Identity Politics and Law Enforcement: A Dangerous Mix

This rush by governmental units and corporations to artificially create equality through social engineering experiments has met the law of unintended consequences. At some point along the way reality works its way through the lies, misinformation and myths and exposes the weaknesses in using this model in hiring and promotion decisions.

Diversity, Equity, and Inclusion has kicked to the curb the all-important variable of merit in choosing people. The identity politics chart makes decisions based on skin color, gender and sexual preference. You can interpret this as dog whistle for need not apply for heterosexual males, especially white but even black or Hispanic, who might be more qualified based on relevant criteria or achievement.

Leveling the playing field in hiring and promotions is an admirable goal after decades of proven past discriminatory practices. What replaced it however has become another form of discrimination based on gender, race and sexual preference. Economist and author Thomas Sowell said to me in a conversation that you do not remedy past discrimination by discriminating against a new class of people. That is exactly what we have done, and it is having disastrous results.

It is happening more so in government than in private industry. It might be because in private industry, everything is based on a bottom line, profit, not inclusivity. Making a mistake in hiring a CEO or other promotions could be disasterous, and shareholders will not tolerate it. In government however, human resource departments and elected officials do not have to worry about a bottom line. Hiring and promotional mistakes are tolerated as long as it leads to a more “diverse “looking” workforce.

These DEI initiatives in government have led to cliches and platitudes that are never challenged because to get in the way of this out-of-control social engineering will result in a person being labeled as racist, misogynist or homophobic. Former President Joe Biden made race and sex a cornerstone in appointing many of his appointees including some particularly important selections. After winning the Democrat primary for President, Biden said that he would pick a woman of color as his running mate. When he made an appointment to the Supreme Court, he again said he would pick a woman of color. This eliminated many qualified people of other demographics. We used to call that discrimination but know its new name is DEI and it is allowed.

What this has led to is rank incompetence in picking people to lead important governmental agencies. It is seeking inferiority instead of highly qualified people.

No where is this more pronounced than in local law enforcement where choosing a police chief in democrat controlled cities have allowed clearly incompetent and unaccomplished people to lead police agencies. It has hurt morale among front line officers who know they are being led by incompetent buffoons. It has become clear in cities like Memphis, Cincinnati, New Orleans and Washington DC. DC Metro Chief Pamela Smith held the position of Chief Equity Officer, a desk job before being names to the top spot. New Orleans Chief Anne Kirkpatrick has a resume that is padded by teaching FBI courses on bias and diversity. Cincinnati Chief Teresa Theetge whose mishandling of a beating by a mob of black youths against a white man and woman that became a national story where she actually became an apologist for the suspects. Memphis Chief C. J. Davis was temporarily suspended after complaints about her lack of leadership. She was later reinstated.

There are some common denominators here. These women were a “first female police chief” in each city’s history. Who cares? These cities also have out of control violent crime rates that are among the top in the nation. None of these women in a position of leadership has put forth a comprehensive crime reduction plan. Might it be because they had no real crime fighting experience along the way? Using “optics” as an element in choosing a law enforcement executive or other high-ranking position is a threat to public safety, one that should be immediately ended. Lives of officers are at stake. Residents in these cites are at risk for continually being victimized by the criminal element.

President Donald Trump recently took action to stem the rising tide of violence in Washington DC. He should be applauded for taking action when DC Metro Chief Pamela Smith stood by doing nothing. There is actually a plan in place now to coordinate all the agencies in DC with law enforcement authority to work jointly on a single mission instead of in silos. The goal is crime reduction and order maintenance. At a news conference announcing the plan, DC Metro Police Chief Smith was asked about what the “chain of command” was now. She responded that she did not know what the phrase chain of command meant. That is embarrassing.

One key element of leadership is for a person to exhibit strength. That was not on display when these chiefs had an opportunity show it. Front line officers did not see strength either. This is not just limited to female DEI hires. Milwaukee, Wisconsin black Police Chief Jeffrey Norman was interviewed by local TV about the out-of-control violence in the city. He said he was “shocked” at the level of violence. Really? It has been going on for years with no plan by him to abate it. It is abject incompetence.

It is time to get social engineering out of government hiring and promotions. It is destroying not only the safety of residents but the morale and esprit de corps of the officers who are putting their lives on the line in service to their communities. They deserve competent leadership.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

The crucial role of school officers

SRO’s Should Equal No More Soft Targets

By Joel E. Gordon

Imagine a busy school morning. Kids laugh, lockers clang, and teachers prepare for class. Amidst this lively scene, you often see a reassuring presence: the school officer. They watch over hallways, chat with students, and make sure everything runs smoothly. These dedicated individuals do more than just security work; they help build a safe place where every student can thrive and learn. Their role reaches deep into student well-being and strengthens the whole school community.

Why do school officers matter so much? A safe, supportive school is necessary for students to do well in their studies and grow as people. When kids feel safe, they can focus on learning without fear. School officers play a big part in creating this feeling. They help stop conflicts, keep things orderly, and often become trusted faces on campus. This positive influence helps everyone feel like they belong and are cared for.

School officers have many tasks. They ensure safety and keep things running smoothly every day. Their work covers a wide range of duties, making them essential members of the school staff. Understanding their functions helps us see how vital they are.

The main job of a school officer is to keep the campus safe. They are the first line of defense against many threats. Officers patrol school grounds and check buildings regularly. This visible presence helps prevent trouble before it starts.

They also monitor who comes in and out, checking entry and exit points. When emergencies strike, like a medical issue, a fire, or an intruder, they are trained to respond quickly. Officers also make sure security rules are followed and lead safety drills. They work closely with local police during any serious incidents.

Officers help create a calm and respectful school atmosphere. They enforce school rules and policies fairly. This keeps the environment structured and predictable for everyone. Many times, they mediate student conflicts and disputes.

They step in to address behavior problems and offer good solutions. Officers also help teachers and administrators with discipline, letting educators focus on teaching. Their presence helps stop bullying and harassment, making school a better place for all.

Beyond security, school officers act as mentors. They become trusted adults for many students. Officers often engage in casual talks, building real connections and rapport. You'll see them at school events, cheering on teams or helping out.

They provide guidance and support on a range of issues, both big and small. Being approachable and easy to talk to is a big part of their job. These relationships help bridge gaps between students and authority figures.

Having school officers on campus brings many real benefits. Their presence directly improves how students feel and how well they learn. A secure environment boosts student confidence and helps them focus.

Safety directly leads to a better place to learn. Studies often show how a secure environment lessens student anxiety. When kids don't fear for their safety, they can put all their energy into schoolwork. For example, less worry about fights means more focus on math problems. Many educators agree that visible security really helps classroom engagement. Students feel more comfortable raising their hands and taking part.

School officers can be key in preventing crime. Data suggests a link between school resource officers (SRO’s) and fewer school crime rates. There are many real-world stories where an officer's quick action stopped a bad situation from getting worse. Their training helps de-escalate potential violence. Experts often talk about how trained personnel deter bad behavior. Their presence sends a clear message that safety is a top priority.

Having a supportive figure on campus offers deep psychological benefits. Positive talks with officers can change how students view authority. It helps them see officers as helpers, not just rule enforcers. Many officers help students work through personal problems, offering advice or a listening ear. A great tip is for schools to start mentorship programs involving officers. This builds stronger ties and deepens trust.

School officer programs can face difficulties. But with the right strategies, they can be very successful. It's important to look at both the good parts and the parts that need work.

Some people worry about school officer programs. A common concern is that officers might treat normal student behavior like a crime. It's crucial that officers get proper training in de-escalation techniques. Discussions often happen around using other methods, like restorative justice, instead of just punishment. We've seen both good and bad SRO models. Learning from these helps us make better choices for our schools.

One befuddling model occurs in the State of Maryland. While going to the investment of a fully certified professional school police force, based on Maryland state law, Baltimore City School police officers must be unarmed during regular school hours when they are assigned to a school building. Their firearms must be secured in a locker, and they can only retrieve them at the end of the school day. It’s strongly opposed by Baltimore City Schools FOP President Sgt. Clyde Boatwright.

“There's no expectation to chase an armed person and you're not armed. I think that's unrealistic. Our police officers don't sign up to die.”

As a point of reference, in spite of unrealistic restrictions, Baltimore school officers have recovered at least 15 guns at city schools each year for the last four years.

Here are more details about the policy:

• Unique to Baltimore: The Baltimore City Schools police force is the only police force in Maryland with this specific mandate to disarm during instructional hours.

• Ongoing Debate: The policy has been a topic of debate for years.

• Proponents of the unarmed policy believe that a constant armed police presence sends the wrong message to students.

• Opponents, including the Fraternal Order of Police, argue that the policy is unrealistic and compromises public safety, especially if an officer needs to respond to an armed threat.

• Repeated Legislation: Bills are regularly introduced in the Maryland state legislature to change this law and allow city schools police to carry firearms while in school, but they have consistently failed.

• Recent Controversy: In September 2025, there was renewed attention to the policy after it was reported that the Baltimore City Public Schools CEO has armed security, while officers assigned to schools remain unarmed during school hours. This has been criticized by some as hypocritical.

Effective school officers need special skills, sensible tools and policy, and reasonable autonomy. They need specific training in things like child psychology and handling conflicts. Learning how to calm tense situations is a must. Specialized certifications often boost an officer's ability to work with kids. Experts stress the need for ongoing professional development. A smart tip is to suggest regular training refreshers for all school officers. This keeps their skills sharp and up to date.

Strong teamwork within the school is vital. Clear ways to talk between officers, principals, teachers, and parents are very important. Everyone needs to know their part and what they are responsible for. Good school-community partnerships often involve officers leading safety talks. A practical tip is to hold regular joint meetings. These sessions help everyone work together better and plan for safety.

The job of a school officer keeps changing. They must adapt to new threats and challenges. Their role will likely grow in the years to come.

Officers now train to handle modern safety issues. This includes knowing about cybersecurity and online safety risks. They also learn how to respond to mental health crises. Active shooter preparedness and response strategies are a big focus. Schools are also using more technology in their security plans, and officers must know how to use it.

There's a move toward stopping problems before they start. Officers are now part of programs that help students who might be at risk. They often join mental health support teams, offering a key viewpoint. Schools use data to find potential issues early on. A helpful tip is to push for more money in preventative programs. This way, we can support students before things get serious.

Officers are becoming more connected to the school community. They can help start community engagement efforts. For example, they might connect students with outside help for various needs. Positive relationships between schools and officers have long-lasting benefits. Experts see officers as key figures who help meet the changing needs of school safety.

School officers are a vital part of keeping our schools safe and welcoming. Their role goes way beyond just security. They help maintain order, mentor students, and build trust. To do their job well, officers need the right training and ongoing support. Plus, working closely with teachers, parents, and administrators makes a huge difference. By focusing on prevention and early help, these programs become even stronger. Investing in effective school officer programs is really investing in our children's future. It helps us build safe, supportive places where every student can learn, grow, and succeed.

Let’s remind Baltimore City and the State of Maryland that a good guy trained in the use of a gun is a critical element of defense against those bad guys’s armed with evil intent. No more soft targets! Much respect goes out to our law enforcers’ that work diligently to keep our school campuses and students safe.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. A past D.A.R.E Instructor he has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Pendulum Is Swinging Back

There are several topics I want to discuss. It is with delight that I report to you that Joanne Chesimard has died. In case this name does not ring a bell in your mind, let me refresh your memory. Chesimard is a convicted cop killer. She and her accomplices shot and killed New Jersey State Trooper Werner Foerster and wounded another during a traffic in 1973. Chesimard during court proceedings was accused of disarming Foerster and shooting him in the head with his service weapon as he lay wounded on the ground.

She was convicted and sentenced to life in prison. While serving her sentence she, with the help of a revolutionary group called the Black Liberation Army on the outside, was able to escape. She ended up in Cuba in 1984 where she was granted asylum by Cuban President Fidel Castro and changed her name to Assata Shakur. She has lived there ever since. Now do you recall this case?

After being elected President in 2016, Donald Trump made a request to the Cuban government to return her to the U.S. but because the U.S. has no diplomatic relations with Cuba, the request was denied. She remained on the FBI most wanted list. She has not served out her sentence.

Shakur has reportedly died in Cuba. It was reported by the Cuban government and her daughter. I would not trust this without seeing the body and subjecting it to a medical examiner here in the U.S. Call me crazy but I would not put it past Shakur’s family to be creating a scam to slip Shakur back into the U.S. to live anonymously with her family who has not seen her in forever.

The state department should seize the body if it is returned since she is on the FBI top ten most wanted criminals. She should ceremoniously have her casket placed into a prison cell for 24 hours so Trooper Forester and his survivors can have closure. For anybody who thinks this is an over-the-top suggestion I say this. Go back and read the details of how Trooper Foerster was viciously murdered. Then come back and talk to me.

Now this topic. I have been on a crusade since retiring as sheriff to defend the honor, courage, integrity and service of the American police officer. Ever since the incident in Ferguson, Missouri that spawned the hands up don’t shoot lie and all the way through the George Floyd incident I have watched our profession battered, smeared, and defunded. Attempts were made at criminal justice reform that strengthened criminals and caused crime to escalate. All of this occurred in a short time frame. I have watched law enforcement officers face prosecution by politically motivated prosecutors and fired for acts they had no control over.

I am sensing a wind shift back in our favor. Communities are moving past the cop hating vitriol and beginning once again to appreciate the significant role that police play in an orderly society. We have a long way to go but we are going to have to change the way we operate politically.

Ever since I can remember, most cops were advised to stay out of politics and just do your job. That day is over. Our profession was dragged into the middle of the political ring against our will. Black Lives Matter and Antifa utilized political warfare tactics against us. So here we are. Through our police unions, FOP and PBA we have to go to our state legislatures and start making demands just like every other labor organization does. We should start by pushing for a repeal of no bail laws and making killing an officer a capital offense to be charged federally so capital punishment can be applied. No longer should officers have to work past the expiration of a labor contract without heavy fines for municipalities that would go directly to police unions. Currently Milwaukee police are into their third year without a contract. The city has been dragging their feet working toward arbitration. We have to be willing to threaten job actions like other labor organizations do to get their complaints heard. Not writing citations affects city revenue. We have to be willing to do job walkouts even if temporarily. I was part of a walkout that occurred in Milwaukee in the eighties. The city immediately went to court to get an injunction. We obeyed the court order after 2 shifts but we got everybody’s attention. We need to hold massive rallies in communities and in the Capital demanding to have our grievances heard and satisfied.

Currently, municipalities do not take police labor organizations seriously by exploiting our commitment to keep doing our job. That needs to be over. Heavy political pressure will come from the public onto elected officials if we work to increase public support.

We need to collectively band together with every law enforcement labor organization in our state. We need to band together politically with fire fighter labor organizations and corrections organizations. We are called first responders and that includes other public safety units. Let us begin to act collectively instead of many disparate labor organizations.

You all have heard the phrases that there is strength in numbers and striking while the iron is hot. Let us begin to take advantage of the political winds being at our back after having it in our face or so long.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of America’s Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Leaving a Legacy: Building a Lasting Impact That Endures

By: Joel E. Gordon

Imagine Nelson Mandela walking out of prison after 27 years. His fight against apartheid didn't end there. It sparked global freedom movements that still shape our lives today. What if you could create something like that? What mark will you leave on the world? Leaving a legacy means more than passing on money or stuff. It's about the ideas, values, and changes you spark that live on after you're gone. You can start shaping yours right now, no matter your age or background.

Legacy goes beyond what you own. It touches lives in deep ways. Think about it from old philosophers to modern leaders. They show legacy in personal growth, work success, and bigger community shifts.

Leaving a legacy is like planting a tree. You may not see it grow tall, but others will rest in its shade. It's not just cash or houses. Those fade. True legacy hands down beliefs, lessons, and sparks of hope. History proves this. Leaders like Gandhi passed on non-violence that changed nations.

Your legacy starts inside. What do you stand for? Grab a notebook. Jot down three values that guide you, like kindness or hard work. Ask yourself: How do these show up in my daily choices? This simple step helps you spot what you want to pass on. It turns vague thoughts into clear paths.

Legacies give life real purpose. They help you bounce back from tough times. When you know your impact will last, hard days feel worth it. Maya Angelou said her words could outlive her body. And they do. Her books and speeches still lift people up.

Tie your everyday moves to big goals. Start small. Each morning, pick one action that matches your long-term hopes; like calling a friend to share wisdom. Over time, these build a chain of good. You gain drive. Others feel your influence grow.

Many think you need fame or riches to leave a mark. That's not true. Everyday folks change lives too. A teacher in a small town might shape dozens of kids who then help thousands. Law enforcement officers work for the greater good every day. No spotlight required.

You don't need a big stage. Start tiny. Mentor one young person. Share a skill with a neighbor. These acts ripple out. Forget the myth of overnight success. Real legacy builds through steady steps. Pick one person today. Offer your time and watch the difference unfold.

A strong legacy has layers. It mixes who you are with what you do. Look at givers like Andrew Carnegie. He built libraries that fed minds for generations. You can weave these parts into your own story.

Your core traits set the base for everything. Integrity means doing right even when no one watches. Empathy lets you connect and lift others. Warren Buffett calls reputation your biggest wealth. Lose it, and it's gone for good.

Check your own base. List your top principles. Then rate how you live them on a scale of 1 to 10. Where do you fall short? Pick one area. Make a plan to improve, like saying no to small lies. This builds a character that inspires long after.

People around you multiply your legacy. Family hears your stories first. Friends spread your lessons. Strengthen these ties. Set up family nights to talk about your past wins and fails. Volunteer weekly at a local spot. Help with food drives or park cleanups. These links create a web. Your good spreads through it.

Work and art leave big prints. A job well done solves problems for years. Steve Jobs dreamed up devices that connect us all. His ideas keep pushing tech forward.

Capture yours. Write down key skills from your career. Teach them to someone new. Start a blog on your craft. Or invent a simple tool at work. These steps ensure your spark lights others' paths.

Build your legacy with smart plans. Make them last. Stephen Covey in his book "The 7 Habits of Highly Effective People" says think of the end first. That guides every choice.

Know where you aim. Picture your funeral. What do you want people to say? Write that eulogy yourself. It shows your true goals.

Use SMART steps for this; specific, measurable, achievable, relevant, and time-bound. For example, plan to mentor five people in a year. Review your impact each quarter. Adjust as needed. This keeps you on track.

Stories keep legacy alive. Write them down. Write your memoir. Or record videos. Get started easy. Use apps for digital files. Or tape family talks. Pass these to kids. They become treasures. Share bits online too. A simple post can reach far.

Roadblocks pop up. Time runs short. Doubts creep in. Viktor Frankl found meaning in pain. His ideas show choice matters most. Build a team for help. Join groups with like minds. Meet monthly to check progress. When doubt hits, recall past wins. Push through one day at a time. Legacy isn't set in stone. It shifts with time.

Look for signs its working. Do others quote your advice? Has your help changed a life? These show real reach. Make a checklist and track who you've touched. Note feedback from them. Review it yearly. Celebrate small wins. This proves your efforts count.

• Lives improved through your guidance.

• Stories shared that echo yours.

• New ideas born from your input.

Worlds shift fast. Keep your legacy fresh. Do legacy checks every few years. Ask: Does this still fit? Pivot if needed. Update work skills for tomorrow's jobs.

Don't go alone. Pull in family or friends. Teach them your ways. Families pass skills down. They last for generations. Plan the handoff. List what to share. Hold workshops. Show how to bake your famous pie. Or explain your business tricks. This way, your legacy grows through them.

Leaving a legacy means living with intent. It's open to everyone. Small daily choices add up to big change. You explored what it means, its parts, build tips, and ways to measure it. Key points stick. First, match your actions to core values. Second, grow strong ties with people around you. Third, record your path on purpose.

Take one step now. Sit quiet. Think of your ideal mark. Write it down. Let that guide you forward. Your legacy has already begun!

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he published his memoir Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Law Enforcement and Heart Disease

By: Joel E. Gordon

Heart disease is one of the top health threats facing police officers today. Many officers ignore the warning signs or overlook the risk factors tied to their demanding jobs. But by understanding what causes heart problems and how to prevent them, departments can help officers stay healthier longer.

Police work is stressful in ways most people will never experience. Think about those high-speed chases, tense negotiations, or responding to violent crimes. Chronic stress keeps your body in a constant state of alert, which harms your heart. Several studies link long-term stress to increased blood pressure, clogged arteries, and higher chances of a heart attack. When stress becomes a daily part of your life, it wears down your heart’s defenses over time.

Long shifts, irregular sleep, and unhealthy eating are common in law enforcement. Officers often skip meals or grab fast food on the go. Sleep is broken or inconsistent, which impacts metabolism and overall health. Many officers struggle to find time for exercise, leading to weight gain and weak heart health. High-fat diets and lack of exercise often cause issues like high blood pressure, obesity, and high cholesterol—all bad news for the heart.

Handling dangerous situations, exposure to violence, and witnessing trauma are part of the job. These experiences constantly keep stress levels high, placing extra strain on the heart. Some officers turn to substances like alcohol or drugs to cope. This can lead to high blood pressure, unhealthy weight gain, and other heart risks. Over time, these factors increase the chances of a sudden cardiac event during or after duty.

Data shows that law enforcement officers are more than twice as likely to suffer a heart attack during work compared to similar professions. According to a 2022 study, nearly 45% of career officers face some form of heart disease during their lifetime. The risk increases with age, stress levels, and unhealthy habits.

Men make up most of the workforce, and they’re usually more prone to heart issues than women. Officers over 40 face higher risks, especially if they are overweight or have family history of heart problems. Ethnic groups such as African Americans and Hispanics tend to have higher rates of hypertension and diabetes, increasing heart disease risk.

Numerous stories tell of officers collapsing during duty or retirement due to heart attacks. Some incidents involve fit, young officers whose stress levels or underlying health issues go unnoticed. These tragedies highlight why early detection and prevention are key to keeping officers safe.

Encouraging regular exercise and healthy eating makes a big difference. Departments that offer gym memberships or fitness challenges report better outcomes. Cutting down on smoking is also crucial—smoke increases blood pressure and damages arteries. Departments promoting healthy habits can lower heart risk significantly.

Mindfulness practices like meditation, as well as mental health counseling, can help officers manage stress effectively. Peer support groups create safe spaces for sharing worries and coping strategies. Resilience training programs teach officers how to handle trauma and avoid burnout.

Annual health checks save lives. Blood pressure, cholesterol, and blood sugar tests catch issues early. Officers should get regular screenings, especially if they notice symptoms like chest pain, fatigue, or shortness of breath. Early detection means treatment can start before serious damage occurs.

Departments need to regularly evaluate the health of their officers. Simple health risk assessments can identify those at higher risk for heart issues. These checks can direct officers to personalized wellness plans and medical care.

Leadership must prioritize officer well-being. Providing access to healthy food, fitness facilities, and stress management resources shows staff that their health matters. Creating a workplace that encourages healthy choices can change habits for good.

Informing officers about heart health, early warning signs, and lifestyle choices empowers them to take charge. Educational campaigns can dispel myths about exercise and diet. Well-informed officers are more likely to make healthier choices.

When officers take steps to improve their heart health, they can enjoy longer, healthier lives. Reduced medical emergencies mean fewer worries for families and communities.

Healthier officers respond faster, think clearer, and are less prone to fatigue. This benefits their safety and the safety of those they serve.

Preventive care cuts healthcare costs over time. Fewer sick days and emergency hospital visits mean savings for police departments and taxpayers alike.

The link between law enforcement work and heart disease is clear. Stress, lifestyle, and occupational hazards all contribute to serious health risks. But through proactive measures—like healthy living, mental health support, and department policies—we can protect our officers and keep them in the fight. It’s time to make officer wellness a priority because healthier officers lead to safer communities. Implementing comprehensive wellness strategies ensures safety now and in the future. Take care of yourself.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department, has been certified as a crime prevention specialist, and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Does President Trump have to fix everything! Law enforcement executives wake up.

Is It Poaching?

An interesting feud is brewing between local sheriffs, police departments and the Department of Homeland Security. As the Trump administration has amped up its deportation efforts in US cities, the big issue initially centered on whether local law enforcement agencies would assist Immigration and Customs Enforcement agents in finding and arresting people who are illegally in the country. A lot of it has to do with whether a state or city declared itself as a safe haven, a sanctuary for illegals to come to that would provide them protection against immigration enforcement. This worked during the Biden administration as his policy was to defang ICE agents by preventing them from conducting raids at business and farms that were likely to employ substantial amounts of illegal aliens. Biden, had turned ICE agents into processors at detention facilities putting his catch and release efforts on steroids and dumping them into American cites.

That was then; this is now. One of the. top planks in Donald Trump’s run for re-election was to close and seal the US southern border and to begin mass deportations of people who were in the country illegally. Many local law enforcement agencies have publicly declared that they will not assist the federal government in this effort. This occurred in sanctuary states controlled by Democrat elected officials. I have a problem with this stance as many agencies have previously worked together with federal officers on task forces attacking things like human trafficking, gang crimes and illegal narcotics cases. But apparently the issue of illegal immigration is too political. Some state legislators enacted laws prohibiting their local police from working with ICE efforts. President Trump appointed a real border czar in Tom Homan to lead the effort unlike the border czar in name only, former Vice President Kamala Harris who had no interest in taking responsibility on border security.

A federal program called section 287(g) of the 1996 Immigration Reform and Responsibility Act was created by Congress to delegate state and local law enforcement the authority to enforce certain functions in illegal immigration if they signed a memorandum of understanding. They provide training on immigration law and then deputize them as deputy US Marshals. The program also provides funding like overtime on immigration work and reimbursement for jails holding illegals. Recently in Wisconsin, 13 sheriffs have agreed to sign on with the 287(g) program. As you might guess, this sign-on to 287(g) breaks along partisan lines.

Needless to say, the working relationship between ICE and local law enforcement has gotten off to a rocky start and now a new fissure has appeared.

Recently the US DHS has announced a massive recruitment and hiring campaign. Secretary Kristi Noem announced that ICE will hire 10,000 new agents to increase the administration’s deportation efforts. The recruitment effort includes a maximum $50,000 signing bonus, student loan repayment and forgiveness options, administratively uncontrollable overtime for removal operations, a 25% Law Enforcement Availability pay for HSI Special Agents and enhanced retirement benefits. That sounds enticing. So much so that it is causing some sheriffs and police chiefs of publicly complaining that DHS/ICE recruitment efforts are targeting their ranks for potential job offerings. Local law enforcement agencies are already struggling with recruitment and retention efforts. Many local agencies especially large urban ones have staff shortages and the hiring is not keeping up with officers leaving the profession either through retirements or out right resignations. Much of this is the result of the beat down cops have endured during the war on cops, defund police movement and politically motivated prosecution of officers over incidents that used to be resolved internally or in civil actions.

Questions are now arising that the DHS recruitment effort might leave local agencies already struggling with staff shortages to end up being even more depleted. Some experts are saying that this will put public safety at risk and further erode the relationship between federal and local agencies. Let’s dive into that.

DHS going after local law enforcement officers is smart recruiting. They come already trained and their experience would be invaluable. Any top company looking for talent gives credit to applicants who have experience in a particular line of work. Suburban police agencies often seek officers from larger agencies for the same reason. It cuts down on training time and they are street ready sooner.

A few local sheriffs have publicly voiced displeasure over DHS recruiting tactics. One sheriff said he felt betrayed because they have been assisting ICE with immigration. First of all, this would have been better dealt with in a phone call between the parties. This infighting does not have to and should not go on in public. I understand that local law enforcement is dealing with a retention crisis leaving many of them woefully understaffed. That is not the federal governments’ problem. It is called competition for talent, the same thing that goes on in any industry. The beneficiary of this is the front-line officer who will have career options. What is wrong with that?

In my view, some of the lamenting by local law enforcement executives is sky is falling rhetoric and here is why. Immigration enforcement is not for everybody. The benefit package will not be enough to lunge at for officers with families. Most will not want to uproot their families and have to move to a different state. These federal benefits might be attractive to an officer who is single, has nothing really tying them down to a community and only has a few years of service toward retirement age. Officers with a lot of years of service are not going to want to give those vested pension years away and have to start over working toward federal retirement eligibility. A report came out recently that shows assaults against ICE agents is up 1,000% and increased doxing of agents by pro illegal immigration advocates has led to threats being made to family members at their homes. What spouse of a police officer is going to want to sign up for that? What officer wants to expose his family to that?

While this DHS recruitment effort might look enticing today, applicants should keep this in mind. We currently have a President who has given full throated support for law enforcement in general and to ICE agents. He will not be there forever and there is no guarantee that the next President will show the same kind of support. Remember Joe Biden? He turned ICE agents into babysitters and processors in his catch and release program at detention camps. Trust that the next Democrat President will not be at all strong on illegal immigration. Then what?

For now, my advice is for everybody to demonstrate a team together attitude on making their communities safer places. Take a deep breath and let the dust settle on ICE recruitment efforts to see of it truly has a significant impact on local agencies. And for heaven sakes if you as an executive have a problem with the DHS, pick up the phone and call Secretary Noem or Border Czar Tom Homan before going off on them in public. They will return your call. If they do not, let me know.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Robotics in Policing: Enhancing Law Enforcement with Technology

By: Joel E. Gordon

Police work is changing fast thanks to robotics. Drones, robots, and smart machines now play a big role in fighting crime. They help keep officers safe, solve cases quicker, and prevent trouble before it happens. As technology improves the future of robot-powered policing looks bright as we’re seeing smarter robots taking on tasks once done only by humans, making law enforcement more effective.

Robots are now helping in risky situations like bomb threats or hostage standoffs. They can reach places people cannot and handle dangerous devices. This means fewer officers are exposed to harm. Robots also assist in getting rid of bombs or checking suspicious packages safely.

Drones and surveillance robots are flying over neighborhoods to catch trouble early. They monitor busy areas for signs of crime or unrest. With real-time data collection, police can predict where crimes might happen next. This proactive approach helps prevent incidents before they occur.

Routine tasks, like filling out reports or collecting evidence, are now automated. Robots can gather evidence or scan crime scenes quickly and precisely; integrating these machines with existing police systems makes operations smoother and saves officers time.

Types of Robots Used in Law Enforcement

• Explosive Ordnance Disposal (EOD) Robots

These robots are built to disarm bombs safely. They have arm-like limbs, cameras, and sensors to give officers a clear view of dangerous devices. Case studies show how robots saved many lives during bomb threats, especially in crowded cities.

• Drones and Aerial Surveillance Units

Drones come in various sizes with cameras and thermal imaging. They help find lost persons, monitor crowds, or survey accident sites. Drones can access hard-to-reach places quickly, providing critical info in emergencies and search-and-rescue missions.

• Ground Robots and Autonomous Vehicles

Small patrol robots move along sidewalks or inside buildings. Some are designed to track suspects or check secure areas. Autonomous vehicles can transport equipment or officers, by reducing response times and improving safety in dangerous zones.

• Robotic K-9 Units

Robots that resemble dogs are now used to sniff out drugs, explosives, or even human suspects. They’re more durable and easier to handle than real dogs, especially in harsh environments. These robotic K-9s are often used in hostage situations or bomb detections.

Using robots for surveillance raises worries about invasion of privacy. Citizens want safety but don’t want to feel watched constantly. Balancing the need for security with respecting people's rights is the balance sought.

While laws about policing robots are still developing some areas have rules on how robots can be used, but many questions remain. As technology grows, lawmakers must create clear guidelines to prevent misuse or abuse.

Deciding when a robot should use force or make arrests is tricky. Who’s responsible if a robot's decision leads to harm? Robots can have biases if they rely on certain data, so accountability and fairness are major issues.

Robots are not perfect. They can malfunction or get stuck in tough environments. Weather, dust, or debris can stop them from doing their job well. Overcoming these hurdles takes time and money.

Robots don’t come cheap. Buying, maintaining, and upgrading these machines costs significant funds. Police departments must decide if they’re worth the expenses or if traditional methods still work better.

Some community members and officers feel uneasy about robot use. Trust-building is important. Explaining how robots increase safety without spying on citizens helps gain support.

Smart AI and machine learning will make robots more adaptable. They can learn from situations and improve over time. Also, faster internet via 5G will help robots get data instantly, making responses even quicker.

Clear standards for deploying police robots are needed worldwide. Sharing experiences and creating rules will ensure responsible use. International cooperation can help develop best practices.

Officers need special training to work alongside robots safely. Developing protocols for cooperation is essential. Community engagement also builds trust and transparency about robot use.

Robotics is changing how police work is done. These machines boost safety, help solve crimes faster, and cut down risks for officers. Still, ethical issues, legal rules, and public opinion matter a lot. Finding the right balance between innovation and responsibility is crucial. With proper planning and clear standards, robots can become a powerful tool for a safer society. The future of policing will keep evolving — and robotics will be at its core, helping protect us all.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

THE CALLING: Exploring First Responder Career Paths

By: Joel E. Gordon

First responders are the backbone of emergency services. They rush into chaos to save lives, protect property, and keep communities safe. As demand for these vital roles grows, so do chances for careers in emergency response. 

First responders are trained professionals like police officers, firefighters, paramedics, and EMTs. They are the first on the scene during accidents, disasters, or crimes. Their main job is to provide immediate help, secure the area, and start the rescue process. Each role has different tasks, but all share the goal of quick, effective action.

Every year, millions of emergency incidents happen across the country. Response time can make a big difference—sometimes saving lives or preventing injuries. For example, a firefighter extinguishing a house fire or an EMT stabilizing a patient can change everything. Their work is often unseen but absolutely essential.

First responders need a mix of physical, mental, and technical skills. Sharp communication, quick thinking, and teamwork are a must. These skills readily transfer into further career growth as in the case of a trained paramedic becoming an RN as field work becomes more prohibitive as the individuals aging process takes hold. Educational requirements vary: most roles need high school diplomas or GEDs, plus specialized certifications. Strong problem-solving abilities and emotional resilience are just as important as physical fitness.

Camaraderie among first responders can be second to none. During times of trials and tribulations the support, care, and understanding of fellow first responders can make a huge difference when undergoing difficulties being dealing with critical medical conditions or otherwise in our own personal lives.

Career Paths in First Response

●Police Officer

Police officers are tasked with law enforcement, community safety, and crime prevention. Many police departments offer specialized units like K-9, cybercrime, or SWAT teams. Career growth often involves promotions to sergeant, lieutenant, or even higher roles like chief. Continuous training helps officers handle evolving challenges.

●Firefighter

Firefighters fight fires, perform rescues, and provide emergency medical aid. They often work in shifts to ensure 24/7 coverage. Advancement might include roles in fire inspection, training, or hazardous materials teams. Becoming a fire captain or fire chief is a common next step.

●Emergency Medical Services (EMS) Personnel

EMTs and paramedics respond to medical emergencies outside hospitals. Starting as an EMT is typical, then moving up to advanced paramedic roles or EMS supervisor positions. Many EMS professionals also choose to specialize in areas like EMS education or management.

●Specializations and Support Roles

Beyond core responder jobs, there are support roles like dispatchers who coordinate responses or communication specialists who operate emergency radios. Search and rescue teams, disaster response units, tactical law enforcement, and bomb squads are specialized fields requiring additional skills and training.

Most jobs in emergency services demand certain basics: age limits (usually 18+), background checks, and physical fitness tests. Candidates must also pass written exams and drug tests. Certifications like CPR and first aid are often mandatory from the start.

Attending police or fire academies is common for initial training. On-the-job training helps new hires adapt quickly. Continuing education keeps skills fresh and up-to-date. Many agencies endorse courses on advanced medical procedures or crisis management.

Local governments often fund training programs for first responders. Scholarships and grants are available, especially for those committed to long-term careers. Some employers even cover training costs after hiring, so researching available resources can reduce financial barriers.

Starting as an entry-level responder is just the beginning. Many move into supervisory roles, specialized units, or become trainers themselves. Careers in emergency management or public safety administration are also options for those ready to lead.

Keeping skills current is key. Certifications like Advanced EMT, Hazardous Materials Technician, or Incident Command System boost employability. Attending workshops and courses improves expertise and prepares responders for bigger responsibilities and future endeavors.

Experts say that career growth in this field often depends on dedication and lifelong learning. Stories of first responders who started at the bottom and now lead teams or manage entire departments are common. These roles bring a deep sense of pride and community impact.

The job is physically demanding, and responders face danger during every call. Emotional stress from traumatic scenes can take a toll. Odd hours, night shifts, and unpredictable schedules add to the challenge, making mental health and self-care vital.

Despite hardships, many find their career deeply rewarding. Saving lives, helping communities, and making a difference bring unmatched satisfaction. Personal growth, new skills, and camaraderie often result from this line of work.

First responder careers come with a wide range of options—from police and fire to EMS and beyond. Proper training and continuous education are keys to success and advancement. If you’re drawn to helping others and thrive under pressure, this field offers a fulfilling path. Exploring these opportunities might just lead you to your life's most meaningful work and a chance to make a real difference in the world out in the field and even later in a career path of service.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

As the World of Policing Turns

Every so often when I decide what to write about and comment on issues relative to policing matters, I find several to write about and then I narrow it down to one issue that I believe is begging for a deeper discussion. This time however I find it necessary to discuss three issues that came across the news in different parts of the country simultaneously.

The first is a story out of my hometown of Milwaukee, Wisconsin where Milwaukee police officers have been working without a contract since 2022. There are a lot of police agencies in the same predicament. Police union officials have accused the Milwaukee city negotiator of not bargaining in good faith and dragging their feet to go to binding arbitration. They have labeled the delay a “calculated insult.”

This is nothing new. Not only in Milwaukee but in many other large urban departments, police are at the bottom of the totem pole in terms of contract negotiations with the city. They have the most dangerous job of any city department. Cities would collapse into chaos but for the work they do. What thanks do they get? They get treated like they are forestry department workers or some other inane department in city government. I don’t recall any city worker other than a police officer who has died in the line of duty. The highest and most important priority of any city is to ensure the safety of its citizens, businesses, schools and neighborhoods. Working without an on-time contract leads to frustration and at some point, will affect job performance. The cost of living has risen since 2022 when the contract expired. Do city officials think about that?

In a statement from the union, it pointed out that, “we will not be deterred, and we will continue to fight for a contract that reflects the professionalism and sacrifice of Milwaukee police officers.” They point out that these delays are being done at a time of recruiting difficulties and staffing shortages. What prospective person would sign up for this?

The next story is out of Florida where police attempts to take a motorist into custody went sideways and not through the fault of the officers. It was your typical white officers conducting a routine traffic stop of a black male driver. Yes, you know what transpired. The driver locked himself inside, rolled up the windows and refused lawful commands to exit the vehicle. The officers ended up breaking the door window and pulling him out of the car. One officer slapped the driver in the face. He was taken to the ground still struggling and was struct again. The face strikes were benign. They didn’t pound on him.

Enter cop hating black racialist lawyer Benjamin Crump. How does he always find his was into these situations I wonder? When he shows up, a circus always follows. He holds a news conference attracting as many major news agencies as he can gather so he can spew inflammatory rhetoric to stir up outrage. He hopes for rallies and demonstrations in the street. Crump was looking for the next George Floyd incident. That never came. The driver eventually plead to resisting arrest and driving with a suspended license. The officer’s agency asked for a criminal as well as an internal investigation. Why was a criminal investigation asked for? Is this where we are at in policing? Every time reasonable and minimal force is used, we are going to call for a criminal investigation? Seriously? I watched the video and I have investigated police use of force and as sheriff had to rule on these claims. In my view there was no need to call for or conduct a criminal investigation. This is where police executive leadership comes into play. The police executive in this case needed to have the courage to explain to the public what happened and why. He needed to remind people that when an officer gives a lawful command, it is not negotiable, and you must comply. Instead, he took the cheap way out probably to cave to the wishes of police haters and head off rallies and demonstrations.

Finally, there is the continuing saga in the death of Breonna Taylor by Louisville police officers serving a search warrant. You may recall that officers were investigating a drug dealing case when they knocked on the suspect door. Breonna Taylor’s shitbird drug dealing boyfriend inside fired through the door at police. Officers returned fire and Taylor was struck and died. Officers were defending themselves and she was collateral damage. The boyfriend was not charged for shooting at police. He didn’t know who he was firing at. He said he thought they were intruders. I will come back to that.

One of the officers with outside containment fired shots thinking officers inside were under attack. His bullets struck no one. He was nonetheless charged with a federal civil rights violation against Breonna Taylor even though acquitted by a jury in state court. I do not know how prosecutors came to this conclusion, but the federal jury found that one of the officers was guilty of using excessive force. Yes, after being shot at. The prosecutor said that the officer violated one of the most fundamental rules of deadly force, that if they cannot see the person they are shooting at, they cannot pull the trigger. Really? That is precisely what Taylor’s drug dealing boyfriend did. He shot through a door without knowing who was on the other side. He triggered the events that led to Taylor’s death, and he received a two million dollar settle after suing the city, but it gets worse. This two-bit state prosecutor apparently never read the United States Supreme Court case on officer use of force named Graham v. Conner. It is a case on objective reasonableness. That applies here.

At sentencing for the federal case, the incoming Trump administration Department of Justice asked for a one-day sentence. To me even that was too much. The judge dismissed that request and handed down a 33-month sentence in federal prison for the now former Louisville officer. Where is the justice in that?

My hope is that the office that reviews pardon requests for President Trump will see this as a miscarriage of justice, and that the Biden DOJ compounded things with a politically motivated federal charge. They should issue this officer a commutation id not an outright pardon from this insane sentence considering all the circumstances. After all, justice delayed is justice denied.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Memo To DHS Secretary

Recent events on attacks and assaults against Immigration and Customs Enforcement agents as they go about the difficult mission of finding and arresting illegal aliens to schedule for deportation indicate that we have entered a new phase. The people opposing the (ICE) raids and arrests are no longer simply demonstrating and protesting against the raids, they are employing additional tactics because the ones currently used are not deterring President Trump or his immigration enforcement officials from continuing the mass deportations. The attacks have not only escalated but have become increasingly dangerous for (ICE) field agents.

I have said in past columns on this site and in numerous television and radio interviews that it was important in the early days of the resistance for ICE officials to make it clear to agents that at they had the authority to use all reasonable means to ensure that they could carry out their mission and do so safely. Instead, all I saw was the Secretary of the Department of Homeland Security appear on news shows warning that those who attacked ICE agents would be subject to arrest and prosecution. That message is not a deterrent and it is being ignored. These people are not afraid of being arrested. These are people engaged in insurrection and terrorism. Insurrectionists and terrorists use guerrilla warfare type tactics to try to defeat an opposition government that has superior weapons, infrastructure and resources than they do.

Let us consider the evolution of this pro illegal immigration movement. It may have started out that this involved well meaning believers and all we saw was people showing up in the streets holding up signs and chanting infantile slogans. But like every one of these movements going back to occupy Wall Street and Black Lives Matter, these protest movements were high jacked by an anti-government communist movement hell bent on creating chaos to the point of having civil society collapse. They use otherwise garden-variety protest movements that are first amendment protected as a mask. It sucks in and dupe's certain media outlets, some gullible politicians and citizens who are not fully informed. The anarchists hope to gain legitimacy using this tactic.

What we are seeing now is that the tactics being used are straight out of the anarchist's playbook. Tactics like doxing agents are designed to creat fear and bring it to the homes of agents. Now we are seeing outright physical attacks and agents are being shot at. In one instance 10 insurrectionists were arrested and under indictment for planning a large scale armed assault on (ICE) operations in Texas. These are guerrilla warfare style tactics used in war torn countries to destabilize and overthrow banana republic governments.

My concern is that the Secretary of the Department of Homeland Security and the Acting Director of Immigration and Customs Enforcement do not understand the nature of the enemy. The tactics use that I previously mentioned are war tactics. Passive rhetoric keeps coming out that attacks against agent won’t be tolerated and that arrests will be made. Those are messages used in urban policing. When your agents are being shot at, detention facilities are being attacked and firebombed, you need a war time mind set. President Trump called in the Marines to be a force multiplier. It is time to use these war fighters. (ICE) vehicles used in raiding and conveying operations should have a Marine convoy out front to prevent the vehicles from ambushes along the way. I am tired of seeing agents have to exit their vehicles and try to get people from out of the front of their cars.

A perimeter should be set up around the operation including the detention facility itself to keep the insurrectionists from blocking entry or attacking a facility. Drones should be used to protect the perimeter. Anybody breaching the perimeter and refusing orders to leave the area and who continue making their way toward agents or facilities should be considered a threat and be neutralized by drone use before they get within range to kill or injure an agent of before attacking a facility. These are not over the top recommendations. This pro illegal immigration movement has declared war on Immigration and Customs Enforcement and the federal government. They themselves as I previously mentioned are resorting to using guerrilla war type tactics. They are on their way to killing an agent. It will not be long before the insurrectionists make use of explosives. It is time for DHS to use more effective counter measures like those used in war.

You want to know who knows this? President Trump. He recently said he is tired of seeing cars carrying a law enforcement officer being attacked. He went even further and has given agents “total authorization” to protect themselves against agitators during enforcement actions. That is an open-ended authorization. I know what he means by leaving it open ended. It is for the Secretary Kristi Noem to come up with a plan. Trump called in the Marines awhile ago. Time to make use of them. Let (ICE) agents tend to the mission of deportation. That is what they are trained to do. Let the Marines take over security operations. That is what they are good at. Among other things that they handle, they provide security for military base facilities. They know how to provide for and accomplish facilities and personnel security.

Courage is needed here by higher ups at DHS and (ICE). They put agents in harms way with a mission. They have an obligation to provide all the safety they can for the agents to succeed and go home at night.

It is time to stop playing patty cake with these armed and dangerous insurrectionists. The federal government has superior resources. Stop being afraid to use them and crush this movement. Force them to abandon their fight psychologically and physically.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Neighborhood Crime Watch: How to Protect Your Community and Reduce Crime Rates

By: Joel E. Gordon

Community safety starts with us. When neighbors come together, they create a powerful shield against crime. A neighborhood crime watch is more than just a group—it's a way to build trust, enhance security, and make the streets safer for everyone. In this article, you'll learn how to set up a crime watch, effective tactics to keep your neighborhood secure, and inspiring stories of how communities made a difference.

A neighborhood crime watch is an organized group of residents who work together to monitor their community. These programs aim to prevent crime by encouraging neighbors to stay alert, share information, and look out for each other. They serve as a visible sign to criminals that the neighborhood is watchful and less welcoming to wrongdoers.

Studies show that neighborhoods with active crime watch programs tend to see fewer burglaries, vandalism, and assaults. Experts say such efforts can cut crime by up to 25%. When residents stay alert and report suspicious activity promptly, offenders are less likely to target the area.

Joining or creating a crime watch means more than just reducing crime. It builds a sense of community and helps neighbors get to know each other better. When people are connected, they look out for one another—making safety a shared priority. Plus, residents feel more at peace knowing they’re part of a proactive group.

Begin by gathering information. Conduct a simple survey or chat with neighbors to hear their worries about safety. Look at crime data from local police reports to spot patterns. This helps you identify what issues need immediate attention and what residents care about most.

Next, find a few committed neighbors to help lead the effort. These core members will organize meetings and plan activities. It's also helpful to include local leaders, such as community center staff or police officers, to add credibility and resources.

Create a plan for how neighbors will stay in touch. Use email lists, social media pages, or messaging apps like WhatsApp. Set regular meeting times and share updates frequently. Apps like Nextdoor can help you reach a wider audience and share safety tips easily.

Reach out to your local police department. They can offer advice, support, and even participate in neighborhood events. Respect privacy laws and make sure all residents agree on how information is shared. Building a good relationship with law enforcement boosts your program’s success.

Encourage neighbors to patrol their streets at different times. Safety should always come first—never go alone or take risks. When you observe something suspicious, keep a safe distance and note details. Your goal is to deter crime, not to confront offenders.

Simple upgrades can make a big difference. Install bright lighting around homes and dark corners. Make sure doors and windows lock securely. Installing neighborhood signs announcing a crime watch program can also warn potential intruders that the area is protected.

Organize safety workshops for residents. Share practical tips on how to spot and report crimes. Distribute flyers or posters with contact info for police and neighborhood watch members. Keep everyone informed to build confidence and readiness.

Modern tools can boost your efforts. Set up surveillance cameras at key points. Use crime watch apps for quick reporting and updates. Train neighbors on how to document suspicious activity properly. Technology makes it easier to stay connected and alert.

Make involvement easy and rewarding. Host small events or give recognition for volunteer efforts. When neighbors feel appreciated, they are more likely to stay committed. Promote a sense of ownership—your community’s safety depends on everyone's active role.

Create a mindset where everyone looks after each other. Teach residents to trust their instincts and report unusual activity. Build trust and openness so neighbors feel comfortable sharing concerns.

Throw block parties, safety fairs, or regular meetings. These gatherings strengthen bonds and reinforce the idea that safety is a shared goal. When neighbors enjoy each other’s company, everyone feels safer and more connected.

Some communities saw crime drop dramatically after starting a watch program. For example, a neighborhood in Ohio reduced burglaries by 30% within a year through regular patrols and community events. Another group in California created a social media presence that helped catch a suspect quickly.

Law enforcement officials often recommend consistency and community involvement. Police officers say that good communication and visible patrols can make a big difference. Community leaders stress that sustained effort and neighbor participation are key to lasting success.

Neighborhood crime watch programs can be powerful tools to keep your community safe. They bring people together, create awareness, and reduce opportunities for crime. Whether you're just starting or looking to improve your existing group, take small steps today. Reach out to neighbors, connect with local police, and build a neighborhood where everyone looks out for each other. Together, we can create a safer, friendlier place to live.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department, has been certified as a crime prevention specialist, and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Elected Sheriffs vs. Appointed Police Chiefs: Who's in Charge?

By: Joel E. Gordon

When it comes to law enforcement, the roles of elected sheriffs and appointed police chiefs spark a lot of debate. They each have unique responsibilities, powers, and ways of connecting with the community. So, what’s the difference?

An elected sheriff is a local law enforcement official chosen by the voters. It’s like having your say in who patrols your streets. Sheriffs usually run for office, and their term can last from four to six years, depending on the state. Because they are elected, sheriffs often need to be in tune with the community's needs and concerns.

Being an elected official means they answer directly to the public. If they’re not doing their job well, people can vote them out. This connection can create a sense of accountability. Elected sheriffs can also enforce state laws, manage county jails, and handle community policing. In my home state of West Virginia, our county Sheriff’s also serve as the county treasurer overseeing tax collection and being a required signatory on all payments made by county commissioners.

On the flip side, an appointed police chief is hired by a city’s mayor or city council. This position isn’t decided by a public vote, which means the chief might not feel the same pressure to align with community opinions. Instead, they’re typically selected for their experience and qualifications in law enforcement albeit often highly political to fit within a certain political narrative.

Appointed police chiefs often focus on crime rates, departmental efficiency, and administrative duties rather than direct ties to the community. This structure allows for quicker decisions and policies because it’s less influenced by public opinion. However, it can lead to disconnects between the police department and the community it serves.

With elected sheriffs, accountability is straightforward. If they’re not performing, the community can voice their discontent at the polls. This aspect can lead to more community-oriented policing. People often feel more comfortable approaching an elected sheriff who they believe represents their interests.

Appointed police chiefs, while still accountable to the city government, may lack the same direct connection with the community. They may prioritize the mayor’s agenda over public opinion. This situation can lead to a sense of detachment from the very community they serve.

The way sheriffs and police chiefs engage with the community is a major point of distinction. Elected sheriffs tend to be more visible during community events. They might participate in local meetings, volunteer efforts, and even social media outreach. This visibility helps build trust and rapport.

Meanwhile, appointed police chiefs may focus on internal policies and crime statistics. While they certainly care about community safety, they might not have the same grassroots access or community-driven focus as elected sheriffs. This could mean a lack of understanding of local issues or concerns.

Leadership style is another area where sheriffs and police chiefs may differ. Elected sheriffs often adopt a more democratic approach, prioritizing community input. Their leadership can feel collaborative, with officers encouraged to engage with citizens.

Appointed police chiefs often operate under a more authoritative style. They might implement top-down policies aimed at efficiency and effectiveness. This can create a streamlined department, but it could also mean less room for community involvement in decision-making.

With all of the traditional differences between being in an elected versus appointed position of leadership, my own personal experience as a police chief was perhaps less than what could be considered conventional in many jurisdictions? I always was guided by my own moral compass. As a servant leader my primary focus and earned loyalty was to my officers and the community who entrusted us with their safety needs. At times when disagreements with the mayor or town council would occur, I stood my ground and made the case for what I knew to be in the best interest for the greater good.

So, when it comes to elected sheriffs versus appointed police chiefs, which is better? It depends on the community’s needs and values. Some may prefer the accountability and connection of an elected sheriff, believing that local voices matter most. Others might value the efficiency and expertise of an appointed chief, favoring what can be a more professional approach to law enforcement.

Ultimately, both roles are crucial for a safe and secure community. Understanding the strengths and weaknesses of each can help citizens make informed decisions about their law enforcement leaders.

Joel E. Gordon, Managing Editor of BLUE Magazine, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Those Who Forget the Past

Let me begin this article with a disclaimer. There is no bigger supporter of law enforcement both the profession and the people who serve than I have been and will forever continue to be. I have said repeatedly in a very public way that when law enforcement is right, I will defend them to the wall and when they are wrong, I will be the first to point it out and take them to task. With that out of the way, let me address the recent riots in Los Angeles and the police response.

It was not that long ago that major cities across America experienced some of the worst riots since the nineteen sixties. Most officers serving today were in diapers during the race riots of the sixties and do not have the experience of lessons learned in post after action analysis since sixty years went by before the riots in Ferguson, Missouri. Then the George Floyd, Eric Garner Freddy Gray and Breonna Taylor riots happened in rapid succession. The riot management and suppression brought on techniques that were questionable at best.

Tactics such as having officers hold the line instead of aggressively advancing to restore order and protect life and property allowed cities to burn and looting of businesses to go on unabated. Police leadership, and I use that term lightly here, bought into the nonsense that a more assertive approach might add fuel to the fire and escalate tensions. Some agency commanders even went as far as ordering officers not to wear riot gear including ballistic armor and helmets and that a softer dress might diffuse things as officers were being pelted with rocks, bricks and frozen water bottles. I am not making this up.

These same tactics were implemented during the race riots of the sixties. In after action analysis, it was learned that this soft approach led to more deaths and injuries to officers, demonstrators, and resulted in millions more in property loss and damage. The conclusion showed that had officers and commanders taken a more aggressive approach early on, lives could have been saved along with property. And I am tired of politicians and media hosts saying that it’s only property and that property is replaceable.

First, it is not their property that is being looted and destroyed. Second, many businesses cannot recover the total loss because their premiums do not include loss and damage due to a riot. And keep in mind that the owner has to pay a deductible and that after making a claim at that amount they find it impossible to find insurance again and that new coverage becomes so cost prohibited that they go out of business. It is important to point out that government owned buildings and squad cars are not owned by the government. These are publicly owned assets paid for by the American taxpayer. Squad cars are a finite asset. It is not like agencies have hundreds or thousands of cars available to replace a destroyed vehicle. The same with officers. If an officer goes down with injury, they are not quickly replaceable.

The law enforcement tactics used recently in Los Angeles do not put officers in a position to succeed. The response is the early hours was slow. Officers were not dressed in riot gear. They were pelted with rocks and bottles. It did not look like they had a plan or had a clearly defined mission. I saw officers standing face to face with rioters with officers lined up behind them. That is a tactical mistake. That maneuver has not been used since wars in the 17 and 1800 hundreds when soldiers marched toward each other in preparation for hand-to-hand combat.

What if someone throws a Molotov cocktail into a group of officers? This positioning doesn’t allow for tear gas to be deployed if crowd dispersal becomes necessary. A better tactic is to create a protective inner and outer perimeter around officers that no one is allowed to breach. Standing flatfooted in front of rioters does not make sense. This should only be used to advance and push the crowd backwards not stand face to face in a stare down.

Decisive decision making early on is critical. Inaction in the first hours allowed the riot to gain momentum. The California Governor and LA mayor downplayed what was happening. That is a gross tactical error. A state of emergency should have been declared after the first night. The LAPD police chief held a news conference the next day lamenting that the rioters were not locals. Who Cares? He wasted an opportunity to reassure residents of LA what they were going to do about it. He stated that his officers were overwhelmed. That is understandable. Quickly marshaling resources to counter the riots was called for.

What was needed operationally was a phased controlled application of force early on in the riot. The proper measured and controlled application of law enforcment force including the use of deadly force is a humane and civilized response. The inhumane response is to vacillate while innocent citizens live in terror, officers are needlessly injured while businesses are looted and property goes up in flames. Contrary to what the governor, mayor and a host of other leftist politicians claimed, that President Trumps’ calling up the guard and sending in Marines escalated the riots, the opposite is true. It was the right call. An early shock of force can keep a riot form gaining momentum and make others reconsider joining in. Politicians and elected leaders must avoid deluding themselves into thinking that they are preventing lives from being lost, countless injured and billions loss in property damage by downplaying the severity of the moment and delaying an effective response.

In the end, repeating the mistakes made in earlier riots makes tentative and indecisive governors, mayors, and law enforcement executives the riot maker's best friend.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Moving Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Impact of Police TV Shows: Influence, Perception, and Reality

By: Joel E. Gordon

Police TV shows are a big part of our culture. They excite audiences with police chases, dramatic arrests, and clever forensics. These shows are more than just entertainment—they shape how we see law enforcement. How many of us became enamored with the thought of becoming a law enforcement officer as a result of TV shows such as Adam-12, Hill Street Blues, and many more past and more contemporary shows? As viewers, we often take what we watch as a glimpse into the real world of policing. But how do these shows actually influence police work, policies, and public trust?

Image Source: https://pixabay.com/photos/remote-control-tv-watch-tv-watch-4891936/

From the gritty streets of Law & Order to the high-tech labs of CSI, crime shows have been a staple for decades. They reflect society’s hopes and fears about crime and justice. Over time, these shows have introduced new themes, like cybercrime or terrorism. With every new series, viewers see policing as a fast-paced, tech-savvy battle against evil. TV dramas often make police look like heroes who solve crimes quickly and effortlessly. People tend to expect swift results based on what they see on screen. This can lead to impatience with real police, who face many hurdles and delays. Citizens might believe that technology or clever tricks should always work, thanks to media portrayals.

The hero cop is a common image on TV. These characters often ignore the hard, messy reality of police work. It can give viewers a skewed view of law enforcement. Another problem? Shows sometimes show misconduct or corruption, but in exaggerated ways. This can make the public more suspicious and less trusting of police.

Many police officers and departments mimic techniques they see on TV. For example, the CSI Effect has made jurors expect forensic evidence in every case. This has pushed police to improve labs and focus on evidence collection. Some units now train with methods popularized on TV, believing they’re proven to work.

TV stories have inspired real policies. Take body cameras, for instance. Shows that depict police actions have made the public demand more transparency. Departments even adopt community policing ideas, like officers building relationships with locals, inspired by TV characters who do the same. TV often shows police catching bad guys in minutes. In reality, investigations take weeks or months. The emphasis on technology or quick fixes might distract from addressing deeper issues. For example, systemic bias or social problems are rarely shown as part of the story, yet they play a big role in real policing.

Many departments use TV-style imagery to attract new officers. The idea of a glamorous, action-packed career appeals to young people. Ads show officers as heroines and heroes, which can be motivating but also misleading.

Some shows highlight police working with communities. These stories can inspire real departments to build better trust with citizens. For example, programs that portray officers as neighbors and helpers show positive role models, helping to break down barriers.

While TV can inspire, it’s important to stay realistic. Too much focus on drama might create false expectations for recruits. It’s essential to teach new officers that police work involves patience, fairness, and understanding of social issues.

Researchers have studied how TV shapes public views. Many find that shows can skew perceptions, making some citizens believe policing is always perfect or that misconduct is rare. Experts warn about the dangers of unrealistic portrayals.

Shows that dramatize certain tactics might undermine transparency. When police are shown hiding or manipulating evidence, it can influence how viewers see the justice system. Responsible portrayals are vital for maintaining public trust.

Creators should work closely with law enforcement to show accurate stories. Shows need to balance entertainment with truth. Realistic depictions help audiences understand police work’s complexities, fostering respect and support.

Police TV shows hold a powerful influence. They shape how the public views law enforcement and can impact how police operate. We must be mindful of this dual role—entertainment and education. Responsible storytelling and accurate portrayals build trust and foster better policing. By being aware of media’s role, we can create a more informed and fair relationship with those who serve and protect us.

Take this as a call to watch critically, question what you see, and support realistic portrayals that reflect the true challenges and victories of policing today.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Free At Last

I have been on what can be described as a crusade to criticize the take-over of local police departments by the United States Department of Justice put on steroids by the Barack Obama USDOJ led by former Attorney General Eric Holder. It was nothing more than a nefarious attempt to take control of local policing by coercing cities to agree to federal guidelines.

None of these take-overs had anything to do with police reform. It was unadulterated raw politics that stirred up hatred for the American police officer. Nearly every time the USDOJ under Obama and former President Biden ordered a pattern and practice investigation into an urban police department to find whether an agency was engaging in racially motivated and discriminatory policing, the verdict was guilty as charged.

Using faulty statistical findings led to a misinterpretation of the data collected. No benchmarks were ever set. Cops working in high crime areas in predominantly black neighborhoods are going to encounter more black residents and stop more black motorists than any other demographic. That without more interpretation is not evidence of racially motivated policing.

Finding an agency guilty nineteen times out of twenty pattern and practice investigations under Obama does not pass the eye test. It implies that most police agencies are inherently racist. It is a big lie and did much to harm the trust and relationship that officers work so hard to create. Obama and Biden did not care. They knew that fomenting everything into racial conflict was beneficial for them politically.

When a law enforcement agency succumbs to this intimidation, they allow themselves to be taken over by the USDOJ. A federal monitor who has no experience in urban policing nor other lawful techniques that control crime, is put in charge of overseeing all aspects of operations. Any policy change has to be approved by the monitor before it can be implemented. Copious reporting of all traffic stops and field interviews by officers in the field turn what are supposed to be crime fighters into data gatherers. It keeps them from the streets causing less time spent on preventive patrols and high visibility. These activities prevent and deter crime. Fighting crime becomes secondary as it causes officers to withdraw from assertive policing.

President Donald Trump ran for a second term promising not only to end USDOJ involvement in local policing but to end existing consent decrees. He has kept his word. Recently the Attorney General Pam Bondi led Justice Department said that it will abandon its court approved settlements with departments and cities in Minneapolis where the death of George Floyd began the USDOJ pattern and practice investigation and in Louisville where the death of Breonna Tayor led to an investigation in that city. In fact, it goes further. Assistant Attorney General Harmeet Dillion is retracting accusations made by the Biden administration that officers in those two agencies violated the constitutional rights of Floyd or Taylor. Dhillion called these decrees an experiment of handcuffing cities and police with factually unjustified consent decrees. The Justice Department also said that they are closing pattern and practice investigations in four other cities.

Some people claim without evidence that these decrees lead to improved relations with minority communities. Others claim that they are too costly and burdensome to be effective. The National Fraternal Order of Police Executive Director said that consent decrees can worsen tensions between communities and police. The National FOP President said that the decrees have never worked and never will work. According to Axios news site, “most police agencies in court ordered agreements saw violent crime rates skyrocket immediately.” Other negative impacts of these decrees point out that it has led to a decrease in crimes solved and that it has had a demoralizing impact on officers, lowering their motivation and effectiveness.

There are other examples of the ineffectiveness and cost of consent decrees. The city of Albuquerque, New Mexico recently asked a court to end its federal monitoring of the police department after 10 years. They hired a monitor who received more than ten million dollars and had an office leased to him where the public could call or visit. A report about the office said that when they called, a secretary answered to take a report, but the return call by the monitor was never received. Additionally, the hours of operation were not convenient for the public to submit issues to the monitor. The request for the federal monitoring to end was granted by the judge who presided over the original agreement.

Over burdening police agencies with data gathering reports is not reform. It is important for community elected officials to directly oversee their police agencies and hold them accountable. The residents through elections can then hold politicians accountable. No fact-based report has come out that claim cities are incapable of watching their local police agency or officer behavior at the local and state level. Policing is a Tenth Amendment states right issue. States have a vested interest in controlling crime. In fact. It is the first and highest priority of local government to ensure the safety and security of its citizens.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of America’s Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Honoring Our Own

With a week in May being named nationally as Law Enforcement Officer Memorial Week, communities all across America stop to hold a ceremony and place the names of officers killed in the line of duty that particular year on their memorial wall. For those agencies that by the grace of God did not have an officer killed in the line of duty, it becomes an opportunity to pause and remember all the officers who were killed in the line of duty throughout history.

These are somber events as not only officers but surviving family members show up to remember the sacrifice paid by the officer killed and to remind past survivors that we have not forgotten about them. In looking back, I remember an officer who was in my academy class who was killed in our first year on the street. He was chasing a suspect wanted for an armed robbery when he was gunned down. His wife at the time was pregnant with twins. It would be their first children. I got to meet these twin boys at a law enforcement memorial ceremony when they were adults. I got to meet their dad. They never did. As Sheriff I was contacted every year by the brother of an officer killed in the line of duty as the suspect every year after he was eligible, requested to be released on parole. I was asked to write a letter to the parole commission objecting to the cop killer’s release. I reminded the board that the suspect requesting to renew his life was a slap in the face to the surviving family and that while he is alive, the officer was still dead. He has been denied parole every time he made the request. When I hear the phrase second chances, I respond that the officer did not get a second chance. His state is permanent. I have pushed for a federal law that imposes the death penalty for cop killers because most states prohibit such, but I digress.

Every man or women who has put on the uniform has their own personal heartbreaking story about a colleague killed in the line of duty. Every state in the nation has a memorial with the names of their officers who died serving their community. Then there is the law enforcement memorial in Washington DC. I have made the pilgrimage to the national memorial numerous times during police week. It is an overwhelming experience to see so many officers from so many agencies who come to pay tribute to the over twenty thousand names inscribed on the walls of the memorial in Judicary square. Every officer killed in the previous calendar year is added and their families attend. This year 147 new names will be added to the wall. It is a twenty-five percent increase over 2023 when 118 names were added.

This week is an opportunity to show the families that they are not alone in their time of grief. I make it a habit to visit the national shrine not only during law enforcement memorial week but every time I visit Washington DC as a tribute to the sacrifice these officers made serving their communities. Every time I speak before a law enforcement group, I encourage them at some time during their career to go to the nation’s Capital during police memorial week. It is a sobering experience. Those walls talk to you as you stand in the center. Each time I say a prayer and say to myself, that there but for the grace of God go I. Nearly every agency has a name inscribed. Even if they are not from your agency, they are a member of the state brother and sisterhood you live in.

No other profession has a memorial in Washington DC honoring the courage, sacrifice and the service of its members except ours. Think about that. This tribute is mainly for people who served and were killed in wars. Our monument demonstrates how appreciative the public is about the role that policing plays in an orderly society.

So, when we say that we will never forget, it is important to show it to keep this phrase from lacking true meaning. Actions speak louder than words.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of America’s Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

Old School Policing

By: Joel E. Gordon

Old school policing has shaped the way law enforcement works today. For decades, traditional methods kept communities safe and deterred crime through simple yet powerful tactics. These age-old approaches are often seen as the backbone of law enforcement, even as technology and new strategies emerge. Let’s explore the roots of old school policing and how it fits into today’s crime-fighting landscape.

Policing as we know it began in the early 19th century. Cities like London and New York set up the first police departments to maintain order. Back then, crime was dealt with through personal patrols and immediate responses. Society needed police to be visible, so people felt safe and criminals feared getting caught. These early strategies laid the groundwork for modern policing models.

Old school policing focused heavily on physical presence. Officers strolled neighborhoods to watch for trouble. The goal was to be seen, so potential criminals thought twice. Police also used discretion—choosing when to arrest or warn someone based on the situation. Routine patrols were common, and officers relied on their instincts to keep everyone safe.

Two famous models shaped traditional policing. The detective system was used to investigate crimes deeply. Officers became specialists who solved complex cases. Preventive patrols aimed to stop crimes before they happened. These models helped build a police force that focused on crime prevention and investigation, influencing modern practices.

Having officers out on the streets made a big difference. When police cars and officers patrol neighborhoods visibly, crime rates tend to drop. This simple tactic makes criminals think twice because they don’t want to get caught. Many police departments still use this approach today, especially in high-crime areas.

Traditional policing used a mix of actions. Routine patrols, setting up surveillance, and quick response to calls were common. The focus was on stopping crimes before they could happen, making communities feel safer. While reactive measures dealt with crimes after they occurred, proactive tactics aimed to keep trouble from starting.

Old school policing sometimes involves physical force to control situations. Officers use their judgment to decide when force was necessary. For example, an officer might restrain a disorderly person without arresting them. These decisions often depended on the officer’s training and experience, shaping the way policing was carried out.

Visible police patrols have proven effective. Studies show areas with consistent foot or car patrols see fewer crimes like vandalism and theft. The physical presence reassures the public and discourages bad behavior. Many police officers believe that “showing the badge” remains a core part of crime prevention.

Personal interactions matter. When police officers talk with residents regularly, trust builds. These relationships often lead to better cooperation in solving crimes. Communities surrounded by consistent police presence tend to feel safer and more connected.

Traditional methods are straightforward and easy to teach. Officers learned simple procedures like patrolling, arresting, and reporting. During emergencies, clear steps helped officers act fast. This simplicity made training effective and response quick in crucial moments.

Challenges and Criticisms of Traditional Policing

Some communities, especially marginalized groups, felt targeted unfairly. Sometimes, visible policing results in what some perceive to be too many stops and checks. Some neighborhoods feel overwhelmed or unfairly targeted. These can hurt trust and make community members less willing to cooperate with authorities.

Traditional tactics struggle with modern threats like cybercrime or organized crime. They’re designed to combat street-level offenses. When crimes become more sophisticated, old methods sometimes fall short. Many police agencies now combine new tools with classic strategies.

Modern Perspective: Integrating Old School Tactics with Contemporary Approaches

• Data and research now guide many law enforcement decisions. Officers rely on crime stats to focus patrols where trouble is most likely. Traditional methods still fit well with these modern, evidence-driven strategies.

• Today, police focus more on working with communities. Instead of just patrolling, officers join neighborhood meetings and build trust. Combining the personal touch of old school policing with problem-solving helps create safer neighborhoods.

• Modern tools like surveillance cameras and data analytics support traditional patrols. These advancements help officers work more efficiently and stay connected to their communities. The best results come when technology enhances, not replaces, human interaction.

Old school policing remains a vital part of law enforcement today. Its focus on visibility, community trust, and clear procedures can still offer great value. The future of policing depends on balancing tradition with innovation. Real safety comes from seeing police officers out on the streets, building trust, and being adaptable. By combining time-tested strategies with modern tools stronger, safer neighborhoods result. Law enforcement agencies that remember their roots while embracing new methods will best protect and serve their communities.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Quality Of Life Policing -The Sequel

Ever since former New York Police Department police commissioner William Bratton introduced the crime fighting strategy based on the broken windows theory and written about extensively by noted criminologist George Kelling, order maintenance tactics and strategies were at the heart of dramatic crime reductions all across America. Other cities implemented their own version of it.

The theory suggests that minor crimes left unaddressed led to creating an environment that allowed more serious crimes to break out. Most residents are not the victims of violent crimes but everybody sees some form of disorder daily. Residents develop a sense that nobody is addressing things like public urination, public drunkenness, panhandling, turnstile jumping on the subway and street encampments popping up everywhere on sidewalks. A quiet resignation set in where people stopped notifying police about these offenses because police were too busy with serious crime. A big issue at the time was with “squeegee men” who would set up at busy intersections and as traffic stopped, they cleaned a vehicle’s windshield whether the driver wanted it or not. They then asked the driver for payment and if the driver refused, their windshield wipers were damaged. The only way to avoid your car not being damaged was to pay a fee for having their windshield cleaned.

The NYPD wasn’t tending to this extortion nor any of the other quality of life offenses. Then Rudy Guiliani was elected mayor of New York and he hired William Bratton as police commissioner. Things changed with a no-nonsense person leading the NYPD. Along with Jack Maple they put together a crime fighting strategy utilizing computer statistics to track how well things were going. This also made precinct commander accountable for results. Squeegee men and turn style jumpers were the first things they focused on stopping because these were things that everyday New Yorkers could see and were affected by. When people saw the results, they became supportive of this style of policing.

Police commissioners of the NYPD who followed Bratton continued with this strategy. Crime fell precipitously in all categories. New York won several designations as the safest city in America. Then politics crept into this program. Numerous race baiting groups complained that these tactics had a disparate impact and targeted minorities. Never mind that residents in minority neighborhoods were the beneficiary of safer streets and less crime victimization. The police were not targeting people; they were targeting unacceptable social behavior.

The successful bastardization of QOL policing led to its demise over time. A key tactic was not necessarily to make a summary arrest for minor offenses but to issue a summons for a later court date. Most offenders were not going to show up in court and thus a warrant was issued and when the offender was stopped on a field interview contact in the future, an arrest on a warrant could be made. It got the perpetrator of disorder off the street. They were put on notice that their unwanted behavior would no longer be tolerated and it attached consequences.

Bill De Blasio was elected mayor promising to get police to back off of Broken Windows policing and stopping the tactic of stop, question and frisk. The current New York City mayor and a former member of the NYPD did not make attacking crime, violence and disorder a priority after getting elected. That was until now. Eric Adams kept touting crime statistics as proof that the city was safe. Maybe for him it was but New Yorkers are smarter than that. They know a crap sandwich when they see one and surveys were showing that residents did not feel safe. Crime numbers are the wrong metric to use in determining the quality of life in a city. Statistics can be misleading, especially when it comes to major crimes. Most people will go through life never being the victim of a murder, armed robbery or rape. They will however be confronted and frequently by a panhandler, intoxicated street person or somebody mentally ill demonstrating frightening behavior in public spaces. Residents indicate that a sense of chaos has overtaken Gotham City and they want something done about it.

Being up for re-election in 2026, Eric Adams only now wants to do something about it. NYPD Commissioner Jessica Tisch has recently announced the creation of a Quality of Life Division to crack down on low level crime. Adam as said that this initiative would take public safety, “to the next level.” Really? One must ask why he did not make this effort immediately after being sworn in as New York City mayor?

This appears to be election year politicking. There are several other issues that need to be mentioned. I do not think Tisch who previously was the Commissioner of the sanitation department understands order maintenance policing. Commissioner Tisch needs to tell residents where she is going to get the officers from to do a large-scale push to enforce ordinances and go after perpetrators of disorder. My suggestion is for her to read former NYPD Commissioner William Bratton’s book titled Turnaround where he goes in depth explaining how this strategy works. When he became Commissioner, he asked for and received funding to hire 5,000 additional police officers. They went from having 35,000 cops to 40,000. This matters.

Twice I visited Commissioner Bratton, once in New York and once when he was police chief of Los Angeles to see firsthand how the strategy works. I sat with him and picked his brain on how to implement Broken Windows policing. He emphasized that having enough cops matters. He said he had enough officers to throw at any problem that arose. Tisch does not have that luxury as staffing has fallen well below 40,000 and the hiring cannot keep up with officers retiring and resigning. This mass exodus is the result of the beat down officers and agencies have experienced since the George Floyd era. This is no doubt just an initiative in name only designed to get a splash in the media and nothing more. She does not have the proper numbers to dedicate to order maintenance policing.

Another important question is whether Tisch will have buy in from front line officers. Officers today are hesitant to take risks involving low level offenses in this cop hating environment fearing the loss of their career or facing a criminal charge based off of an interaction with somebody mentally ill who might go off from being stopped or someone who decides to fight causing officers to use force to gain compliance. Remember Eric Garner, a career criminal who was confronted by officers for selling loose cigarettes outside a New York bodega? That is a low-level offense. His death sparked outrage and riots over the use of chokeholds as a technique to control someone resisting arrest. One officer lost his job over this incident. He should not have.

This initiative is already facing backlash from community agitators who claim without foundation that police will target minority and low-income people. This Quality of Life division inside the NYPD needs some more work before being rolled out so that some front-line cop is not put in a career ending situation over a minor offense.

Sheriff David A. Clarke Jr. is former Sheriff of Milwaukee Co, Wisconsin, President of Americas Sheriff LLC, President of Rise Up Wisconsin INC, Board member of the Crime Research Center, author of the book Cop Under Fire: Moving Beyond Hashtags of Race Crime and Politics for a Better America. To learn more visit www.americassheriff.com

The Impact of the Sympathetic Nervous System on First Responders

By: Joel E. Gordon

The sympathetic nervous system (SNS) is a branch of the autonomic nervous system that controls involuntary bodily functions in response to stress or perceived danger. It prepares the body for the "fight or flight" response.

I can remember that as a newer driver, before my days of public service, the feeling I experienced upon a sudden obstacle in my vehicle’s path, such as a suddenly darting animal in front of me, would result in a rushed feeling of panic (a brief involuntary instant jumpy feeling along with stomach unrest followed by a weakened letdown, is the best description I can muster).

After many emergency responses and potentially violent encounters, I found that I no longer experienced the aforementioned feeling. This was as a result of burnout from too many adrenaline rushes initiating the sympathetic nervous response over a period of time. I am certain many of you know what I am referring to and although my SNS response has somewhat returned in “retirement” it will never be completely restored.

High stress levels among first responders remain a pressing concern. Studies show that these brave professionals experience chronic stress far more than the general population. This stress response largely involves the sympathetic nervous system (SNS), a critical part of how our bodies react to danger and pressure.

Image Source: https://pixabay.com/photos/depression-anxiety-stress-depressed-3912748/

When the SNS activates, the body prepares for a fight-or-flight response. Heart rate increases, blood pressure rises, and breathing becomes rapid. This physiological reaction is essential in life-threatening situations, allowing first responders to act quickly. However, these states of heightened alertness can become problematic.

Statistics reveal that 30% of first responders experience chronic stress-related health issues, including heart disease and diabetes. Research indicates that first responders are more likely to suffer from stress-related illnesses than their peers.

Acute stress occurs in response to immediate threats, such as responding to an emergency. For instance, a firefighter rushing into a burning building experiences acute stress, spurring quick action. However, chronic stress builds over time, resulting from the constant pressure of the job.

For example, dealing with traumatic incidents repeatedly can overwhelm a first responder's ability to cope. Prolonged SNS activation can lead to severe health problems, such as anxiety and heart issues.

Adrenaline and cortisol are crucial in the body's response to stress. Adrenaline boosts energy while cortisol helps manage stress levels over time. However, prolonged exposure to these hormones can lead to hormonal imbalances, increasing the risk of obesity, diabetes, and cardiovascular problems. Research shows that first responders often have elevated cortisol levels, which can have serious long-term health effects.

Prolonged activation of the SNS is strongly linked to post-traumatic stress disorder (PTSD). Research indicates that 20% to 30% of first responders develop PTSD, often a result of exposure to traumatic events. Experts emphasize the need for greater awareness of how chronic stress affects mental health.

Anxiety and depression are common among first responders. Chronic stress can create a challenging environment where these conditions thrive. For example, a firefighter may experience heightened anxiety after a traumatic call, affecting their personal life and work.

Studies show that nearly 40% of first responders report symptoms of anxiety and depression, highlighting the importance of mental health awareness in this field.

Burnout and compassion fatigue also are significant challenges linked to the SNS. These conditions arise from ongoing stress and emotional exhaustion. Symptoms may include irritability, reduced performance, and detachment from work.

Recognizing these symptoms early can help prevent further decline. Experts suggest coping strategies like setting boundaries and ensuring time for self-care to manage these issues effectively.

Chronic SNS activation is strongly correlated with increased risks of heart disease among first responders. Studies show that first responders are nearly twice as likely to develop heart issues compared to the general population. The stress hormone cortisol can lead to inflammation and other cardiovascular problems.

Stress can also wreak havoc on the digestive system. First responders may face issues like ulcers and irritable bowel syndrome. The link between stress and gastrointestinal problems is well-documented, with research indicating that high-stress jobs increase the likelihood of such health concerns.

Chronic stress can weaken the immune system. This suppression can lead to increased illness rates among first responders. Research shows that they are more susceptible to infections, further complicating their health and recovery.

Mindfulness and meditation can help regulate the SNS response. These practices encourage relaxation and stress reduction. Simple techniques, like focused breathing or guided meditation, can be practiced daily.

Research supports the effectiveness of mindfulness, showing reductions in stress and anxiety levels among participants.

Regular physical activity is vital for managing stress. Exercise releases endorphins, which help boost mood and alleviate stress. First responders can benefit from activities like running, hiking, or team sports. Even a regular walk can significantly reduce stress.

Studies show that those who exercise regularly report lower stress levels and better overall health.

Support networks play a crucial role in mitigating stress. Connecting with colleagues or joining peer support groups can create a sense of belonging and share experiences. Seeking professional help is equally important for those experiencing difficulty managing stress.

Professional therapy offers valuable support for managing stress and PTSD. Techniques like cognitive-behavioral therapy can be particularly beneficial for first responders. Resources are available across the country, providing a pathway to recovery.

Some organizations offer Employee Assistance Programs, which provide confidential support for first responders. These programs can give access to counseling, stress management services, and wellness programs. Utilizing EAPs is a proactive step towards better mental health.

Mental health apps can be accessible tools for support. Options like Headspace or Calm provide guided meditation and mindfulness resources. However, while technology can aid in mental health management, it’s essential to balance its use with personal interactions and professional help.

The impact of the sympathetic nervous system on first responders is profound and multifaceted. Addressing the challenges posed by stress is vital for ensuring their physical and mental well-being. Recognizing symptoms, seeking support, and employing effective coping strategies can significantly enhance health. Prioritizing mental and physical health is not just a personal choice; it’s an essential step towards a healthier community.

Joel E. Gordon, Managing Editor of BLUE Magazine, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com

Decoding Deception: How to Spot Unreliable Statistics

By: Joel E. Gordon

Garbage in, garbage out; the power and peril of numbers exposed…

Statistics hold a unique power in our lives and are often cited in the reporting and evaluation of criminal activity, crime trends, and deployment of available resources. They help us to understand the possible developing trends, make decisions, and inform our beliefs. However, not all numbers tell the truth. Misleading statistics can steer us in the wrong direction, leading to poor choices and misconceptions. Recognizing which statistics are reliable is crucial for informed decision-making.

Numbers can be persuasive. They often come across as objective and factual. In addition to crime tracking, people rely on statistics when making decisions about health, finance, and overall policy. The more convincing the numbers appear, the more likely they are to influence opinions and behaviors.

When statistics are misleading, the consequences can be serious. Misinterpretations can lead to public panic, misguided policies, and lost opportunities. For instance, incorrect health statistics can result in thousands of people avoiding necessary medical treatments.

Understanding the reliability of statistics empowers you to question and analyze information critically. In a world flooded with data, discernment is key. Knowing how to spot unreliable statistics will help you make better decisions.

SOURCE: https://pixabay.com/photos/statistics-arrows-tendency-business-2899893/

Common Methods of Statistical Manipulation:

• Cherry-Picking Data: Presenting Only Favorable Results. One of the most common tricks in the book is cherry-picking data. This means presenting only the statistics that support a particular viewpoint, while ignoring the rest. This has occurred with federal job creation numbers as well as past reported crime statistics with multiple jurisdictions not in the reporting pool.

• Selective Reporting of Clinical Trial Data: In some clinical trials, researchers may emphasize positive results while neglecting negative outcomes. This selective reporting creates a false sense of effectiveness for remedies. When contradictory evidence is left out, the overall understanding of a topic becomes skewed, potentially causing harm to patients relying on treatments that aren’t as effective as presented.

Visual aids can clarify data, but they can also mislead. Charts and graphs can be manipulated to create false impressions.

Biased samples can significantly impact the reliability of statistics. When a sample isn’t representative, the results become questionable. Online polls often attract specific demographics, skewing results. For instance, younger audiences might dominate an online survey, leaving out older perspectives. Check how samples are selected. Random sampling is often more reliable than targeted sampling, which can miss critical groups.

The way data is collected and analyzed matters. Questionable methodologies can lead to flawed conclusions. Surveys with leading questions can push respondents toward specific answers. For example, asking, “How much do you love our product?” assumes a positive response and can skew results. Review the research methods. Look for clear explanations of how data was collected and analyzed. Transparency is key to trustworthiness.

It’s easy to confuse correlation with causation. Just because two things happen together doesn’t mean one causes the other. Example: Ice Cream Sales and Drowning Incidents… An increase in ice cream sales often coincides with rising drowning incidents during summer. However, this doesn’t mean ice cream causes drowning. Both are linked to warmer weather. Be aware of spurious correlations that mislead analysis. Look deeper into the data before concluding that one thing causes or has a connection to another.

Establishing causality requires more than coincidence. It often involves controlled experiments. Controlled experiments isolate variables to assess effects accurately. This method is essential for solid conclusions, especially in medical studies. Always consider confounding variables that could impact results. If not accounted for, they can misrepresent relationships and skew findings.

Knowing where data comes from is crucial. Credible sources provide transparency and reliability. Evaluate the authority of a source by checking the expertise of its contributors. Look for potential biases that could impact objectivity. Not all data sources are reliable. Recognizing questionable presentations is vital for critical evaluation.

Watch out for sensationalist headlines that exaggerate claims. They often distort statistics to attract attention, undermining credibility. Investigate how data is presented. Reliable sources clarify their methodologies and limitations, providing a fuller picture.

Every statistic is based on certain assumptions. Challenge these assumptions to develop a better understanding. Sometimes, analyses make assumptions that aren't clearly stated. Identify these to assess credibility accurately. Look for biases in interpretations. Question whether the data is being used to support a specific agenda.

Don’t take statistics at face value. Cross-reference data to build a clearer picture. Look for inconsistencies across different sources. If something doesn’t add up, seek clarity.

To navigate the world of statistics, develop skills to critically assess data. Learn to spot manipulation and bias. Maintain a healthy skepticism. Always verify information independently to guard against deception. Empower yourself with knowledge. Understanding how to evaluate statistics can protect you against misleading information. Make informed decisions based on solid data and not statistical deception.

Joel E. Gordon, BLUE Magazine’s Editor-in-Chief, is a former Field Training Officer with the Baltimore City Police Department and is a past Chief of Police for the city of Kingwood, West Virginia. He has also served as vice-chair of a multi-jurisdictional regional narcotics task force. An award winning journalist, he is author of the book Still Seeking Justice: One Officer's Story and founded the Facebook group Police Authors Seeking Justice. Look him up at stillseekingjustice.com