 |
|
Platform
I am proud to call Tipton County my home. I am intrigued by its history and interested in its future. This is where I have lived all of my life and where I intend to raise my family. Tipton County is one of the fastest growing counties in the state. It encompasses approximately 459 square miles and contains roughly 20,000 homes. The census bureau estimates our county population to be approximately 55,000 people. There are six law enforcement agencies in the county, including the Sheriff’s Office. Though the Sheriff’s Office has countywide jurisdiction, it is directly responsible for patrolling well over 415 square miles. This territory includes in the neighborhood of 9,200 households and around 30,000 citizens.
The recent growth has called for the strengthening of the services this county has to offer its taxpayers, including law enforcement. I have devoted my life to law enforcement and focused my efforts on making this county and our communities a safer place to raise our families.
I am seeking the office of Sheriff because I feel that I can make a positive difference by utilizing my extensive law enforcement training and experiences to address significant topics concerning the future of Tipton County.
My current strategy concerns four very important areas of focus. Though each plan is separate from the others, they are equally inclusive. The success of each specific plan directly correlates to the appropriate performance and success of the other.
I. Illegal Narcotics
II. Crime Prevention
III. Augment Departmental Personnel and Service Ability
IV. Staff Retention
Perhaps the most challenging issue facing the future of Tipton County law enforcement is the battle against illegal drugs. Illicit narcotics are a national epidemic that impacts families everywhere and crosses all socioeconomic barriers. Drug use affects everyone, from family and friends, to neighbors, communities, and coworkers.
There is little question that drugs play a big role in criminal activities, ranging from child neglect and family violence to property crimes such as burglary and theft. In most cases, drug use and dependency force individuals into criminal activity in order to earn money to support their addiction.
Though all forms of illicit drugs create problems for our communities, the plague of crack cocaine and methamphetamine is sweeping through our communities, and it demands serious attention.
The struggle against this widespread nuisance can not be overcome single-handedly or by an inadequate number of narcotic officers. If we are to aggressively address this war on drugs, instead of just reacting to the aftermaths, we have to have sufficient, well trained officers to do so.
As Sheriff, I will actively devote all available resources to deterring this behavior. I intend to expand the manpower of the narcotics division that is currently comprised of only three full-time officers and one part-time officer. More manpower leads to increased drug arrests and the seizure of money and property. Revenue generated from drug arrests and seizures can help to defray the cost of additional salaries to taxpayers. I also plan to implement zero tolerance, no nonsense preventative programs, which will be discussed more in section II.
For more information on drugs and their impact, visit:
www.methfreetn.org or www.usdoj.gov/dea/
It is said that “An ounce of prevention is worth a pound of cure”. No statement could be truer as far as law enforcement is concerned. The key to better and safer communities is crime prevention.
To work properly, crime prevention must focus on three levels: neighborhoods, communities, and the county as a whole. Crime prevention requires local partnerships between law enforcement and the community. If we are to reduce crime in our communities, we must establish programs that allow the police to be more visible in our communities, and then follow through with them. Community policing programs have been implemented all across the nation and have proven successful. Several problem-oriented policing processes, such as the S.A.R.A. (scanning, analysis, response, assessment) method, have proved to be an essential component behind the idea of community policing.
Another useful tool in crime prevention is “zero tolerance”. Simply put, officers act when they see a crime committed, no matter how minor. The result is that fewer people will risk criminal behavior, knowing that a minor infraction may cause police to investigate their activities. The outcome is that drug dealers and other bad elements will experience greater difficulty in carrying out their unlawful and immoral behavior and be forced to leave our streets and neighborhoods. Deterring crime works best when a substantial amount of intervention is delivered in crime hot-spots.
In addition, crime mapping is a useful tool in thwarting criminal behavior. By using a geographical information system (GIS), police can isolate and identify high crime areas by plotting the location of individual incidents. Then, knowing the particular area where crime is prevalent, police can saturate the area with different resources to halt wrongdoing and law-breaking. A GIS system was implemented in Tipton County in 2000 by the legislative body. Though it is available for use by law enforcement it has yet to be implemented by the Sheriff’s Office.
Also, a new tool for addressing the causes of crime and violence and reducing the opportunities for crime to occur is an approach known as crime prevention through environmental design. This method links crime and its prevention to the design and condition of the physical environment. This tactic takes into account how area land is used, traffic patterns, lighting, fencing, and landscaping among other factors.
Tipton County is changing, and as we change so do the patterns of crime. The deterrence of criminal activity requires a continued and thorough approach. I have always believed in taking a personal approach in dealing with the needs of the public.
As Sheriff, I will be committed to establishing and maintaining a close, responsive and accountable relationship between the Sheriff’s Office, its employees and the community. I will be attentive to the ever-changing environment and the evolution of criminal behavior. With a solid foundation and understanding of traditional and practical techniques, I will build a structured and comprehensive, problem solving response to crime, fit for the 21st century.
To make prevention work, law enforcement officers need tools. The equipment, technology and training available today has dramatically increased the safety of the men and women serving in law enforcement. The technological advances in equipment available to law enforcement personnel today also provides increased safety to the citizens as well as providing officers with multiple options in the pursuit, apprehension and arrest of suspects. If we are to be successful in crime prevention and approach crime in the appropriate manner, then we must expand and enhance the way we operate. If we are to be a progressive agency, then we must stay current with equipment innovations and practical applications.
An example of modern technology available to law enforcement today that is not currently being used by the Sheriff’s Office is the use of video cameras in police vehicles. These cameras greatly enhance law enforcement’s ability to prosecute criminal cases. Additionally it protects both the officer and citizens by keeping involved parties accountable for their actions.
As I cited earlier, illegal drugs pose a challenge to the future of law enforcement. One very effective tool that would increase our service ability to the citizens of this county and help our personnel perform more effectively is a narcotic detection dog. Although we are the largest agency in the county, we continue to lack this very important tool. Canines can be trained to detect illegal narcotics that can be hidden from the human senses. The discovery of illegal narcotics often leads to property seizures that generate revenue. In addition to suppressing illegal activity in our area, the result is a reduction in operating costs that are customarily supported by tax dollars. Furthermore, canines can also be trained to apprehend subjects in situations that pose substantial risks to their human counterpart. Their services can reduce the liability of injuries to officers on the job. In addition, canines can be trained to locate and aid in the rescue of lost persons including children and senior citizens. Clearly, a canine unit would be a valuable asset for both the department and the citizens.
Also available to local law enforcement to supplement the personnel and service ability is the assistance of federal agencies, such as the ATF, FBI, and DEA. Federal agencies are supported by federal funding and grants instead of just local tax dollars. They often can devote more personnel to particular cases and usually have greater access to the latest crime fighting technology. Their assistance allows local officials to concentrate on other matters of service. When criminal cases meet certain criteria, they can be investigated and prosecuted on the federal level. Offenders often receive stiffer sentences under federal guidelines, keeping them off the streets for longer periods.
In order to safely, professionally, and effectively provide law enforcement services to the citizens, departmental employees must be adequately equipped and supported. Though it may have been acceptable years ago to put a law enforcement officer on the street in a vehicle, armed only with a weapon and radio, it is now an outdated and an incredibly deficient standard. Lack of modern equipment reduces not only the officer's safety, but degrades the level of service the citizens expect and deserve.
As Sheriff, I will strive to modernize the police workforce by updating the standard equipment carried by departmental personnel. I will introduce a practical approach to make certain that the equipment our employees depend on is modernized and reliable. I will constantly be aware of and in search of technological and operational advancements available throughout the industry. I will responsibly obtain and issue equipment necessary to achieve our objectives as a law enforcement agency.
Finding and keeping good people should be a major concern for employers, and the Sheriff’s Office is no different. The costs of high staff turnover can be substantial. Not only are there the direct financial costs of replacing staff but also other consequences, such as the potential loss of vital skills, knowledge and experience, disruption to operations and the negative effect on employee morale. In addition, high turnover presents a considerable burden both on the organization and its employees, as they are constantly taxed with recruiting and training new staff.
In order to be certified, police officers in the state of Tennessee are currently required to attend and successfully complete ten weeks of training at the Tennessee Law Enforcement Training Academy at Donelson, or another training program approved by the Peace Officer Standards and Training (P.O.S.T.) Commission, within six months of employment. Presently, the Sheriff’s Office is responsible for a $2000.00 tuition per officer. In addition, the county is responsible for paying the salary of the officer during their training, which is approximately $4800.00. Moreover, officers are required to spend an additional 10 weeks in a field training officer (FTO) course. This brings the estimated cost of initial training well over $10,000.00 per officer. Generally speaking, it is said to take approximately three years for a law enforcement officer to be considered experienced.
In the past eight years alone, we have lost approximately 16 of our 38 enforcement officers to other agencies, equaling a turnover rate of roughly 42%. That is an estimated cost of roughly $160,000 in training costs. Some have chosen professions outside of law enforcement, but most have gone to other local agencies, citing better compensation as their reason. For only a fraction of the costs the Sheriff’s Office is experiencing in employee turnover, the benefits of current employees could be improved, preventing the Tipton County Sheriff’s Office from becoming ‘a training ground’ for other agencies.
The Sheriff’s Office is by far the largest agency of the six in the county, yet its employees’ salaries rank only 4th. Not to mention, there is not even a pay scale currently in place for employees to forecast their future salaries, as it is with other agencies. If we are to hire and retain officers that are seasoned and knowledgeable, we must be committed to offering competitive benefits that promote longevity and deter resignations. The cost of losing good employees is far greater than the cost of fixing the problem. The employees of the Sheriff’s Office are its most valuable asset.
As Sheriff, I plan to identify and implement both short and long term strategies designed to retain employees. These strategies will include a progressive recruitment and retention program. I will encourage employees to further their education and I anticipate offering supplemental pay for those individuals who possess or obtain college degrees. I will strive to offer a benefits package that is competitive with other local agencies.
Thank you for taking the time to review my proposal. If you would like to comment about my intentions or speak to me personally, please feel free to contact me at 901-517-1400 or via mail at 360 Atoka McLaughlin Drive Suite B, Atoka, TN 38004. I look forward to hearing from you soon, and I appreciate your support and vote on August 03, 2006.
Thank You,
J.T. ‘Pancho’ Chumley
|
|
|
|
