October 20, 2014

In late 2009, the Fayetteville, North Carolina Police Department (FPD) came under fire for allegations of unequal treatment. Complaints stated African-Americans were subject to a disproportionate number of FPD traffic stops and the resulting consent searches of their vehicles. With a population of 209,000, Fayetteville is the sixth largest city in the state and home to 100,000 soldiers of Fort Bragg and 82nd Airborne. Ethnic make-up of the city includes 45.7% white, 41.9% black or African American, 10.1% Hispanic, and 2.3% other race or more than one race. In a city with strong diversity, these complaints triggered a significant rift.

Local civil rights activists, city council members and concerned citizens spent considerable time debating the issue. Trust was non-existent between the FPD and many in the African-American community; both groups were unable or unwilling to reach a common understanding or relationship. Crime was increasing and trust in the police was decreasing. This toxic mix impacted the FPD’s ability to prevent or reduce crime. It was a lose-lose situation and something needed to change.

After being appointed as Fayetteville’s Chief of Police in February, 2013, I began reorganizing the FPD’s approach to community policing. Officers and supervisors were assigned permanent shifts in specific geographic patrol areas. Changes were made for command staff and line staff regarding collection and review of data – from call data to crime reports – to make problem-oriented decisions to address crime concerns. While this was a step in the right direction, we needed an outsider’s assessment.

I contacted the Diagnostic Center for an objective review of our community-police relations and our recent increase in violent crime. I viewed the Diagnostic Center as an opportunity to identify evidence-based solutions and accelerate change for the FPD. I also recognize the value of partnerships and knew the Diagnostic Center could connect us to other Department of Justice assistance programs such as the Center for Faith-based Neighborhood Partnerships and the Office of Community Oriented Policing Services.

The team from the Diagnostic Center quickly established themselves as trustworthy, conducting over 80 interviews with members of our community. The Diagnostic Center gave officers, residents and stakeholders a voice in the process – something that is already contributing to a changing climate. This climate change is the beginning of Fayetteville rebuilding its collective efficacy and social cohesion.

Perhaps even more valuable than the advice being shared by the Diagnostic Center is the relationships being built in the process. We – as a community – are once again investing in one another. Our social ties are rebuilding our common goal of a safe community. We are having open conversations about FPD expectations and deficiencies through the Diagnostic Center’s information sharing and analysis. It is a slow process, but we are regaining one another’s trust.

While this is still a “work in progress,” I already see positive changes and look forward to the Diagnostic Center’s upcoming recommendations. Successful partnerships are based on trust and transparency. The FPD and the Diagnostic Center are committed to both and its benefits are creating a positive ripple effect in our community.

To hear more about Chief Medlock’s experience, please stop by the OJP Diagnostic Center’s IACP Forum, “Using Data to Fight Crime: Leveraging the Office of Justice Programs Diagnostic Center’s Data-Driven Technical Assistance to Create Safer Communities” on Tuesday, October 28.