By Sara Strong
The Upper Midwest Community Policing Institute defines community policing as a different structure of organization, emphasizing problem solving and partnerships - partnerships with the community.
Some interpret this as mere public relations work, but itÕs more authentic than that.
Dennis Cusick, interim director of the Policing Institute, said, "It's a true partnership. The stakeholders have a share in identifying problems, finding solutions and implementing change to fix those problems."
The Behavioral Science Unit of the FBI wrote a report on community policing that said in part, "police organizations that have been engaged in community policing and problem solving for at least three years are receiving an 85 percent increase in information and a 50 percent increase of intelligence information compared to traditional police practices."
Implementing community policing means open communication with the public, frequent exchange among units within the agency and ongoing communication and networking with other public and non-profit agencies.
Patrol time is another point community policing hits. Studies have shown that a significant amount of a patrol officer's time is spent in uncommitted patrol activities and that it doesn't reduce communities' fear of crime, nor does it deter crime in any real sense.
Rock County citizens have voiced complaints about the department's perceived lack of visibility, but Cusick maintains that patrolling doesn't encourage citizen cooperation or make deputies approachable.
Kansas City, Mo., did an experiment on random and routine patrol that showed there was no measurable impact upon crime, arrest rates and citizen fear.
Cusick said that completely random patrol is less useful than directed patrol. Tactics of community policing help officers understand how to maximize their impact by focusing on solving problems rather than merely being visible.
Patrolling is still a part of the job description, but patrol officers in community policing know their neighborhoods and the people living in them. Conversely, people know their officers and they are more likely to communicate.
Role definition is another important part of community-oriented policing. Resentment, confusion and lack of consistency within the department usually result from unclear organizational roles.
Once roles are assigned, duties can still be flexible. Department members can be accountable for actions when allowed to make their own decisions, rather than feeling trapped between or within job duties.
Community policing allows officers to make decisions, take risks and then stand behind the decisions they make.
If a role is defined to make an officer responsible for an activity, he or she must be given the authority to take action and account for the outcome.
Cusick said he looks forward to continuing work with the Rock County Sheriff's Department, which he said has been accommodating and willing to learn.
Cusick is retired from 33 years in law enforcement, 18 of which he served as director of public safety and chief of police.
Sheriff's Department Personnel
Names and year employment started
Sheriff Ronnal McClure, 1977
Investigator Clyde Menning, 1968
Sgt. Kurt Kester, 1977
Sgt. Mike Winkels, 1990
Deputy Evan Verbrugge, 1991
Deputy Jeff Wieneke, 1991
Deputy Greg Lingen, 1998
Deputy Ken Baker, 1998
Deputy Gerald Vorderbruggen, 1977
Deputy Craig Martinson, 1998
Deputy Jason Aanenson, 1995
Part-time Deputy Lon Remme, 1981
Part-time Deputy Jim Sandstede, 1981
Part-time Deputy Keith Aanenson, 1967