysis ofdata, and to communicating this informationdownward and sideways throughout theorganization and insisting that others employit in making strategic decisions.

Value-Centered Managers

Most modern organizations havedeveloped mission statements that inform thecommunity and their employees what theorganization is all about. Some have gonebeyond this and created a vision of theirultimate aims. With the perceived generaldecline in moral values, it is more incumbentthan ever on each criminal justice organization

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to identify and commit to a formal set ofvalues and beliefs that are not only advocatedbut modeled by members of the organizationfrom the top on down, and to which itsmembers are held. This is essential in order toprevent the erosion of public confidence ingovernment.

Operating a value-centered organizationinvolves numerous ongoing initiatives. Amongthe most important are addressing these valueson a regular basis in the hiring and newemployee orientation process, during recruitand in-service training, in policy developmentand implementation, in the disciplinarysystem, and in the organization’s publicpronouncements, everyday activities, and thebehavior of its individual members.

Summary

The history of humankind has taught usthat in trying to predict the future we are only“looking through a glass, darkly.” There aretoo many variables that are out of the controlof one organization, profession, nation, oreven humankind itself, that can affect the verystatus of life on earth to state with certaintywhat tomorrow holds in store for us, to saynothing of the next week, next decade, or nextcenury. The best we can do is took at historyand emerging trends and come up with proba-bilities.

That is what we have attempted to do inthis section. In the section that follows, wepresent a series of strategies that have beeneffectively employed by the most effective lawenforcement agencies in the country, alongwith a series of thoughtful challenges andother considerations designed to help youadapt them to emerging trends.


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Management Strategies

Preface

Good management practices can be applied to traffic safety as effectively as theycan to other disciplines.

Therefore, the following section often addresses general management strategies,instead of specifically identifying them as traffic safety related. Some of thesemay seem familiar because they have often been used successfully. They are

presented as a foundation to build upon as the executive leads the agency intothe future.

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Background

Law enforcement agencies can becomepreoccupied with general law enforcementmeasures at the expense and neglect of trafficsafety programs. Because traffic safety is aviable and important element of lawenforcement, traffic safety programs andpersonnel should receive the executive’s fullsupport and attention.

Actions

• Make traffic safety a core value.

• Integrate traffic safety throughout all opera-tions of the department. When feasible atraffic safety unit should be established.

• Provide necessary training, equipment, andstaff to fulfill the responsibility of providingtraffic safety to the public.

• Emphasize the importance of traffic safetyduring training and presentations to allpersonnel.

Benefits

• Improves morale and motivation.

• Provides important focus and support fortraffic safety.

• Reduces vehicle collisions and incidents andtheir related costs.

• Reduces vehicle crash injuries and fatalitiesand their related costs.

• Reduces criminal activity where active trafficenforcement takes place.

• Increases the efficiency of traffic systems.

Other Considerations

• Establishment of traffic safety units requirespersonnel resources, additional training andfunding.

• Management support is essential.

• Specialized traffic units do not nullify thetraffic responsibilities of other units.

Strategy #1—Organizational CommitmentDevelop motivational alternatives to support and improve traffic safety measures.

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Background

Occasionally, law enforcement is seen as areactive operation, applying resources to aproblem after it arises. Rapid and continuingchanges in environment, demographics,technology, and availability of resources areforcing both public and private sector organi-zations to pay attention to these trends andanticipate how they will affect their ownoperations.

These rapid changes make it imperativefor law enforcement to be aware of futuretrends as areas of responsibility expand andavailable resources to meet those demands arelimited or even reduced. Strategic planning isa method of planning and operating designedto anticipate future changes and implementstrategies to address these issues. Strategicplanning is designed to answer four basicquestions: 1) Where are we now? 2) Where dowe want to be in the future? 3) How do weget there? 4) How do we measure ourprogress?

Law enforcement should strive to affect itschanging operating environment in positiveways. By strategically planning for the future,law enforcement can impact future trends sothey can work cooperatively with an agency’smission of public safety and service, whichshould include traffic safety components.

Actions

• Research and study the process of strategicplanning and how such a process can beincorporated into agency managementoperations.

• Incorporate a strategic planning process intoagency management functions. Such aprocess should be designed to answer thefour questions mentioned above and shouldinclude the following tasks:

• Review pertinent demographic dataimpacting the agency, along with futureprojections.

• Identify traffic safety trends and criminalactivity in order to anticipate futureresource needs.

• Use community outreach efforts to helpidentify emerging issues that will affect theagency and begin planning for how best toaddress those issues.

• Encourage the inclusion of new andunconventional approaches to issues thatmay not be effectively addressed by moreconventional methods.

Benefits

• Strategic planning sets forth a direction forthe agency during a changing operationalenvironment.

• Plans allow the agency to become preparedfor anticipated operational changes prior tooccurrence.

• Strategic plans are flexible in nature,allowing the agency to change directionswhen needed without compromising itsmission.


• Organizational change can be difficult toaccomplish. There needs to be “ownership”at all levels of the organization in order forstrategic planning to be successful.

• Strategic planning can be frustrating forthose involved because change often doesnot happen as quickly as desired.

• Suggestions for change can be viewed by lawenforcement executives as criticism ofcurrent policies or their administration andtherefore may not receive the neededsupport from top management levels.

Strategy #2—Changing Priorities: Strategic PlanningIncorporate a strategic planning process into the law enforcement organizational structure

to proactively address anticipated changes in an agency’s sphere of influence.

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Background

Traffic safety and services are vital compo-nents in the overall mission of an agency.Numerous management theories exist whichshould provide the basic guidelines for lawenforcement executives to accomplish theirgoals in traffic safety.

Actions

• Ensure that the planning function of theagency includes traffic safety as an area ofresponsibility.

• Develop goals, objectives and actions thataddress resolution of traffic safety issues.

• Organize units and/or sections that specifi-cally include the responsibility of trafficsafety and the implementation of trafficenforcement programs.

• Direct management, supervisors, and fieldofficers to address traffic safety issues as partof their daily and annual goals.

• Staff the units or sections adequately toensure that traffic safety can be addressedand traffic enforcement programs can beimplemented.

• Coordinate the agency’s traffic safety effortsboth within the agency and with externalpartners and stakeholders.

• Budget to include necessary resources toadequately address traffic safety issues withinthe agency’s jurisdiction.

Benefits

• A systematic approach to include trafficsafety as an agency goal will help ensuresuccess in reaching that goal.

• By using one of the managementapproaches, management may discover areasthat may need the application of additionalresources, e.g., grants, public-privatepartnerships, or volunteers.

• Utilizing management tools helps to institu-tionalize traffic safety within the agency as ameans of reducing collisions, saving livesand reducing injuries.


• Without utilizing management tools in itstraffic safety programs as a priority, lawenforcement personnel may not take thisarea of responsibility as seriously as the lawenforcement executive may desire.

• Without using management tools to addresstraffic safety, the agency will not be able tokeep it on a priority agenda.

Strategy #3—Traffic Safety Management FunctionsAgencies should have a strong commitment to traffic safety and related services and include

such services in their mission. Management’s role is to ensure that the mission of the agency iscarried out successfully.

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Background

The ability to understand, interpret andapply policies and procedures is a necessaryskill that a supervisor must possess. Without afair understanding of set policies and proce-dures, the departmental mission, goals andobjectives will not be met. Quality supervisionis critical to mission success.

Actions

• Validate a supervisor selection process thattests and identifies the best candidate forpromotion.

• Ensure that supervisors receive adequate andongoing training regarding departmentalpolices and procedures and are accountablefor their application.

• Ensure that supervisors apply existingpolicies and procedures while evaluatingsubordinates and answering civiliancomplaints.

• Encourage supervisors to develop—andsolicit from fellow employees—action plansthat address traffic safety issues and reportprogress on the implementation of thoseplans.

Benefits

• Provides more experienced and highlycompetent employees at all levels within adepartment.

• Supervisors are able to impart departmentalpolicies and procedures while ensuring thatmission goals and objectives are met.

• Supervisors gain the knowledge and abilityto advance to a higher level within adepartment.


• Personnel hours lost due to training.

• Cost associated with career developmenttraining.

Strategy #4—SupervisionAllow employees to reach their full potential by delegating more authority and presenting

opportunities that would challenge their decision making process and strengthen their sense ofjudgment.

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Background

Ethics is a standard by which individualand organizational performance can bejudged. The profession of law enforcement hasstandards, as do individual agencies and theirindividual officers. Ethical standards that areincompatible will cause controversy at theagency level and eventually lead to disciplinaryaction. The more these standards arecompatible, the more they will improveperformance by all involved.

The public holds law enforcementpersonnel to a high standard of responsibilityand demands that they remain true to theirprofession and oath. Law enforcementpersonnel are expected to protect and serve allin a fair and impartial manner. Therefore, lawenforcement officers should abide by this trustand make a concerted effort not to abuse ormisuse their authority and position.Additionally, unethical behavior may be costlyto the department

Actions

• Ensure that ethics is the foundation fordepartmental policies, procedures andtraining.

• Ensure a selection process that selects appli-cants with ethical standards that are themost compatible with agency standards.

• Create systems for training, supervision,evaluations, and other departmental proce-dures that will mold compatible ethicalstandards.

• Lead by example throughout the organi-zation.

• Conduct ongoing training of personnelregarding acceptable and unacceptablebehavior in the workplace.

• Develop and implement policy that ensures,and continues to emphasize, that all lawenforcement contact is free of any type ofdiscrimination, harassment and politicalincentives.

• Ensure all persons are treated in a fair,impartial and uniform manner throughpolicy, procedure and ongoing training.

• Investigate all allegations of unethicalbehavior thoroughly and completely.

• Focus traffic safety and law enforcementpolicies on saving lives and reducing injuryand property damage.

Benefits

• Once a department and its personnelacquire a reputation for high ethicalstandards, they may be subjected to fewercitizen complaints and criminal and civillawsuits.

• When an agency successfully establishes aculture of moral and ethical behavior, closesupervision of employees may not benecessary and could be spent on otherissues.

• Employee morale and productivity improveand there is less stress and tension in theworkplace.


• There are additional costs associated withpersonnel taken from work to conduct orattend training.

• Traffic enforcement may require a review ofpolicies and procedures to ensure that theyare applied in a fair and equitable manner.

• Refer to the IACP guiding principles for lawenforcement.

Strategy #5—EthicsDepartments must continue to identify and improve their policies and procedures that promote

sound ethical judgment, actions and decisions made by law enforcement personnel.

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Background

Agencies are sometimes called to answerfor actions or lack of action in the commu-nities they serve. Most often this accounting isfor an event or series of events focusingcriticism on the agency. Agencies are asked torespond to these criticisms in detail on veryshort notice.

Actions

• Develop and keep current a departmentalaccountability system.

• Keep a current and accessible databasesuitable for use in the accountability system.

• Establish a reporting system to providepertinent data to the accountability system.

• Use the system and regularly collected datafor planning, training and mitigation ofproblems.

Benefits

• Rapid creditable response to inquiries andcriticisms.

• Fewer problems.

• Improved agency effectiveness.

• Reduced liability for the agency andgoverning body.


• Possible additional costs to start up andmaintain the system.

• Personnel may not submit data as required.

• Resistance by agency personnel to preparingnew or additional reports.

• Suspicions about the agency’s motives forimplementing the system.

Strategy #6—Departmental AccountabilityDevelop a proactive accountability system for use with governing bodies and the community.

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Background

Policies should be broad-based, but stilldirectional in nature, reflecting the adminis-tration’s intent. Without policy, each officermay conduct her daily affairs in a way that isinconsistent with the agency’s mission andgoals.

Actions

• Train agency personnel in the preparation ofmeaningful, purposeful policy.

• Identify the agency’s value statement andgoals, inclusive of traffic safety.

• Specify, in policy, the priority ascribed totraffic safety and its direct correlation to theagency’s mission of saving lives andprotecting property.

• Assess the need for policy development

Benefits

• The specific identification of traffic safety asa mainstay of the agency’s foundation willhelp clarify the importance the lawenforcement executive ascribes to it and willensure that it does not get lost among theagency’s multiple priorities.

• Agency members will know there is internal,administrative support behind their trafficsafety activities.

• The agency’s governing body and the publicwill know that traffic safety is not an after-thought or an activity that is conducted if,and when, the agency has nothing else todo. The policy can stand alone to informthe public of the agency’s intent and thecorrelation of that intent with its mission,value statement and goals.


• Traffic safety is sometimes relegated to alesser priority (or no priority) compared toother current issues, even though it is still anarea in which law enforcement can makesignificant positive strides.

• Law enforcement personnel occasionallyview traffic enforcement as a secondaryassignment or one of lesser stature, when infact it should remain, or be elevated to, ahigh priority.

• The interrelationship of traffic enforcement,traffic safety, and crime prevention or crimeresolution is often overlooked.

• The Highway Safety Desk Book and ThePolice Traffic Services Policies andProcedures Manual, both developed by theIACP Highway Safety Committee, provide aready reference for law enforcement execu-tives on policy and procedure recommenda-tions.

Strategy #7—Development of Proper PoliciesWithout policies to serve as guidelines for the agency, members of that agency may not know

the direction or intent of the agency’s executives.

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Background

A powerful indicator of the public’sperception of a particular law enforcementissue, or a law enforcement agency in general,often surfaces in public discussion. Thisdiscussion may take place in the legislature, atcommunity meetings, in newspaper editorialpages, letters to the editor, radio talk shows,and elsewhere. It is important to evaluate thispublic policy discussion. Such an evaluationcan tell an agency where it is succeeding in itspublic education and awareness efforts andwhere those efforts need to be strengthened.In addition, the discussion can indicate theagency’s strengths and weaknesses in thepublic’s perception. Responding appropriatelyto such an assessment is an essential part ofgaining greater public trust.

Everyone is affected by traffic safety. Sucha broad basis of interest allows tremendousopportunity for proactive public educationefforts, and for responding to specificconcerns or complaints within a givencommunity. Proactive action with positiveresults is one of the most effective ways tosway public opinion.

Actions

• Identify media outlets and other venues ofpublic discussion. Then establish a meansfor tracking the discussion, such as usingclipping services, monitoring the Internet,or logging and following up on discussionthat may occur on the radio or in otherpublic forums.

• Establish a plan for contributing to thediscussion. Appear as a guest on radio ortelevision talk shows; write articles for publi-cation in the editorial section of localnewspapers; write a letter to the editor if theagency’s perspective was misrepresented ornot represented in an article or in anotherletter to the editor.

• Identify organizations that share an interestin attaining the agency’s goals of trafficsafety.

• Establish and maintain positive relationshipswith city council members, boards of super-visors, and state legislators. These relation-ships will allow the agency access to presenttheir perspective on many important topics,including those involving traffic safety.

• Provide training for key spokespersons ofthe agency. Their knowing how to respondto questions openly and honestly, even inheated or controversial situations, willmaintain the agency’s reputation forintegrity.

• Develop a Web page and solicit publicresponse to activities and programs. Providelinks to and from other organizationsworking in the field of traffic safety.

• Determine if the agency can approach anaction in another way if the public respondsnegatively.

• Always be honest and as forthcoming aspossible in the public policy debate.

Strategy #8—Stakeholders and PartnersEvaluate public policy discussion to determine the effectiveness of public education efforts surrounding a particular policy and the public’s overall impression of the agency. Take the

necessary steps to present more effectively the agency’s perspective on a given issue, improve itsperformance and image overall, and gain additional public trust.

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Benefits

• Assessing and responding to public policydebates provides an excellent opportunityfor the agency to present its perspective onissues, including those associated with trafficsafety.

• Positive, honest responses to questions fromreporters or the public can increase anagency’s reputation for integrity. Thisreputation can help the department in bothpresent and future debates.

• Constructive public policy debate is anexcellent venue to educate the public abouttraffic safety issues and gain compliance torules of the road.

• When the public understands and accepts apolicy, law, or program, individuals willbecome its proponents within their owncommunities.

• The input of the stakeholders and partnerswill help the agency prioritize its goals andapply its resources.

• Partners and stakeholders may be able tocarry a traffic safety agenda forward whenthe agency finds itself in the position that itcannot adequately promote that agenda


• There are times when a law enforcementagency cannot enter into public debate (e.g.,lawsuits, personnel actions). In these cases, itis important to explain to the reporter orpublic why no comment can be made.

• Agencies may want to budget or plan forspecial training of key spokespersons. Thesepeople may then be able to provide trainingto others who interact with the public or themedia.

• Stakeholders may make demands of theagency, setting forth their own agendainstead of working in a cooperative manner.

Strategy #8—Stakeholders and Partners, cont’d

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Background

Law enforcement exists to ser ve thecommunity by preserving the peace, savinglives, protecting property, and improving thequality of life. To effectively accomplish theseresponsibilities, agencies must interact withthe communities they serve. Traffic safetymakes a positive contribution towardsachieving these goals. While law enforcementagencies generally recognize the importance ofcommunity involvement and implementprograms such as community policing,barriers continue to exist between somecommunities and law enforcement.

Although many communities expressconcern over criminal activity, they may notconsider the positive effects traffic safetyefforts have on crime or how they save livesand reduce injuries to members of thecommunity. Community liaison provides anexcellent opportunity to conduct significantpublic education about the importance oftraffic safety initiatives.

Actions

• Identify the diverse communities within theagency’s jurisdiction on a continuous basis.These communities are more apt to bedistinguished by economic status, language,ethnicity, race, or other commonalties, thanby older, geographic names or districts.

• Update or develop policy that ensuresliaison and involvement with variouscommunities within the agency’s juris-diction. This involvement will provide therespective communities and the agency theopportunity to discuss local needs from avariety of perspectives.

• Review policies to ensure that they areresponsive to the needs and demands of thevarious communities within the agency’sjurisdiction.

• Ensure full commitment and involvement ofthe agency by providing leadership andsupport for all programs, including trafficsafety, developed to address communityissues.

• Evaluate traffic programs to determine theeffectiveness of each one. Enhance ifpossible those programs that have shown alevel of success, and reconfigure or eliminatethose programs that have been ineffective.

• Identify key people and organizations withinthe community who can assist the agency informing a relationship with the community.See resource list provided below.

• Consider using all avenues of outreach, suchas hospitals, pediatricians, trauma centers,safety coalitions, schools, neighborhoodwatch groups, and churches, to broaden thecommunity outreach approach. Use thesecontacts to identify problems andimplement solutions for effective trafficsafety programs.

• Customize solutions to the individualcommunity, and strive for communityownership.

• Share the results of community-orientedprograms with the community.

• Establish multidisciplinary task forces toaddress traffic safety from a variety ofperspectives, including: enforcement;judiciary; signing, striping, and engineering;emergency response; and public educationand awareness. Encourage the task forcemembers to identify problems, thenrecommend and implement solutions.

Strategy #9—Community InvolvementBecome involved in the community to understand and serve it better.

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Benefits

• Community members who are recognized asindividuals, rather than as an invisible partof the jurisdiction, are apt to be morewilling to participate in problem identifi-cation and resolution.

• Community participation in policy-makingdecisions will assist law enforcementagencies in gaining community support, andwill help inspire community understanding,acceptance, and compliance.

• Involvement with the community will resultin continual refinement of policies andprograms to better address their issues.

• Using all available resources will enhanceaccess to the community. People withdiverse backgrounds can assist both thecommunity and the agency in under-standing various issues.

• Multidisciplinary task forces can accomplishfar more by working together than anagency or organization can accomplish onits own.

Oher Considerations

• A commitment to the various communitieswithin an agency’s jurisdiction can be time-consuming and may not produce immediateresults.

• Officers may need training to recognize andbe sensitive to the unique factors andcustoms of a particular community. Theymay also need training in coalition buildingand the dynamics of group leadership

• The agency and its officers may receivecriticism and challenges from thecommunity.

• “Territorial” issues may arise when a taskforce assesses traffic safety from a variety ofperspectives. Resistance to one person’smaking suggestions about another’s area ofexpertise can usually be overcome if acooperative, rather than adversarial, atmos-phere can be established.

• When seeking funding for traffic safetyprograms, agencies should collaborate withtheir governor’s highway safety office orthrough other federal, state, and privategrant sources.

Strategy #9—Community Involvement, cont’d

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Background

Law enforcement programs are sometimesdriven by evaluation criteria that may havelittle connection to community needs. Thenumber of tickets written, fine levels, arrests,and similar statistics do not necessarilyconfirm an effective program. While this rawdata may be useful for examining certainaspects of programs, they do not say muchabout its overall success or failure. Moremeaningful and consequently more useful arestatistics such as the mileage death rate, injurycollision rate, pedestrian death and injuryrates, and similar law enforcement relatedstatistics. Programs should be identified andevaluated both quantitatively and qualitatively.Qualitative measurements are useful for deter-mining if the community as a whole isbenefiting from a program.

Actions

• Brief the local governing body on theagency’s plan to develop a program evalu-ation system with broad-based public input.

• Meet on a regular basis with communitygroups for input in establishing theperformance evaluation system.

• Solicit input for the performance evaluationsystem from department personnel on aregular basis.

• Publish program objectives, evaluationcriteria, and results.

• Use qualitative data to measure results of theprogram evaluations to improve and directprogram(s).

• Solicit ongoing public input through theInternet or via email.

Benefits

• Improved effectiveness of the agency.

• Improved community support for theagency’s programs.

• More efficient use of agency resources.

• Safer communities.


• Possible conflict over roles with thegoverning body.

• Cost of soliciting broad-based input.

• Mandates from federal or state entities mayconflict with the agency-developed program.

• Program expectations may exceed availableresources.

Strategy #10—Program EvaluationsDevelop and use a regular and ongoing program evaluation system, using both quantitative and

qualitative criteria to measure the desired outcomes of current programs and aid in planningfuture programs.

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Background

Law enforcement does not operate in avacuum. Its programs, namely traffic safetyoperations, have an impact on many“customer groups.” Motorists, local schools,emergency services groups and organizations,automobile and commercial vehicle associa-tions, and elected officials are but a few of thecustomers whose goals and needs are affectedby law enforcement operations. Customersalso include internal entities. Identifying andworking cooperatively with these variedgroups to determine how best to serve theirneeds will, in turn, win their support for anagency’s mission, goals, and objectives.Feedback and change are essential steps in theprocess of self-examination.

Actions

• Identify pertinent community groups anddevelop an action plan for establishing acredible and visible presence among them.

• Instill accountability among lawenforcement managers by tracking thesuccess of community assessment effortsdeveloped by those managers.

• Develop feedback mechanisms (e.g. surveys,focus groups, and community meetings).

• Institute a “key contact” program thatencourages frequent contact with local,state, and national representatives,community leaders, and other stakeholders.

Benefits

• Through positive community involvement,a wide base of support is generated for theagency’s mission, goals and objectives.

• A deeper understanding of communitiesserved will allow managers to make moreeffective use of limited resources.

• Effective cooperation among client groupswill allow the agency to utilize resources ofclient groups to “publicize” and help lawenforcement achieve its public safetymission.

• Valuable feedback from respondents whoknow the operation well.

• Consensus-building prior to organizationalchanges.

• Elimination of some employee frustrations.

• The input of the stakeholders and partnerswill help the agency prioritize its goals andapply its resources

• Inclusive actions will help the agency betterserve all of its constituents


• Focused attention on the needs of othergroups may spread other agency resourcestoo thin.

• Competition among client groups forlimited law enforcement resources couldlead to discord between customer groupsand the agency.

Strategy #11—Assessment and Evaluations—Who Are OurCustomers?

Develop and implement a process that regularly evaluates both internally and externally a law enforcement agency’s operating environment and determines the pertinent “communities”

the agency interacts with in achieving its mission.

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• Adequate resources are essential to properlyconduct assessments and evaluations.

• Without management’s commitment tochange, surveying the public may be of littlevalue.

• Surveying is part of a process of feedback,change, and reassessment that is ongoing.

• Even more than with surveys of externalcustomers, the organization will lose credi-bility if it does not address issues identifiedby an internal survey.

• Employees may believe they are voting whenthey participate in an internal survey andexpect any management decisions to supportthe popular survey result.

Strategy #11—Assessment and Evaluations—Who Are Our Customers?, cont’d

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Background

Budgeting often seems to be the bane ofmany executives. However, it is the budgetingprocess that ensures the agency can fulfill itscritical missions. The brunt of unanticipatedfiscal emergencies must not be borne on theback of the traffic safety budget.

There is an ongoing demand for agenciesto provide selective traffic enforcement onroadways that experience a high number ofcollisions. Although these efforts should beproperly budgeted, at times a department’sbudget may not adequately support requiredenforcement programs, making externalsources of funding necessary.

Actions

• Identify, justify, and prioritize the servicescurrently provided and those desired,ensuring traffic safety programs are appro-priately represented.

• Identify costs associated with services.

• Acknowledge units within the departmentthat manage a fiscally sound budget.

• Stress the importance of sound financialdecisions and fiscal accountability throughongoing training.

• Consider alternative funding sources,including the private sector, for traffic safetyprojects that cannot be supported by theoperating budget.

Benefits

• Traffic safety is institutionalized within theorganization.

• Additional traffic safety projects can bedeveloped and implemented, reducingcrashes, injuries, and fatalities.

• Properly prepared and utilized budgetsinstill confidence in the agency and itsexecutive.

• Private industry receives various benefitswhen it contributes to traffic safety.


• There are often ancillary costs associatedwith instituting new programs. These caninclude administrative hours, equipmentmaintenance costs, and overhead.

• Ongoing specialized training may benecessary for budget managers.

Strategy #12—BudgetingIdentify effective and responsible budgeting methods that provide funding for traffic safety and

other critical services and personnel. Also, identify alternative sources of funding that canaugment the agency’s budget.

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Background

The public’s concern for safety hasgenerated a need for improved coordination,sharing of resources, and information betweennumerous public safety, transportation, andother related agencies. Citizens are demandinggreater accountability from all public agencies.With few exceptions, agencies have limited taxfunds to support a wide range of responsibil-ities and mandates. These funds should not bespent for redundant purchases of similarequipment (or facilities) for different agencies.These agencies should integrate systems thatwill allow them to pool their limited resourcestowards the common goal of improving safetyand services for their customers.

Many agencies share staff resources withother related agencies through mutual aidpacts, but have not considered sharingprograms, technology and information.Current and planned investments in incom-patible technologies and systems by local,state, and federal agencies continue toexacerbate the problem. Adding to theproblem is the fact that agencies cannot stopthe implementation of systems in mid-deployment and, therefore, will continuespending funds for new systems andtechnology and updating communicationsequipment without focusing on resourcesharing opportunities. New technology andsystems can be costly, but through partner-ships and resource sharing each agency canpotentially save money over the long term andprovide enhanced services.

Actions

• Ensure the departmental mission and broadpolicy directives encourage the cost-effectivesharing of resources with allied and non-traditional agencies.

• Identify departmental strengths andweaknesses (in terms of personnel,equipment, and facilities); use this as a guidefor partnering efforts.

• Consider the resources of other govern-mental agencies, both within and withoutthe boundaries of your jurisdiction, thatcould be potential partners. Successfulpartnerships have included public works;departments of transportation, health,welfare, and probation; and the courts.Consider communications, computers, jails,and administration functions. Informationtechnology issues include connectivity,autonomy, systems integration, and mainte-nance.

• Consider agencies at other levels ofgovernment (federal, state, county, tribal,and local) and agencies they have createdwhich can be resources or partners.

• Create a resource list of experts, categorizedby discipline.

• Form, join, and work with coalitions to helpidentify and resolve problems (such as aregional selective traffic enforcementprogram). This can be particularly effectiveif done under the auspices of a regional,state, national or international lawenforcement organization such as theInternational Association of Chiefs of Police.Partnerships with the private sector shouldalso be considered when appropriate.

Strategy #13—Identifying and Sharing ResourcesLaw enforcement agencies can accomplish their mission in new and cooperative ways by

sharing resources with allied agencies, and participating in various coalitions. At times, outside expertise may have to be obtained.

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• Establish a “key contact” program withelected officials to ensure the officials thinkof your department as an informationresource and know your perspective onmajor issues.

• Encourage agency and individualmembership and participation in local,regional, state, national, and internationallaw enforcement associations to helpmaximize the knowledge and politicalinfluence of the profession and the agency,and to promote traffic and public safety.

• Become involved in municipal, metropolitanand regional planning bodies to help addresscongestion management, incidentmanagement, crash prevention, and intel-ligent transportation systems.

Benefits

• Taxpayer funds are used in a more effectiveand efficient manner.

• Expertise and potential funding sources areidentified for additional programs andprojects.

• Law enforcement serves as a model for othergovernmental agencies.

• Traffic and public safety are improved.


• Issues of autonomy, jurisdiction and otherinstitutional barriers are often difficult toovercome. There must be a spirit of cooper-ation and willingness to share as agenciesattempt to go forward. The emphasis mustbe placed on the positive outcomes.

• A long-range systems plan may be necessaryto help ensure inter-connectivity of devicesand equipment, and compatibility ofsystems.

• Outside contractor cost may be a consider-ation.

Strategy #13—Identifying and Sharing Resources, cont’d

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Background

Technology has advanced at such a ratethat it is often out-dated soon after itsdelivery. Compatibility with older technologyis easy to promise and difficult to ensure.Without adequate planning and supportivepolicies and requirements, law enforcementwill be forced to continually play “catch up.”

Advanced technology has the potential toboth improve the delivery of service to thepublic and complicate law enforcement opera-tions. Increasingly, the operations of publicworks agencies and departments of trans-portation affect daily law enforcement opera-tions. A current example is IntelligentTransportation Systems (ITS), which include anumber of technologies intended to movepeople and goods more safely and quickly.Law enforcement agencies should play anintegral role in the development of ITStechnologies and strategic plans.

Actions

• Organize, or participate in, a technology-oriented committee for the agency orgoverning body, which addresses the acqui-sition of equipment, instrumentation, orsoftware for the agency and/or body.

• Ensure full evaluation of technology forcompatibility and require the vendor toprovide a suitable warranty. Stronglyconsider inter-connectivity with relatedsystems and other agencies.

• Make budget requests flexible to accom-modate technology changes that will occurduring the budget approval process.

• Develop in-house expertise, or form coali-tions with other agencies, so that technologyneeds may be accurately assessed andexisting technology may be used most effec-tively.

• Participate in ITS committees, task forces,and related organizations. Ensure thathighway safety is given serious consider-ation, and that enforcement needs areaddressed.

• Address technology and training as part ofthe agency’s strategic plan.

• Develop, or participate in, a standingcommittee that functions within profes-sional law enforcement organizations whoseresponsibility is to evaluate traffic safetytechnologies and make recommendations foraction.

• Encourage the private sector to respond tolaw enforcement needs (examples includepursuit termination technologies andtechnologies to make officers moreefficient—computerized citations, collisionreports, video cameras, laser measuringdevices, and so forth).

Benefits

• Properly applied technology expenditureswill provide better results.

• Improved technology in other agenciesbetter accommodates law enforcementneeds.

• There is time for legislative or other actionsto address the development and implemen-tation of technologies that will complicatetraffic safety or law enforcement operations.

Strategy #14—Technology IssuesWith the fast-paced development of technology, law enforcement executives will need to antic-

ipate and plan for constant change in this field and the effect it will have on their agency’straffic safety programs. Refer to the Technology section of this document for additional infor-

mation concerning technology issues.

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• Cost-benefit analyses may show that somenew technologies afford minimal benefitsand serve narrow interests.

• Private sector expertise often involves adesire to sell a vendor’s products.

• There may be initial reluctance to educatelaw enforcement representatives about ITS

or other technologies, but the value ofinclusion will be more obvious after someexperience.

• Whenever technology replaces face to faceinteraction between officers and motorists,opportunities for detection of other criminalactivities are eliminated.

Strategy #14—Technology Issues, cont’d

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Background

Law enforcement agencies should directtheir resources to the areas that maximize theintended results in achieving their mission ofsaving lives, reducing injuries, and protectingproperty. Selective traffic enforcementprograms have proven to be one of the besttools to improve traffic safety and reducecrime.

Actions

• Gather the best data possible throughpartnerships with other agencies and theirdatabases (for example, state and local trans-portation agencies and emergency medicalservices). The data may be more accurateand therefore more revealing.

• Identify the number and location of crashesby causal and contributing factors like timeof day, weather, highway conditions, vehicletype, and other pertinent data.

• Establish the priority of enforcement to helpsave the most lives, and reduce severeinjuries and the number of crashes based onthe analysis of the data.

• Develop programs, such as highway taskforces with local community involvement,focus teams, and enhanced enforcement, toaddress the unique aspects of a specificlocation or area, as well as the causal factorsfor the crashes, deaths, and injuries.

• Develop performance measurements that aredirectly related to enforcement priorities.This step will assist in assessing the successof the programs.

• Publicize the programs, the continuingenforcement efforts, and the end results ofthe enforcement programs. Ensure that theresults are related to the previously identifiedperformance measures.

• Augment existing traffic safety programs byseeking available sources of grant funding.

Benefits

• Reduction in fatalities, injuries and propertydamage resulting from traffic crashes.

• Reduction in criminal activity.

• Assists with maximizing resources.

• Excellent public relations tool.

• Will assist in garnering public support fortraffic enforcement and increase voluntarycompliance with the law.


• Requires personnel resources.

• Program could be seen as a means togenerate revenue, as from enhancedenforcement, for instance, and receivenegative reaction from the public.

• Potential negative impact on traffic flow.

• Some enforcement programs offer theagency the prime opportunity to inform andeducate the public.

• Guidelines for establishing selective trafficenforcement programs are available throughyour state’s highway safety office.

Strategy #15—Selective Traffic Enforcement ProgramsDevelop selective traffic enforcement programs to enhance agency efficiency and operations in

order to improve quality of life in local communities.


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Human Resources

Preface

Our people are the most valuable resource that we possess. Their happiness and satis-faction have a direct correlation to the achievement of our objectives. When people allwork together they create a synergism that is much greater than simply adding together

their individual products. Law enforcement executives need to search for ways ofimproving their human resources.

When that is done other priorities come into perspective. It is predicted that many oflaw enforcement’s future challenges will be people related. Will your agency be ready?Will you know what is going on in your agency and community? Can your agency

withstand the pressures? Now is the time to start a process for preparedness.

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Background

Public opinion and policy prescribe thatgovernment institutions, including lawenforcement agencies, be inclusive andreasonably representative of the communitiesthey serve. Agencies are more effective whenmembers understand and are able to respondto the ethnic and cultural diversities of theircommunities.

Actions

• Focus recruiting efforts toward candidateswho will make the agency representative ofthe community.

• Inform the community of these efforts.

• Maintain a current and projecteddemographic picture of the community.

Benefits

• Simplified caseload because of fewercollateral issues stemming from cultural andethnic misunderstandings.

• Enhanced credibility within the community.

• Improved community relations.

• Fewer resources used for responding tocitizens’ complaints.

• Increased potential for partnering in the community.

Other considerations

• Possible discrimination complaints.

• Public suspicions over the use ofdemographic information.

• Possible political repercussions for thegoverning body.

• Possibly increased recruiting costs.

Strategy #16—DemographicsLaw enforcement is more effective when its members are representative of the

community it serves.

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Background

• Demographic data may reveal an agingpopulation, a population that is changingethnically, or one that is stratified byeconomics. Additionally, continued urban-ization and the decline of rural populationswill be a factor. An aging population maycommit fewer violent crimes, but the denserurban populations may offset this decrease.Aging populations require more services inrelation to traffic and pedestrian issues,while urban density may increase crash rates.As community make-up changes, so shouldthe department.

Actions

• Acquire and maintain a currentdemographic picture of the communityserved and provide regular briefings toensure understanding. Keep personnelapprised of changes.

• Acquire and consider demographic forecasts.

• Integrate a demographic picture of thecommunity and agency into policy andcommand planning.

• Integrate a community and agencydemographic picture into training for allpersonnel.

• Develop in-house programs that enhancerelations between the different groupswithin the agency.

Benefits

• Provides an important basis for proactiveplanning and projections by the agency andgoverning body.

• Assists personnel in understanding anddealing with incidents as they unfold.

• Helps the agency make effective changes indepartmental policy and objectives.

• Reduces complaints and related problemsbased upon cultural and ethnic issues.

• Improves relations within the agency,decreases stress, and enhances accom-plishment of objectives.


• Public concern over law enforcementcollection of demographic data.

• Possible complaints of favoritism.

• Training and recruiting costs.

Strategy #17—Demographic ChangeReact to current community demands and prepare for expected demographic

changes in the community.

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Background

The media can be effective in dissemi-nating the message of how important trafficsafety is to citizens and law enforcement.Positive relationships with all types of media(print, radio, television, and online) will helplend credibility to the agency, its personnel, itsmission, and the importance of maintainingan effective traffic safety program.

Actions

• Develop a policy and implement trainingprograms for officers that focus on workingwith all types of media.

• Ensure the information provided to mediaoutlets is timely, correct, credible, andreinforces the agency’s public safety image.

• Establish a primary media contact resourcewithin each organizational level whilemaking all officers “media” officers in theirday to day performance of duties.

• Seek honesty and truthfulness

Benefits

• Positive media relations will help ensureagency credibility among the public, andhelp ensure that public safety messages reachtheir intended target audiences.

• Effective media relations will help ensureaccountability for job performance.


• Media representatives can become over-zealous in their coverage of departmentalactivities.

• Required training may decrease the numberof available personnel.

Strategy #18—Media RelationsFoster continuing and positive relationships with all media and use their

extensive outreach capabilities to publicize agency efforts to enhance trafficsafety and the overall law enforcement mission.

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Background

Circumstances arise that require the needto identify and resolve complex projects andissues. These projects and issues can be verytechnical, time consuming, and difficult forone or two people to resolve. The use of ateam-approach to work on complex, timeconsuming projects provides a synergisticbenefit that results in greater efficiency, higherquality service and improved morale. Teambuilding within existing units can enhanceresults and increase the feeling of accom-plishment.

Actions

• Provide team building strategies and trainingto all existing departmental units.

• Identify and group employees in teams toaddress and resolve special assignmentswhen necessary.

• Use the team approach to research andprepare a strategic plan concerning trafficsafety improvements.

• Use technology to enhance team building.

• Monitor and evaluate the use of teamsconcerning their effectiveness, and makeappropriate adjustments when necessary.

Benefits

• Improves morale and motivation.

• Provides synergism of ideas and resolutionsto issues and challenges.

• Expedites project completion and theachievement of stated objectives.


• Requires personnel resources.

• Requires good interpersonal skills and flexi-bility.

• Requires training.

Strategy #19–Team-BuildingUse internal agency team building to identify and resolve complex projects and issues and

enhance day to day performance and training.

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Background

There is no one formula for effectiveorganization of labor and management in lawenforcement. The make-up varies fromagencies not involved in collective bargainingto those with representative groups, strongunions or contracts governing the relationshipbetween labor and management. It is recog-nized that labor and management sometimeshave philosophical differences and that it isnecessary for them to work together to solvethese differences.

Actions

• Find areas of agreement between labor andmanagement.

• Open lines of communication with allemployees.

• Meet periodically with all work groups inboth formal and informal settings.

• Initiate and or strengthen systems thathandle employee grievances.

• Initiate training for all supervisors andmanagers in inter-personal effectiveness as itrelates to labor and management partnering.

• Achieve “ownership” in departmental goalsand objectives by involving both labor andmanagement in their development.

• Seek agreement with labor on the impor-tance of traffic safety to the organization’smission and goals.

Benefits

• Much will be accomplished by a “united”approach to mutual issues.

• Improved relations will result from opencommunication and employee grievanceswill decrease.

• Morale will improve.

• Opportunities may present themselves innegotiations and discussions.


• Limitations imposed by statutes, agree-ments, and past practices.

• Agreement may be difficult depending uponthe issue.

Strategy #20—Labor/ManagementThe new millennium holds many challenges for the police profession with “people issues”

taking the center stage. The skills of all involved will be tested in finding new opportunities forcollaboration.

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Background

With improved economic conditionslocally and nationally, the potential candidatepool for recruiting persons into lawenforcement will significantly decrease.Additionally, as candidates decrease,maintaining cultural diversity in theworkplace through hiring decreases as well.This shortfall will be felt by many policeagencies. To address this problem, policeagencies will need increased funding andefforts for recruitment. This creates compe-tition for potential trainees. When economicconditions deteriorate, the availability ofcandidates will increase. This phenomenonwill also decrease tax dollars, and agencies willhave difficulty funding new personnel.

Actions

• Increase scope of recruitment. Travelingoutside of an agency jurisdiction forrecruitment can be a very effective tool.Recruitment officers should have the abilityto attend national job fairs and visit collegecampuses.

• Solicit grants, many of which provide forthe hiring of officers for traffic-related andcommunity-oriented policing positions. Aprogram should be encouraged that fundsthe officers and the recruitment activities tofill those positions. This type of programshould include traffic safety positions.

• Involve all personnel in recruiting. Surveysconducted on cadets to ascertain how theybecame interested in a career in lawenforcement indicate that about half were

recruited through personal contact with a“nonrecruiting” officer. To that extent, everyemployee of a department should beencouraged to actively seek out qualifiedcandidates throughout the course of theirworkday and in their personal life. Allowride-along programs and encourage officercontacts in the schools.

• Establish intern programs. Many agencieshave programs for working with youngpersons while in high school such asworking fairs, directing traffic in parkinglots, community service, and so forth.However, by the time these young candi-dates finish high school, they move awayfrom the program, as college and financialself-sufficiency become increasinglyimportant. This program would hire internspart time to continue with a departmentand prepare them for entrance into a lawenforcement academy.

• Form advisory committees to provide inputinto recruiting activities.

• Consider employing an advertising agencyconsultant. Due to the nationwide scope ofrecruitment efforts, the assistance of aprofessional advertising agency in devel-oping campaign themes could significantlyimprove effectiveness.

• Consider incentives for recruitment efforts.

• Consider establishing a mentoring programfor both applicants and cadets.

• Select mentors who have a sincere interest inassisting cadets.

Strategy #21—RecruitmentIdentify and apply effective recruiting techniques and programs to increase the qualified

applicant pool.

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Benefits

• More candidates applying for traffic safetypositions.

• Focused recruitment by advertising forwomen and minorities.

• Grant funding is sometimes available forprograms to ease the burden on state/localbudgets.

• Applicants/cadets can receive encouragementand approach their mentor with theirproblems or concerns.

• Mentors’ assistance will result in more cadetscompleting the academy and thus save theagency training dollars.


• As programs are established and funded, aproportionate level of overhead costs relatedto a program also occur. A department maynot have the staffing or physical means tosupport new programs.

• Departments may not have adequate admin-istrative staff to supervise additionalrecruitment programs and personnel.

• If grant funding purchases equipment forrecruitment programs, departments may nothave in existing budgets the funds availableto support ongoing expenses related to theequipment.

• Issues of lateral recruitment should beconsidered.

• Mentoring might take officers away fromtheir primary duties.

Strategy #21—Recruitment, cont’d

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Background

Complexity of duties and advancingtechnology will continue to increase the needfor more educational preparation. The moreeducated “white collar” criminal will require awell-trained investigator. As trafficmanagement becomes more complex andtechnical, the educational focus must beadjusted accordingly. Most communitycolleges currently have associate’s degreeprograms in administration of justice orcriminal justice programs, and many awardcertificates of achievement with options inpolice and correctional services. (Transfer ofcredits to a four-year college or university canlead to a bachelor’s degree in the criminaljustice field.) Although POST (PoliceStandards and Training) certification isrequired nationwide, the standards vary fromstate to state. Therefore, consistency andstandardization in law enforcement trainingshould be considered as a priority in lawenforcement education.

Actions

• Knowledge and performance standards(including physical fitness) need to be estab-lished statewide, then nationwide.

• Use experienced sworn and non-sworn lawenforcement employees and qualifiedcivilians as instructors.

• Broaden the base of law enforcementcurricula at the college level to includetraffic safety and related subjects in thisbattery of courses. Such courses shouldcover crash investigation, emergency medicalresponse, basic computer skills, problem

solving, leadership, interpersonal communi-cations, cultural diversity, and publicspeaking. When possible, other practicalcourses might be made available, includingDUI detection, SFST’s, breath analysis, andcommercial motor vehicle enforcement.

• Establish consistent written andperformance tests to prove that the studenthas achieved mastery of the information andtasks.

• Increase available technical curricula to teachthe investigative techniques necessary tosolve more complex crimes.

• Create an exchange program for high techexpertise.

• Create internship programs for students inthe specified study areas to increase exposureto and experience in law enforcement activ-ities.

• Split the Academy into halves—basicclassroom instruction in the first half andadvanced enforcement activities in thesecond. Allow those with an associate’sdegree or POST certification from anapproved educational institution to enter theacademy at the advanced portion of theclass.

• Promote law enforcement as a career ineducational institutions and provide assis-tance when possible.

• Provide incentive programs (financial andotherwise) which encourage highereducation for personnel.

• Have classes available online or on CD-ROM for distance learning.

Strategy #22—Increase Law Enforcement Educational andCareer Development Opportunities in the Community

Increase public awareness of law enforcement educational opportunities; improve depth anddiversity of current administrative and criminal justice curricula, specifically including more

traffic safety focus.

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• Increase Law Enforcement Explorersprogram visibility and availability, empha-sizing traffic safety and training.

• Provide advanced supervision andmanagement courses to enhance careerdevelopment opportunities for in-housepersonnel.

Benefits

• Broader area of contact for recruiting.

• Better prepared entry level and promotionalcandidates with a higher probability forsuccess.

• Enhances the public perception that trafficenforcement reduces crime.

• Less cost to the agency by allowing thecandidate to “pre-train.”

• Less cost to the agency by shortening agencypaid training time.

• Improved public and community relations.

• With standardized POST requirements andan accepted degree, study could be done atany approved institution and employmentsought anywhere nationwide.

• Improved morale for employees eligible forpromotion.

• Improved performance by employees.


• Difficult to obtain standardized curricula.

• Difficult to create standardized, semester-type academy.

• Difficult to maintain the quality of candi-dates.

• Several issues complicate instructor avail -ability. It is expensive to train the trainer. Itmight be difficult to find enough qualifiedemployees in the area to teach. It is alsodifficult to obtain additional funding to payinstructors. Agencies may need to payovertime to teach or reduce “on-duty” timeto accommodate teaching time.

• Some items may increase cost.

• Curriculum changes may require outsideapproval.

Strategy #22—Increase Law Enforcement Educational and Career DevelopmentOpportunities in the Community, cont’d

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Background

To ensure that law enforcement agencieshave competent and highly trained trafficenforcement officers, it is essential that anFTE program provide trainees with the oppor-tunity to develop skills to perform their dutiessafely and effectively. Additionally, thisprogram should monitor trainee performancein order to detect problems for early remedi-ation, and identify and select only thosetrainees who are able to handle the demandsof law enforcement. Probationary officersshould be given regular written performanceappraisals to ensure that they continue tomeet established performance standards.

Actions

• Develop a system of highly structured andstandardized field training with systematicdocumentation and analysis of traineeperformance. This training program shouldcontain a significant traffic safetycomponent.

• Open and maintain career paths withindepartments by providing qualified, experi-enced officers with the opportunity to serveas Field Training Officers (FTOs) and gainadditional training to broaden skills andenhance leadership ability.

• Ensure judicious selection, training, andretention of FTOs to ensure success of theFTE program.

• Provide recognition and rewards for officersserving as FTOs.

• Establish a probationary appraisal process

that will afford departments the opportunityto determine if new officers continue tomeet performance standards.

Benefits

• Highly trained and motivated officerscapable of meeting or exceeding theperformance standards required by depart-ments.

• Standardized field training and systematicdocumentation will improve the validity andmake more defensible the officer selectionand retention process.

• Establish new career paths within depart-ments by providing qualified officers withthe opportunity to serve as FTOs and gainadditional training to broaden skills andenhance leadership ability.


• Personnel hours lost due to training.

• There may be costs associated with careerdevelopment training in terms of personnelaway from work to conduct training and orto attend training.

• Reduced number of officers in the fieldwhen partnered with trainees.

• Reduced number of overall enforcementhours when officers are training assignedofficers.

Strategy #23—Field Training Officer/Probation/InitialRetention

Development of a program that will provide a highly structured and standardized Field Trainingand Evaluation (FTE) program for new officers just completing academy training. Ensure that a

detailed performance appraisal process is in place to determine whether a new officer meetsestablished performance standards during the probationary period.

Background

Every organization should develop amethod of performance evaluation to assistsupervisors and employees in increasingindividual effectiveness. Performanceappraisals assist employees on a continuingbasis by identifying strengths and weaknesses.

Actions

• Develop a method that is meaningful topersonnel by involving them in its creation.

• Develop a manual to provide consistencyand direction in employee evaluationperformance.

• Evaluation should be accomplished in aconcise manner that allows supervisors toattend their other duties.

• Develop guidelines for supervisors in theuniform administration of the evaluationmethod. Supervisors should keep theirsubordinates informed and appraised oftheir accomplishments and shortcomings ina timely fashion.

• Identify and establish critical tasks assignedto specific job classifications and locationson the basis of the outcomes expectedincluding traffic safety. Expected outcomesshould be based on valid data.

• Evaluations need to be honest and straight-forward.

• Recognize accomplishments, foster opencommunications, help develop employeesand detect problems or deficiencies thatneed to be addressed early in the evaluationprocess.

• Use a performance contract, when appro-priate, to correct deficiencies.

• Give positive feedback when corrections aremade, and design a correction plan even ifno improvement is seen.

• Support the reports of success or failure withadequate data.

• Consider performance evaluations for specialassignments, transfers, promotions, andtraining.

• Include in the evaluations, ratings for inter-personal relationships with all employeelevels and the public, initiative, honesty,leadership skills, teamwork, respect, profes-sionalism, communication skills, trust andfairness, and sensitivity.

• Review performance periodically. Employeesshould not be surprised when they receivetheir evaluation.

• Create programs that publicly recognize theoutstanding performance of employees.

Benefits

• Develops employees.

• Identifies the employee’s strengths andweaknesses.

• Detects problems early on.

• Fosters open communication.

• Provides an effective supervisory tool tobring about efficient operation of an organi-zation.


• Sometimes evaluators fail to give extremeratings on the assumption that nobodycould be that bad or good. However, it isimportant to make performance distinctionsamong employees. The full use of a ratingscale, when substantiated by performance, isthe most reliable way of achieving distinc-tions among employees.

• An average employee can look extremelygood or extremely poor in contrast to a very“low” or very “high” performing employee.Actual observed behavior relative toexpected behavior is what should be rated.

Strategy #24—Collect Data Necessaryto Evaluate Performance

Develop a validated performance evaluation system.

5 1


5 2


Background

Areas of employee deficiency can bedetected by using personal skill assessment.Improvement in these areas will benefit boththe individual and the agency. To further thisimprovement concept, the agency shouldencourage the mentoring concept whileassigning coaches to assist those in need.

Actions

• Develop an assessment process that will helpidentify problems or deficiencies that needto be addressed.

• Consider the use of outside organizations toconduct the assessment process.

• Develop and select mentors and coaches forspecialized training who will assist inachieving employee improvement.

• Establish clear policy objectives in supportof the employee development program.

• Assign coaches based on their areas ofexpertise and according to the needs ofemployees.

• Take advantages of existing mentor relation-ships and encourage the progression ofcoaches into mentoring capabilities.

Benefits

• Takes advantage of existing abilities andrelationships while developing employees.

• Detects problems early on and provides in-house assistance. Outside assistance can beprovided when needed.

• Builds new relationships while fosteringopen communication and teamwork.


• It is important to document findings andfollow-up activities.

• Supervisors should not relinquish theirevaluation responsibilities; it is up to themto know when it is working or not workingand take the appropriate actions.

Strategy #25—Employee DevelopmentTo implement and establish a system of assessing personnel strengths and weaknesses in an

atmosphere that encourages improvement and development. Mentors and coaches can assist inthis process by lending their expertise and assistance to those with areas of need.

5 3


Background

To ensure that departments continue tohave qualified personnel at all levels, upwardmobility programs need to be establishedwhich are designed to provide equitable accessand departmental assistance to those with ademonstrated interest and ability to advance.Traffic safety should play an integral role inthis process.

Actions

• Ensure employees have equal access toupward mobility opportunities and developlaw enforcement personnel to their fullestpotential prior to participation.

• Validate the promotional process.

• Develop methods to streamline the promo-tional process and implement ways toencourage viable candidates to participate.

• Develop and maintain a mechanism formonitoring and evaluating program effec-tiveness and participation.

• Facilitate career opportunities by exploringnew avenues for upward mobility andmaking recommendations for improvementin existing career opportunities.

• Include traffic-related items in all promo-tional processes.

Benefits

• Implementation of a valid process for identi-fying, testing, and selecting the bestcandidate for promotion.

• A standardized system ensures that allemployees have equal access to upwardmobility opportunities.

• Creation of an atmosphere that will enableinterested employees to utilize upwardmobility options.

• Establishment of a system that assures thatqualified and capable candidates are affordedpromotional opportunities at all levelswithin a department.

• Inclusion of traffic items in the promotionalprocess will advance traffic safety prioritywithin the agency.

• Valid promotional processes ensure a fairand equitable system.


• Costs associated with career developmenttraining.

• Costs associated with personnel taken awayfrom work to conduct or to attend training.

• There may be objective non-traditionalprocesses that can be validated for thepromotional procedures.

• Outside expertise may be needed tocomplete the process.

Strategy #26—PromotionValidate promotional processes, which provide upward mobility opportunities.

5 4


Background

Few agencies have adequate budgets tosupport police training at a level they feel issufficient. At the same time, agencies face thechallenge of providing in-service and super-visory training that can keep up with devel-oping technology and changing societaldemands. In the future many agencies will beusing a variety of new technologies to delivertraining through “distance learning” activities.Consequently, training should be developedwith the cooperation and partnership of otherlaw enforcement agencies, educational facil -ities, community colleges, and other institu-tions whenever appropriate resources areavailable and standards can be met.

Actions

• Develop a training program that will takeadvantage of other government and lawenforcement agencies, private enterpriseresources, and educational facilities.

• Whenever possible, establish reciprocalagreements to decrease training costs.

• Identify and solicit resources within theagency that could be shared with otheragencies such as gyms, computers, class-rooms, driving tracks, and instructors.

• Identify other governmental agencies thatwould benefit from sharing trainingresources and establishing a partnership.

• Identify institutional barriers that mayimpede the ability to share resources.

Benefits

• Allows small law enforcement agencies toprovide training that would otherwise be tooexpensive if they were to hire their owninstructors and acquire equipment andtraining sites.

• Establishes cooperative relationships anddevelops rapport with other agencies andorganizations.

• Allows agencies to share technology,experience, and expertise.

• Using available funds in a more effective andefficient manner results in cost savings totaxpayers.

• May increase funds available for additionaltraining resources.


• A long range training plan or policy isnecessary to anticipate future training needsand changing technology. Long rangeplanning will also help ensure interconnec-tivity of devices and equipment, andcompatibility of systems.

• Proper communication between partici-pating agencies is imperative for success.

Strategy #27—Partnering in In-Service and SupervisoryTraining

Develop training that incorporates “partnering.”

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Background

Alternate work scheduling can includeflexible work hours, alternate or compressedworkweeks, satellite work sites, and telecom-muting. Alternative work schedules can be aviable tool for enhancing employee motivationand productivity, and alleviating workspacedemands.

Actions

• Consider developing a plan that examinesthe feasibility of alternative work schedulingand identifies what positions could beconsidered for an alternative work scheduleor alternative work sites.

• Implement an alternative work schedulewhen feasible.

• Consider traffic safety data in the devel-opment of alternative work approaches.

Benefits

• Improves morale, motivation, and effec-tiveness.

• Office space, parking facilities, and employersubsidized transportation costs can bereduced, and office resources can be shared.

• Enhanced employment opportunities for thedisabled and mobility restricted.

• Telecommute work and public services cancontinue uninterrupted during naturaldisasters, such as earthquakes, floods, andfires, which may prevent routine access tothe office.

• Communication often improves between thesupervisor and the employee.

• Employee turnover rates are reduced, as arecosts associated with recruitment, training,and downtime during the training andreplacement periods.

• A decline in employee absenteeism and sickleave.


• Requires management support.

• Shift requirements (coverage/availability)

• Not all staff may qualify or be consideredfor participation. For example, staffmembers who are frequently called on bymanagement for input or project assign-ments may not be viable candidates.

• Employee supervision.

• Job objectives are highest priority.

• Once implemented it is hard to reverse.

• The planning process must considerlabor/management contracts and implica-tions.

Strategy #28—Alternative Work SchedulesSupport and develop an alternative work program for law enforcement agency employees.

5 6


Background

The role of law enforcement is constantlychanging. Agencies are and will be experi-encing decreases in authorized strength at thesame time that calls for service increase.Whether adding new levels of responsibility,or being forced to phase out existing opera-tions due to budget and personnel limitations,adequate staffing to effectively meet changingresponsibilities remains a daunting challenge.An accepted staffing formula that takes intoaccount relevant demographics, currentresponsibilities and personnel resources, andother validated concerns, will do much to helpjustify additional personnel hiring and alloca-tions.

Actions

• Conduct literature search and analyzecurrent and relevant research in the area oflaw enforcement staffing formulas.

• Consider traffic safety components in allstaffing formulae.

• Consider existing personnel allocationmodels, e.g., the Northwestern UniversityTraffic Institute Personnel Allocation Model.

• Test selected formulas for applicability tospecific agency needs and requirements.

• Lobby for acceptance of the formula and theresults it generates among those responsiblefor funding personnel resources.

• Educate agency personnel in the selectedstaffing formula to help ensure acceptance.

Benefits

• A staffing formula based on the operationalneeds of the agency will do much to helpjustify changes in personnel resource alloca-tions.

• Staffing based on application of acceptedformulas provides an objective basis forallocating resources toward identifiedproblems and needs.


• Use of formulas may yield unrealisticstaffing needs that are unattainable in thecurrent political and economic climate.

• Industry-wide acceptance of a single staffingformula may not exist.

• Models need to be customized to agencyneeds. Issues of civilian staffing may not beconsidered in existing models.

Strategy #29—Personnel AllocationsIncorporate the use of industry-accepted staffing formulae as a means of determining proper

staffing needs, acquisitions, and allocations.

5 7


Background

Law enforcement agencies are complexorganizations with multiple task levels andresponsibilities. Traditionally, the uniformedofficer performs many functions beyond theprimary enforcement activities. Non-uniformed (civilian) employees can performsome of these tasks, and some may be priva-tized. Civilians already hold many of theadministrative and most of the supportpositions (e.g., clerical, janitorial, andmechanical positions) in law enforcementagencies. There are a number of job classifica-tions and tasks that are currently performedby uniformed personnel that might be trans-ferred to non-uniformed members or be priva-tized, thereby enhancing the agency’s ability toprovide service and support to thecommunity.

Actions

• Consider hiring civilian personnel for somehigh tech positions such as local areanetwork and wide area network(LAN/WAN) administration and coordi-nation in field locations.

• Establish career mobility for civilianemployees.

• Use trained civilian staff for follow-upcustomer service calls.

• Consider using qualified civilian employeesto conduct training currently taught byuniformed personnel at the academy and inthe field. A number of government andagency classifications already cover many ofthese tasks.

• Review positions within the agency that may

be redefined for civilian positions.

• Assess applicant investigation and testing,recruitment and public affairs for possiblereassignment to civilian personnel or forprivatization.

Benefits

• Create more assignments and diversity forcivilian employees.

• Free up more time for uniformed employeesto perform enforcement activities.

• Opportunity for more geographicalmovement for civilian employees.

• Public would benefit by receiving better,timelier service and protection.

• More effective use of training and personnel.

• Civilianization/privatization of certainpositions may make additional personnelavailable for traffic safety efforts.


• There may be labor union or contractualissues requiring clarification or negotiation.

• Replacement positions versus additionalduties or personnel can be difficult to reachagreement on.

• There are costs associated with training andreassignment.

• Reduces sworn manpower available formobilization in the time of natural disasters,riots or other critical need situations.

• Civilian/privatized employees do not possesslaw enforcement skills and/or authority andthus the ability to apprehend criminals islost in some positions.

• May cause sworn staffing reductions.

Strategy #30—Civilianization/PrivatizationIn any law enforcement agency, the uniformed officer is very expensive to recruit, train, and

retain. Efforts should be undertaken to move non-uniformed personnel into positions that donot require powers of arrest, but will support the agency’s public safety, traffic safety, and service

goals. Privatization is another option to be considered in the effort to return more uniformpersonnel to field service.

5 8


Background

Many law enforcement responsibilitiesdemand more technological sophisticationthan ever before. The technology used forcertain investigations and traffic responsibil-ities has become increasingly complex, leadingto increases in training requirements. Forexample, traffic management and operationcenters and intelligent transportation systemsare becoming more common and are requiringmore participation by law enforcement.Increased training requirements and opera-tional complexities mean that the interests ofthe public and the department are best servedby continuity in the personnel assigned tomore technically complex duties.

Actions

• Recruit, train and/or assign the mostqualified personnel for technically complexduties as specialists on continuous assign-ments.

• Provide clear promotional paths forspecialists.

• Provide recognized, standardized training forspecialty assignments as required.

• Provide proficiency pay as an incentive forspecialists in technically complex positions.

• Plan and train for continuous traffic safetyneeds.

• Allow management to select the mostqualified personnel for specialty assign-ments.

Benefits

• Lower overall training costs.

• Less staff turnover and more efficiency inwhat may be viewed as less desirable duties.

• Duties that are high priority but lessdesirable can be more readily staffed.

• Improved implementation of rapidlychanging and complex technologies,resulting in improved program effectiveness.

• Improved inter-agency working relationshipswhen dealing with other disciplines such astraffic engineers and information systemspecialists.


• Initial training and recruitment costs may behigher.

• It is essential that training be recognized andvalidated.

• Opposition from employee organizations.

• Possible loss of highly trained personnel toother career paths.

• Labor and management issues

• Transition to and from specialty units can bedifficult and lead to erosion of patrol skills.

• Promotion opportunities for specialists maynot be equal to those of the traditionaluniformed officer.

Strategy #31—Use of SpecialistsConsider using specialists for more complex technical duties and joint interdisciplinary

programs with other agencies. Traffic safety specialists can include motor carrier experts, drugrecognition experts, crash reconstruction experts, field training officers, child safety seat techni-

cians, and so forth.

5 9


Background

Volunteer programs provide agencies theopportunity to allow the community towitness firsthand the routine activities of a lawenforcement agency.

Actions

• State the objectives of the reserve andvolunteer programs.

• Define the eligibility requirements forreserve and volunteer participation.

• Outline the organization, roles and responsi -bilities of the reserve and volunteer programcoordinators.

• Define the activities that can be performedby reserves and volunteers.

• Ensure applicants have a medical evaluationto indicate which type of duties they arecapable of performing.

• Train and evaluate personnel as appropriate.

• Recruit reserves and volunteers by publicservice announcements, word-of-mouth,print media, and presentations beforegroups.

• Coordinate a volunteer program for seniorcitizens with a local or regional retired seniorvolunteer program. Senior volunteers mayacquire limited liability and personal injuryinsurance through this association whileparticipating in the program.

• Establish a volunteer selection process toassess the applicant’s ability to meet theduties and obligations of a volunteer.

• Conduct background investigations todetermine their character and suitability as areserve or volunteer.

Benefits

• Using volunteers to assist with routine tasksaffords a law enforcement agency the oppor-tunity to focus limited personnel resourceson pressing problems and allows the agencyto enhance its commitment to publicservice.

• Volunteer programs (such as the ExplorerProgram administered in cooperation withthe Boy Scouts of America) can be used torecruit those who may be considering acareer in law enforcement and establishpositive mentoring relationships.

• Volunteer programs provide an opportunityfor an agency to reach out to theircommunity and allow the public to learnfirsthand of the day-to-day activities of theirlocal law enforcement agency.

• Volunteer programs will instill an under-standing and appreciation of the justicesystem, human relations, traffic safety, andthe ethics of law enforcement.

• Reserve officers can provide additionalstaffing when and where needed, allowingdeployment of regular staff for more criticalneeds.

Strategy #32—Develop an Active and StrongReserve/Volunteer Program

Develop reserve and volunteer programs to assist employees with many of the routine and special operational tasks performed by regular staff members.

6 0



• Commissioned reserves are difficult torecruit and train due to law enforcementtraining standards and other requirements.Efforts should be made to make reservetraining less burdensome so that it willbecome more attractive to those willing toserve.

• Liability issues and disciplinary actions forvolunteers should be investigated and delin-eated.

• Depending on the size of the volunteerprogram, a regular staff member may beneeded to coordinate the operation.

• Volunteers in the senior volunteer program(SVP) may form a non-profit corporationand establish a tax-exempt status if the SVPwishes to receive cash donations.

• Labor issues may arise within an organi-zation.

• Liability for the actions of reserve andvolunteer personnel may be attached to theagency.

• Staffing may be affected.

Strategy #32—Develop an Active and Strong Reserve/Volunteer Program, cont’d

6 1


Background

Wellness programs have been developed asa result of recognition of the cost in lost time,production and efficiency due to mental andphysical health issues. It is critical in lawenforcement that the employee is in optimummental and physical health. Enhancingemployee health and fitness will producebenefits for both the employees and theorganization.

Actions

• Provide educational material to allemployees on a monthly basis. The topiceach month may include specific healthissues such as diabetes, nutrition, heartdisease, exercise, and physical fitness.

• Consider making physical conditioning acondition of employment throughout anofficer’s career.

• Establish minimum physical ability criteriaand test annually. Provide appropriatestandards for uniformed and non-uniformedemployees and establish rewards for both.

• Emphasize wellness by setting the example.

• Consider developing peer support groupsand employee assistance programs.

• Host events that promote physical activitiessuch as walking and running, and offernutrition and weight control seminars, stressmanagement courses, and injury and illnessprevention seminars.

• Provide showers and locker room facilitiesfor employees.

• Provide an exercise area or group member-ships at local gymnasiums.

• Consider partnering with medical facilitiesto provide proactive psychological andmedical programs.

• Develop resident physical fitness expertswho can provide guidance and lead training.

• Recognize employees who have made signif-icant positive health changes.

• Integrate traffic safety issues into thewellness program.

Benefits

• Enhanced overall health and quality of life.

• Increased awareness in detecting early signsof illness and potential injuries.

• Less employee absenteeism because of illnessor injury.

• Improved employee efficiency, attitude andproductivity.

• Potential reductions in overall cost of healthcare.


• Liability issues related to injury duringexercise, walking or running activities,which are promoted, required or endorsedby the employer.

• Cost of personnel, equipment, shower facil-ities, locker rooms and gymnasiums.

• Labor and management issues.

Strategy #33—Employee WellnessThe objective is to reduce employee mental, emotional and physical health risks; promote safe

and healthy behavior among employees; and increase longevity and quality of life.


6 2

Technology Strategies

Preface

Technology is advancing at such a pace that what is new today has a newer versiontomorrow. However, “newer” does not necessarily mean more cost effective or that the older isobsolete. There are also factors within agencies and in the private sector, which should inhibitthe acquisition of new technology (e.g., employee relations, community acceptance, ongoing

training, maintenance, etc.). Also technology decision by large agencies may not be appropriatefor smaller agencies because of economies of scale cost ramifications, difficulty of coordination,

etc. Law enforcement agencies must partner with other public safety and transportationagencies to develop integrated networks that enable an authorized user to use data and resourcesno matter the location in federal, state, or local databases. Technology is expensive but throughpartnerships small agenices as well as large agencies can take advantage of the latest advances.

Many of the technologies mentioned in this section do not lend themselves to direct appli-cation, development, or operations by a law enforcement agency per se. A number of the

strategies throughout this section apply not only to police but to other public safety agencies,which have an impact of traffic safety. Law enforcement should be knowledgeable about the

potential application of the technologies identified in this section, and support their adoption.

6 3


Background

It is important to manage the highwaysystem to maximize the safe and efficientmovement of vehicles and to respond toincidents expeditiously. To assist responsibleagencies in managing the highway system, theuse of various ITS technology is imperative.Law enforcement has a role in transportationmanagement to include being involved in thedesign, development and operation of thesetechnologies.

Actions

• Develop, operate, or participate in Traffic orTransportation Management Centers(TMCs). Traffic Management Centers areused to monitor, regulate, and respond totraffic-related operations and incidents.Additionally, they provide an inter-modaland integrated transportation systemmanagement capability.

• Install and integrate transportationoperation systems technology with TMCs toall law enforcement agencies. Thistechnology could include traffic loopdetectors, closed circuit television cameras(CCTVs), ramp meters, highway advisoryradios, adverse weather detectionequipment, and so forth.

• Install and/or convert call boxes into “smart”call boxes. This technology integrates loopdetectors, adverse weather detectionequipment, CCTVs, and other equipmentinto the “smart” call box and then interfacesthe system with the TMC.

• Use technology to detect adverse weather(e.g., fog, smoke, wind, snow, rain) androadway conditions (e.g., icy, wet) andelectronically inform vehicle operators viachangeable message signs, highway advisoryradios, and so forth, of the adverse condi-tions and/or any additional advisory infor-mation (e.g., slow down, prepare to stop).

• Provide and promote public access to trans-portation management information.

Benefits

• Improved highway safety and mobility.

• Increased emergency detection and responsetime.

• Improved air quality.

• Improved identification of neededemergency response equipment andmaterial.

• Extends the transportation systemmanagement capability of the TMC


• Cost of the technology

• Increased skills, expertise and training forpersonnel to support and operate.

• Accuracy and reliability of technology.

• Potential increase in support staff require-ments, which may cause a reduction inexisting personnel levels.

• Inter-connectivity with other systems andprivacy issues of shared systems.

• Level of involvement depends on size ofagency

Strategy #34—Intelligent Transportation Systems (ITS)Identify and apply ITS technology for improving and assisting traffic management functions(e.g., traffic congestion management, incident response and roadway system management).

6 4


Background

Passenger and commercial vehicleoperators occasionally veer off the roadway,resulting in serious incidents. Technology isavailable to alert the driver when the vehicle isleaving the traveled portion of a roadway (e.g.,rumble strips). This technology is applicableto rural and urban roadways and highways,and would be a safety asset for roadwaygeometrics that involve curves and/or adjacentobstacles and concerns (drainage ditches,utility poles, trees, drop-offs, and the like).

Actions

• Encourage and support the installation ofraised and inverted profile and/or roadwaydelineation devices.

• Encourage and support the use of illumi-nated warning devices equipped with vehiclesensing activation technology.

• Seek involvement in roadway safety design.

Benefits

• Reduced vehicle collisions and incidents.

• Reduced motorist fatalities and injuries.

• Reduced property damage.







• All use of technology in work zones shouldconform to appropriate industry standards.

Strategy #35—Roadway Safety DesignUse technology to improve roadway/infrastructure safety.

6 5


Background

Speed continues to jeopardize motoristsafety and is a significant contributing factorto crashes on the highways and roadways inthe United States. To curtail unsafe vehiclespeeds, variable speed advisory signs should beused at strategic roadway locations to advisemotorists of their unsafe speed and/or to alertthe motorist to a safe speed for the prevailingweather or roadway conditions.

Actions

• Install advisory signs with recommendedspeeds near areas that frequently experiencevehicle incidents (for instance, a super-elevated ramp with a restrictive radius wheretrucks often run off or roll over).

• Rotate the use of mobile speed advisorytrailers to locations where excessive vehiclespeeds are apparent.

• Use electronically variable speed limitsystems where motorists need supplementarysignage that reflects limited visibility,snow/ice, or other weather or road condi-tions. Justify these speed limits withengineering and traffic surveys.

• Promote the use of highway safety messagesvia variable messages signs.

Benefits




• Improved highway and roadway traffic flow(mobility).

• Reduced traffic congestion.

• Expands the “reach” of traffic safetymessages.


• Cost of the technology.





• Possible liability issues if equipment in notmaintained properly.

• Need for statutory changes to supportvariable speed limits.

Strategy #36—Variable SpeedIdentify and apply variable speed advisory technology to improve highway/roadway operations

and safety.

6 6


Background

Each year in the United States, mainte-nance and construction employees are injuredor killed by collisions in and aroundhighway/roadway work zones. Technology isavailable to alert and warn employees ofimminent danger from possible collisions.

Actions

• Use technology to alert and warn roadwayand highway workers of imminent dangerfrom errant vehicles (for example,pneumatic and laser devices that sense avehicle and sound a warning beeper worn bythe worker or a centrally located horn).

• Use enforcement activity in work zone

• Use outreach technology such as theInternet to alert the public about workareas.

• Use traffic routing to keep oversized loadsfrom entering construction areas.

Benefits

• Reduced worker injuries and fatalities.

• Reduced highway work zone congestion

• Crash avoidance and reduction.

• Improved employee relations.

• Reduced insurance claims.







• All use of technology in work zones shouldconform to appropriate industry standards.

Strategy #37—Work Zone SafetyUse technology to improve highway/roadway work zones for construction and maintenance

employees as well as the motoring public that shares the roadway.

6 7


Background

Since at least the 1950’s, engineers havedreamed of an automated highwayenvironment where vehicle speed, laneposition, and following distance are controlledautomatically. With advances in electronics,these types of systems are within technologicalreach, and a prototype has been successfullydemonstrated.

Actions

• Seek involvement in the development ofautomated highways.

• Allow system testing to occur on lawenforcement driver training facilities, ifavailable.

Benefits

• Greater consideration of safety, security, andenforcement issues.

• Improved functioning of automatedhighway systems.

• Greater acceptance of this technology.







Strategy #38—Automated Highways/VehiclesSeek involvement to ensure that safety, security, and enforcement issues are adequately

addressed in the development of automated highway systems.

6 8


Background

Driving simulators are complex andexpensive when designed to give the uservisual, audible, and motion feedback. Inrecent years, dramatic improvements incomputing power have led to many visualenhancements. Lower cost “part task”simulators have also been developed to teach aspecific portion of the driving task (e.g.handling the microphone, steering wheel,lights and siren all at once).

Actions

• Develop regional alternatives for drivingsimulators.

• Determine the most common types ofvehicle incidents and match with availablepart-task simulators.

• Introduce this technology into traffic safetyeducation programs, such as those offeredthrough the Department of Motor Vehicles.

Benefits

• Fewer collisions and less property damage.

• Reduced liability.

• Improved public image.






Strategy #39—Vehicle SimulatorsImprove driving abilities by simulating driving conditions that are too dangerous or costly to

try in real life.

6 9


Background

Technology is being developed that willimprove the efficiency and safety of vehicleoperations. Some of this technology is in theresearch stage and others are available to thepublic. Some examples of evolving vehicletechnology include infrared visionenhancement, crash avoidance, and naviga-tional equipment. This technology will benefitboth law enforcement and the motoringpublic.

Actions

• Use night vision enhancement devices, suchas infrared equipment, to improve drivingvisibility and to scan the terrain for subjects(suspects and/or search and rescue subjects).

• Use crash avoidance technology to alert andwarn the vehicle operator of an imminentcollision.

• Encourage the use of the latest displaytechnology in vehicles to include hands-free,eye-activated, head-up displays.

Benefits

• Improves officer and public safety.

• Enhances night visibility.

• Assists law enforcement personnel bylocating suspects or subjects and reducessearch time.

• Reduces vehicle collisions.


• Added requirement of multitasking, whichcan cause driver distraction and inattention,affecting safe vehicle operation.




• Potential increased support staff require-ments, which may cause a reduction inexisting personnel levels.


• Available technology must work in concertwith effective emergency vehicle operationprograms.

Strategy #40—Emergency Response Vehicle OperationUse technology to improve the safe operation of emergency response vehicles.

7 0


Background

Technology is now advancing that willimprove emergency vehicle response coordi-nation and vehicle control. During anemergency, information and control systemsare advantageous to the emergency vehicleoperator and individuals coordinating theemergency response.

Actions

• Consider installing touch screens and/orvoice activated equipment in emergencyresponse vehicles and at respective commu-nications centers.

• Examine the use of automatic vehiclelocators (AVL) on emergency responsevehicles.

• Consider using audio vehicle navigationsystems in emergency response vehicles toprovide directions to incidents.

• Explore computer aided dispatchtechnology.

Benefits

• Reduced emergency vehicle collisions.

• Expedites and assists with the emergencyresponse process.

• Improve emergency vehicle response timeand driver safety.

• Increase public safety.

• Improve communication between driver anddispatch.

• Excellent public relations aspect.

• Allows communication centers (dispatch) tomonitor emergency vehicles.

• Assists dispatchers in determining whichemergency vehicle is the most appropriate todispatch to an incident.

• Assists dispatchers in providing navigationalinformation to emergency responders.


• When technology is introduced, internalpolicies and procedures should be examinedto ensure that they are current andcompatible with the agency mission.

• They should interface with allied agencies asappropriate.

• Possible labor/management issues with AVLtechnology.






Strategy #41—Emergency Vehicle Coordination and Response

Use of technology to improve and maximize the operations and efficiency of emergencyvehicle coordination and response.

7 1


Background

In recent years, there has been increasinginterest in technological solutions for theproblem of motorists attempting to evadeapprehension by fleeing from law enforcementauthorities

Actions

• Work with other entities in the developmentof technology. This includes collecting dataon pursuits, developing typical pursuitscenarios, and identifying operationalcriteria such as security, human health,liability, and other issues. Provide this infor-mation to inventors and high technologycompanies.

• Work with governing bodies and the privatesector to secure funding to support thedevelopment and procurement oftechnologies.

• Train all employees in the use of thetechnology.

Benefits

• Better information about pursuits (where,when, who, why).

• Fewer pursuits.

• Shorter pursuits.

• Less severe pursuits (fewer collisions, injuriesand deaths, less property damage).


• Limited information about uninvolvedvehicles near the target vehicle whenactivating current high-power microwaveprototypes.






• Departmental policy must be considered astechnology advances.

Strategy #42—Pursuit ManagementActively support research and development of new technologies that will deter, prevent, or

terminate pursuits.

7 2


Background

With computers controlling an increasingarray of motor vehicle functions, and in-vehicle software-based diagnostics, it is notsurprising that motor vehicle manufacturersare starting to add event data recordercapability to many vehicles.

Actions

• Negotiate with automobile manufacturers toallow access to their event data recordings bylaw enforcement.

• Use the technology as part of training.

• Use the results to supplement the analysis ofinvestigators in major collisions.

• Use collision analysis results to better under-stand the dynamics of collisions.

Benefits

• Better information about collisiondynamics.

• Reduced on-scene officer workload in deter-mining speed from skid marks and othercrash variables.

• Reduced litigation and court-related work.


• Privacy and other constitutional issues maybecome a factor.






Strategy #43—Collision AnalysisTake advantage of the computerization of vehicles to improve the analysis and

reporting of collisions.

7 3


Background

One of the emerging ITS success stories isthe development and mass marketing ofMayday and similar devices. These are multi-purpose devices with a number of vehicle-based sensors and controls, a globalpositioning satellite (GPS) antenna to identifythe vehicle’s location, and a communicationssystem (typically cellular).

Actions

• Ensure that governmental and privateservice providers have updated lawenforcement contact information to facil -itate the transfer of accurate collision-relatedinformation to the responding agency.

• Encourage local cellular service providers toimprove coverage in rural or other areaswith weak coverage.

• Procure CAD systems; include specificationsthat will interface with service providers orthe vehicle itself.

• Work with IACP, the National EmergencyNumber Association (NENA), and otherinterested groups to develop standards andspecifications for Mayday devices andcommunication links.

Benefits

• Decreased response time to vehicle collisionsand reduced morbidity.

• Reduced emergency detection time.

• Faster notification of emergency incidents.


• Accuracy of the reported crash informationis a concern.




• Potential increased support staff require-ments, which may cause a reduction inexisting personnel levels.


Strategy #44—Collision NotificationActively support the development, implementation, and operation of vehicle-based technologiesthat can accurately detect a collision, notify appropriate authorities, and provide the location of

the collision along with other useful information.

7 4


Background

Restricted drivers in many jurisdictionshave faced the possibility of court-requiredinstallation of ignition interlocks on theirvehicles. The technological sophistication ofinterlocks continues to improve and decreasethe potential for defeating the interlock.

Actions

• Support legislation to require usage of inter-locks by all court ordered restricted andDUI drivers.

• Encourage the development of technologythat ensures that interlock devices can notbe overridden or bypassed.

Benefits

• Fewer collisions/property damage.

• Reduced social costs.

• Collect data on affected restricted drivers.







Strategy #45—Interlock DevicesPhysically prevent restricted drivers and DUI offenders from further unlawful driving.

7 5


Background

With the explosion of communicationsoptions, many commercial vehicles havesophisticated long-distance communicationsystems along with satellite-based systems forlocation determination. Many drivers andcompanies are also willing to participate infocused public/private partnerships.

Actions

• Form partnerships with commercial vehiclefirms to improve the reporting of highwaycollisions and other incidents with specificlocation information.

• Automate the dissemination process andestablish contacts at major commercialdispatch centers to receive informationabout highway conditions.

• Ensure that private service providers haveupdated law enforcement contact infor-mation to ensure that alerts about cargothefts, hijackings, and stolen vehicles aredirected to the appropriate agency.

Benefits

• Reduce incident notification time.

• Reduce incident response time.

• Improve the security of commercial vehicleoperations.







Strategy #46—Commercial Vehicle CommunicationsImprove communication between and among government emergency response and trans-portation communication centers, commercial vehicle dispatch centers, and private trans-

portation information services providers to encourage the exchange and mutual benefit of trans-portation information.

7 6


Background

Millions of people take to the highwaysevery day. All too often, they are caught intraffic jams, which contribute to collisions,lost productivity, and air pollution. Whendrivers obtain real-time information aboutcongestion, collisions, fog, heavy rain, snow,or fog, they may be able to adjust their travelplans to avoid problem areas.

Actions

• Investigate and support public/privatepartnerships that make use of the Internet,variable message signs, cellular phones, andthe media to provide up-to-the-minutetravel information to drivers before andduring their commutes.

• Look into making up-to-the-minute infor-mation available to commercial drivers viacomputers at truck stops and inspection(weigh) stations.

• Support providing alternate route infor-mation to help drivers avoid congestion.

• Support making transportation managementcenters or communications centers the“hub” for providing real-time information.

Benefits

• Drivers can plan their trips to avoidcongestion.

• Reduced collisions and numbers of peoplekilled and injured in them.

• Improved air quality as the result ofimproved traffic flow.

• Less lost productivity that results frompeople sitting in traffic.





Strategy #47—Provide Real-time Information to DriversTechnology is being developed to provide real-time information about crashes, construction,

inclement weather, or other conditions that contribute to congestion, additional collisions, lostproductivity, and air pollution.

7 7


Background

All drivers experience fatigue and sleepdeprivation at one time or another.Exhaustion has been identified as a particularproblem for shift workers. Law enforcementagencies, whose officers work various shifts,are also susceptible to driving while fatigued.

Action

• Track the development of self-contained in-car fatigue detection devices and considertesting in police agency vehicles.

• If the devices prove effective, encouragetheir use in passenger vehicles andcommercial vehicles.

Benefits

• Alerts drivers to take a break or a nap whentheir eyes droop or stay closed too long.

• Reduce the number of collisions, fatalities,and injuries.

• May be helpful in reducing fatigue-inducedcommercial vehicle collisions.




Strategy #48—Fatigue DetectionEncourage the use of self-contained in-car devices to detect fatigued drivers.

7 8


Background

Driving under the influence is a factor intens of thousands of traffic collisions everyyear. Although the general public’s reducedacceptance of mixing drinking and drivingand the lowered statutory threshold for bloodalcohol concentration in some states hasreduced the number of alcohol-involved colli-sions, much still remains to be done in thisarea.

Actions

• Consider using preliminary alcoholscreening (PAS) devices for both screeningand evidence.

• Monitor the development of technology thatuses saliva swabs and hair samples to simul-taneously detect commonly used drugs,including cannabinoids, ecstasy, cocaine,opiates, and benzodiazepines.

• Establish procedures to meet the legalcriteria for evidentiary use of bothtechnologies.

• Pursue enabling legislation if necessary.

Benefits

• Allows samples to be taken at the time ofthe DUI stop, which will reduce thelikelihood of a “rising blood alcohol” anddegree of impairment defense.

• Sample collection can be closely observed.

• Is less invasive than taking urine or bloodsamples.

• Identifies drugs actually present in the bloodat the time the person is stopped.





• Constitutional requirements.

Strategy #49—Testing for Driving Under the Influence ofAlcohol and/or Drugs

Actively support the development and implementation of technologies that accurately reveal thelevel of alcohol and/or drugs in an individual’s system without violating his or her civil liberties.

7 9


Background

Currently, commercial drivers canpurchase fraudulent or duplicate driver’slicenses. Additionally, some commercialdrivers in good standing are selling their“identities” and good records to drivers whodo not meet commercial driver’s licenserequirements. These practices circumvent theintent of establishing standards forcommercial drivers.

Actions

• Support the development of technology thatwould facilitate capturing and sharing viableinformation, such as fingerprints, and allowthe digital transfer of such data for databaseverification.

• Support sharing this information amongstates.

• Support enabling legislation if necessary.

Benefits

• Reduce or eliminate the possibility of driverswhose commercial driver’s licenses have beensuspended or revoked in one state fromacquiring a license in another.

• Reduce or eliminate the practice of selling“identities” to drivers who do not meetcriteria to obtain a commercial driver’slicense.

• Reduce or eliminate the number of driverswho hold multiple valid commercial driver’slicenses to use in various states/situations.

• Improve safety by removing drivers who arenot qualified to drive commercial vehicles.

• Verify that a licensed presenter is indeed theauthorized license holder.





• Constitutional requirements.

Strategy #50—Establishing Identification of Individualswith Commercial Driver’s Licenses

Use technology to achieve consistency for establishing one license, one record, and one identityfor individuals who hold a commercial driver’s license.

8 0


Background

Law enforcement is an inherentlydangerous profession. Each time an officermakes a traffic stop, the risk to officer safety isheightened by the time needed to confirm aviolator’s identity and whether or not theymay be wanted, usually through radio contactwith dispatchers. Additionally, delays encoun-tered by citizens who are not wanted for anyother violation or crime can be frustrating,especially if radio traffic is particularly heavy.Driver’s licenses with “magnetic striping” arenow common place in many states. Thesecomputerized stripes contain all identificationinformation and can be accessed with the“swipe” of the license through a special reader.Used in conjunction with a mobile digitalcomputer in a patrol car, an officer can havevirtually instant access to the identity of asuspected violator.

Actions

• Consult with other law enforcementagencies that have conducted pilot projectsor that are now using technology allowingthem to read and process “mag-stripe”driver’s licenses.

• Develop and implement pilot projectsutilizing technology to read and process“mag-stripe” driver’s licenses.

• Explore the use of electronic fingerprinting.

• Seek standardization for automated licenseprotocols.

• Configure systems with open architecturepermitting multiple license protocols.

Benefits

• Enhancements to officer safety.

• Minimize the time necessary to complete atraffic stop.




Strategy #51—Driver/Violator Identification SystemsEnhance officer safety and minimize the time citizens are delayed by law enforcement trafficstops through the use of automated and computerized driver/violator identification systems.

8 1


Background

The physical process of writing andissuing traffic citations demands a significantamount of a patrol officer’s time andattention. In addition to the officer’s time,entering information from each citation intocomputer systems, filing, and tracking thesedocuments demands significant amounts oftime from limited personnel resources. This istrue both in law enforcement agencies andcourt offices. Various pilot projects usingelectronic citation devices have demonstrateda significant reduction in officer and officestaff time devoted to processing trafficcitations.

Actions

• Consult with other law enforcementagencies that have conducted pilot projectsor that are now using electronic citationdevices.

• Consult with local judicial councilsregarding the feasibility of using electroniccitations.

• Develop and implement pilot projectsutilizing electronic citation devices wherefeasible.

• Seek legislation to allow process in courts.

• Seek standardization of the citation dataelements, system design, and interfaceprotocols.

Benefits

• Increases amount of time officers have forpatrol and enforcement by reducing timeneeded for writing citations and associatedpaperwork.

• Increases amount of time clerical staff has toaccomplish other administrative duties.

• Enhanced and more efficient adjudicationprocess by working with computerized andelectronic citation records. Eliminates paperfiling, mailing, and manual record keeping.

• Enhanced accountability for citations duringissuance and processing.

• Makes the citation more legible for theclient.

• Improves the reliability of the information




Strategy #52—Electronic CitationsStreamline the issuance of citations and the subsequent judicial process through the use of

electronic citation devices and accompanying computer technology.

8 2


Background

Each year in the United States motorvehicle crashes cause nearly 3.2 millioninjuries, about 41,000 fatalities, and extensiveproperty damage. Motorists who run redlights, speed, and illegally maneuver throughrailroad crossings cause the majority of theseincidents. Photo enforcement technology canbe used to supplement law enforcementpresence, assist in motorist compliance withvehicle laws, and improve transportationsystem operations.

Actions

• Install and use enforcement cameras fortraffic signals, rail crossings, speed control,high vehicle occupancy lanes, andcommercial vehicle weigh-in-motion.

• Pursue photo enforcement enabling legis-lation.

• Work with courts for judicial support andacceptance.

Benefits




• Improved highway and roadway traffic flow(mobility).

• Reduced traffic congestion.

• Improved highway/roadway operations.


• Loss of actual sight (physical presence)enforcement by an officer.

• Potential loss of staff positions.

• Loss of criminal activity detection gained bytraditional enforcement.

• Perceived as a revenue generator.

• Fewer personnel complaints made due tothe loss of one on one contact.

• Constitutional and privacy issues.

Strategy #53—Photo EnforcementImplement the use of photo enforcement technology to improve traffic safety and operations.

8 3


Background

Officers performing patrol duties areconducting enforcement operations orproviding services to the public on a dailybasis. In many cases, the officers areperforming these activities alone withoutbenefit of an independent (unbiased) means ofrecording the services provided or the actionstaken by the officer. The use of video camerasin patrol vehicles would address this need andprovide additional evidentiary documentationfor court and personnel complaints.

These cameras should be mounted withinthe vehicle in such a manner as to visuallyrecord the officer and the citizen involved inthe contact. The system should also beconfigured to capture audio material.

Actions

• Monitor the development of digital cameratechnology to determine if it would beadvantageous for use in patrol vehicles.

• Explore the installation of cameratechnology in patrol vehicles.

• Seek support from the bargaining unit, thepublic sector, and the government to installthis technology.

• Develop a policy and procedures coveringthe use of in-car camera systems. This policyshould include use, tape storage, evidenceprocedures, and related issues.

• Consider the tape storage and retentionrequirements in facility design andmanagement.

• Design the camera system to activateautomatically under certain situations.

Benefits

• The recordings will provide an unbiased andaccurate version of the traffic enforcementaction/public contact.

• Assist in the investigation of alleged conductviolations/personnel complaints.

• Promotes compliance with departmentalpolicy and procedures.

• Promotes positive citizen response duringcontacts with the officer.

• Can be used for evidentiary purposes inboth civil and criminal proceedings. Thisevidence may ultimately provide supportivedocumentation in lawsuits and protect theagency from liability.

• Assists in the apprehension of suspects whenthe officer is injured and disabled.

• Aids the agency in evaluating performanceand the effectiveness of policies and proce-dures.


• Costs associated with initiating andmaintaining the program.

• Labor and management issues regardingconstant scrutiny of officers’ actions.

• Tape retention and storage issues.

• Costs may limit the number of vehiclesequipped with this technology.

Strategy #54—In-Car Video CamerasInstalling video cameras in law enforcement vehicles to record various activities

performed by officer while on patrol.

8 4


Background

The substantial volume of paperwork thatmust be completed for traffic collision reportsconsumes a significant amount of a patrolofficer’s time with a resultant loss of proactiveenforcement and in-view patrol. Historically,all forms and reports prepared by the patrolofficer have been completed manually, aninefficient and error-prone method.Automating the patrol officer’s environment toallow point-of-origin information gatheringand reporting will improve officer efficiency,improve service to the public, and improve thereliability and timeliness of data.

Actions

• Deploy traffic data collection devices(laptops or other devices).

• Improve network transmission capability.

• Reengineer traffic data collection systems.

• Seek support and funding from the privatesector to promote this technology.

Benefits

• Enhancements to public and officer safety.

• Minimize report writing time.

• Improve data quality.

• Reduce the time required to make dataavailable for traffic analysis.

• Increases amounts of time officers have forpatrol and enforcement.




Strategy #55—Automated Traffic Collision ReportsStreamline report writing and improve data collection for traffic collisions through the use of

electronic technology at the scene.

8 5


Background

Enforcement of hazardous materialshipment regulations and hazardous materialincident management is an ongoing andincreasingly complex responsibility for publicsafety agencies. Hazardous material identifi-cation depends on a system of placards andshipping papers that are not always availableor decipherable. By using technology,emergency responders can quickly andaccurately identify and appropriately respondto incidents involving hazardous materials.

Actions

• Use transponders or similar technology toidentify the material, quantity, and otherpertinent information on hazardous materialshipments.

• Make information about the specificcommodity (hazardous material) and thequantity transported accessible to all respon-sible pubic safety and first responderagencies.

• Provide incident information to governmentemergency response communication centersand traveler information systems for publicnotice and establishing alternate routes.

• Encourage the use of technology to providereal time data on these materials in the field.

Benefits

• Improved public and officer safety.

• Improved incident response time.

• Improved safety for first responderpersonnel.

• Safer routing of hazardous materialshipments.

• Better carrier and shipper accountability.

• Reduced delay for the traveling public.





Strategy #56—Identify and Manage Hazardous MaterialIncidents

Use technology to identify and manage hazardous material incidents and transportationroutings and provide alternative routings to the public when incidents occur.

8 6


Background

Commercial vehicle traffic has increasedwith general economic growth and the imple-mentation of the North American Free TradeAgreement. A simple method available to alllaw enforcement agencies for verifyingCommercial Vehicle Operations (CVO)documentation is necessary to establishcompliance status and to investigate allincidents involving commercial vehicles, notjust those on state highways.

Actions

• Establish access to commercial vehiclecredentials by connecting to automatedcredential systems, such as CommercialVehicle Information Systems and Networks(CVISN), either through TMCs or by directaccess to the system.

• Provide field unit access to automatedcredential systems.

• Automate inspections and electronicallyupload data to the federal motor vehicleclearinghouse.

Benefits

• More complete reports by investigatingofficers.

• More timely reports.

• Improved accountability by responsibleparties.

• Provides accurate real-time data for lawenforcement.





Strategy #57—Commercial Vehicle Regulatory andEnforcement Data

Simplify verification of regulatory and enforcement credentials of commercial vehicles bymaking this data available to all responsible jurisdictions.

8 7


Background

Commercial vehicle traffic is continuingto increase. Agencies charged with ensuringcompliance with public safety licensing andfinancial responsibility regulations are facedwith doing more work with fewer resources.The ability to identify commercial vehiclesthat comply with pertinent safety regulationsand carry proper credentials allows lawenforcement to focus attention on non-compliant vehicles.

Action

• Utilize a national inspection selection systemto select commercial vehicles for safetyinspections.

• Consider utilizing brake adjustment anddiagnostic equipment technologies duringsafety inspections.

• Institute the use of automated inspectionbypass programs and weigh-in-motion at allcommercial vehicle scales, inspection facil-ities, and ports-of-entry.

Benefits

• Improved motorist safety.

• Focuses enforcement on commercial vehiclesthat are out of compliance and have ahistory of safety violations.

• Commercial vehicles in compliance withproven safety records are not delayed.

• Provides truckers with an incentive to be incompliance.

• Reduces traffic congestion along withattendant safety problems aroundcommercial vehicle inspection facilities andports-of-entry.





Strategy #58—Commercial Vehicle Automated InspectionsUse automated inspection bypass technology in all responsible jurisdictions to increase the

clearance rate for commercial vehicles in compliance with regulatory, and enforcement creden-tials and safety regulations, at inspection facilities and ports-of-entry.

8 8


Background

Many departments currently collect infor-mation in databases. GIS integrates this dataand translates it immediately into the spatial,or map-based, environment. Viewing,analyzing, and manipulating this data in aspatial environment allows the data to take ona new dimension. Actually, that dimension isnot necessarily new. It has always beenpossible to translate information from paperto a map, drawing, or schematic plan;however, that process has been so time-consuming with past methods that it wasprohibitive to do on a regular basis.

Actions

• Develop an integrated GIS plan that willsupport numerous layers of information andapplication, including collisions, traffic,schools, hospitals, and hazardous materialssupplier locations.

• Assure strategies for accurate information indatabases from which spatial informationcan be drawn.

• Consider using global positioning satellite(GPS) coordinates for location identifi-cation.

Benefits

• GIS allows available data to be efficientlyqueried for in-depth analysis.

• Analysis results can be printed on maps,which can reveal additional information.

• Photographs of terrain can be imported intothe maps to further reveal highway configu-rations or terrain.

• Enhanced memory in small computerworkstations and personal computers makesit possible for users to query the data, focuson specific areas, project eventualities,change scenarios, and perform analysis inminutes or hours that would have takendays or weeks in the past.

• Data obtained will assist with deploymentand enforcement strategies.







Strategy #59—Develop Geographic Information SystemsUse currently available and rapidly emerging technology to implement and use

geographic information systems (GIS).

8 9


Airbag & Seat Belt Safety Campaign

1025 Connecticut Avenue, NW, Suite 1200

Washington DC 20036

(202) 625-2570

(202) 625-2570

www.nsc.org/airbag.htm

American Association of Motor VehicleAdministrators

4301 Wilson Blvd., Suite 400

Arlington, VA 22203

Phone (703) 522-4200

www.aamva.org

American Association of Retired Persons

610 E Street, NW

Washington, DC 22049

(800) 424-3410

www.aarp.org

AAA Foundation for Traffic Safety

1440 New York Avenue, NW, Suite 201


(202) 638-5944

www.aaafts.org

American Trucking Associations

2200 Mill Road

Alexandria, VA 22314-4677

(703) 838-1700

www.trucking.org

The Century Council *

1310 G Street, NW

Suite 600


(202) 637-0077

www.centurycouncil.org

Commercial Vehicle Safety Alliance

5430 Grosvenor Lane, Suite 130

Bethesda, MD 20814

(301) 564-1623

www.cvsa.org

Commission on Accreditation for LawEnforcement Agencies, Inc.

10306 Eaton Place, Suite 320

Fairfax, VA 22030-2201

(703) 591-2206.

www.calea.org

Federal Highway Administration *

400 7th Street SW,


(202) 366-0408

www.fhwa.dot.gov

Federal Motor Carrier Safety Administration

400 7th Street, SW


(202) 366-0650

www.fmcsa.dot.gov

Institute of Police Technology andManagement *

University of North Florida

12000 Alumni Drive

Jacksonville, FL 32224

(904) 620-4786

www.iptm.org

Insurance Institute for Highway Safety

1005 N. Glebe Road, Suite 800

Arlington, VA 22201

(703) 247-1500

www.hwysafety.org

Resource Organizations

9 0


International Association of Chiefs of Police *

515 North Washington Street

Alexandria, VA 22314

(703) 836-6767

www.theiacp.org

International Association of Directors of LawEnforcement Standards and Training

2521 Country Club Way

Albion, MI 49224

(517) 857-3828

www.iadlest.org

ITS America

400 Virginia Avenue SW, Suite 800

Washington, DC 20024-2730

(202) 484-4847

www.itsa.org

Mothers Against Drunk Driving

511 E. John Carpenter Freeway, Suite 700

Irving, TX 75062

800-GET-MADD

www.madd.org

National Association of Governors’ HighwaySafety Representatives

750 First Street NE, Suite 720


(202) 789-0942

www.naghsr.org

National Highway Traffic SafetyAdministration *

400 7th Street, SW


(202) 366-0123

www.nhtsa.dot.gov

National Institute of Justice

810 Seventh Street, NW


(202) 307-2942

www.ojp.usdoj.gov/nij

National Safe Kids Coalition

1301 Pennsylvania Avenue, NW, Suite 1000


(202) 662-0600

www.safekids.org

National Safety Belt Coalition



(202) 296-6263

www.nsc.org/traf/sbc.htm

National Safety Council

1121 Spring Lake Drive

Itasca, IL 60143-3201

(630) 285-1121

www.nsc.org/index.htm

National Sheriffs’ Association *

1450 Duke Street

Alexandria, VA 22314-3490

(703) 836-7827

www.sheriffs.org

National Traffic Law Center

American Prosecutors Research Institute

99 Canal Center Plaza, Suite 510

Alexandria, VA 22314

(703) 549-9222

www.ndaa-apri.org

9 1


Northwestern University Traffic Institute atNorthwestern University *

405 Church Street

Evanston, IL 60204

(847) 491-5476

www.northwestern.edu/nucps

Police Executive Research Forum



(202) 466-7820

www.policeforum.org

U.S. Census Bureau

4700 Silver Hill Road

Suitland, MD 20746

(301) 457-4608

www.census.gov/

U.S. Department of Justice

950 Pennsylvania Avenue, NW


(202) 353-1555

www.usdoj.gov

World Future Society *

7910 Woodmont Avenue, Suite 450

Bethesda, MD 20814

(301) 656-8274

www.wfs-org/wfs/

* Contributed to project

traffic safety in the new millennium: strategies for law ... · traffic safety in the new...

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