Aug 17, 2026 Unique Programs Require Unique Supervision

Despite the occasional challenge, law enforcement generally performs well in its core responsibilities: patrol, investigations, and traditional support services. These are the areas in which most employees receive formal training, develop expertise, and build their professional reputations.

Like many law enforcement executives, I have often pursued programs that fall outside the mainstream of traditional police responsibilities. During command assignments at three of the seven agencies where I have served, I developed and managed a variety of unique initiatives. These included adult and Explorer youth surveillance teams (such as high-ground, covert observation details near likely crime locations), graffiti paint-out and community cleanup projects using low-level court-referred offenders, Explorer Scout traffic control at community events, Halloween haunted houses designed to provide a safe alternative to children walking through high-crime neighborhoods, and the use of paid part-time criminal justice students for courthouse security screening.

Although each program presented different challenges, one factor consistently determined its success: the personal and professional qualities of the individual assigned to organize and supervise it.

Selecting the right employee for a conventional assignment is challenging enough. Finding the right person for a unique, often non-budgeted program can be even more difficult. Whether the assignment is full-time or an additional part-time responsibility, the ideal candidate is rarely obvious. Nevertheless, success depends on assigning someone who possesses not only the necessary skills, but also motivation, sound judgment, strong interpersonal abilities, trustworthiness, and genuine enthusiasm for the mission.

The wrong person can do more than reduce a program’s effectiveness—they can damage its credibility and jeopardize its future. In some cases, no assignment is better than the wrong assignment and delaying implementation may be the wisest course. Launching a new program is much like launching a satellite: you may only get one opportunity to get it right.

Fortunately, I experienced far more successes than failures. However, the less successful programs shared a common theme. In some cases, the assigned employee required more supervision than was provided. In others, the individual’s motivation was largely self-serving, such as seeking a more flexible schedule. In one instance, an employee initiated inappropriate relationships that compromised the integrity of the assignment. Looking back, I recognize that these failures resulted from poor personnel selections on my part.

When selecting personnel for unique assignments, I consistently looked for qualities beyond those typically expected. I valued enthusiasm for the program, above-average initiative, creativity, and a willingness to go the extra mile. Most importantly, I wanted individuals who genuinely believed in the program’s purpose and the benefits it could provide to the community.

At the same time, it is important to avoid the “halo effect”—placing too much weight on one attractive characteristic. A radio enthusiast may seem like the obvious choice for a surveillance program, or a Scout leader for a community relations assignment. While those traits may be valuable, they should never outweigh broader qualities such as integrity, sound judgment, leadership, and commitment.

Beyond regular employees, agencies should also consider the use of carefully selected volunteers. Throughout my career, I successfully utilized respected community and business leaders, retired law enforcement officers, and members of the clergy. Properly screened, trained, supervised, and supported, mature volunteers can become invaluable members of unique programs. Of course, issues such as liability, training, and accountability must always be addressed.

One unfortunate reality is that many unique programs are closely tied to the personalities of the executives who create and champion them. As a result, they often survive only as long as they have the support of a particular command officer. New executives naturally bring their own priorities and initiatives. Even when funding continues, resources are often redirected to programs that better align with the new leadership’s philosophy. Don’t take it personally—that’s simply the nature of organizational change.

Some executives believe the safest path is to focus exclusively on traditional law enforcement functions and avoid innovative programs that fall outside the mainstream. I respectfully disagree. I encourage today’s law enforcement leaders to remain open to creative opportunities that make communities safer, provide meaningful opportunities for young people and adults, and leverage resources beyond those available through traditional budgets.

Innovation always carries some risk, but when unique programs are matched with the right people and properly supervised, the rewards can extend far beyond what conventional policing alone can accomplish.