Under the leadership of Chief Lynch and with the approval of MSU President Samuel L. Stanley Jr., MD, the focus and structure of the MSU Police and Public Safety Department has been adjusted to better represent the priorities of the Spartan community. The reorganization took effect July 1 and places more emphasis on community engagement, diversity, equity and inclusion, relationship violence and sexual misconduct, professional standards and integrity. public, and behavioral support services. As Chief of Staff, Green is responsible for accreditation, internal affairs, recruiting, budget, finance, human resources and strategic planning. In addition, Green will oversee DCI’s initiatives, including programming, training and education.
“I’m an alumnus,” says Green. “I did my graduate studies here at the School of Criminal Justice. I have always hoped to reconnect with MSU at some point in my career, and have always been interested in university policing. One of the reasons I returned to graduate school was that I loved the opportunity to be surrounded by different ideas and social identities and different understandings of the historical basis of things and how they work. It was just a natural fit. It is an opportunity to grow and make more use of the skills that I came from a municipal environment and to transfer them to a university environment. “
What will your role be? What are you going to do?
“One of the things I love about my role is that it’s fluid,” Green continues. “Understanding and taking advantage of what the university has to offer has been essential for me. And in particular, one of the key documents that I was able to analyze early on when I started here in July was the excellent work of MSU’s strategic plan 2030 and its DCI plan, the plan and the inclusion recommendation. and equity in diversity. So this has been the key for me because we have been charged with making sure that the DCI is a fundamental part of our police and public safety service. Making sure we align ourselves as a police service with the mission of the university is going to be key.
One of Green’s priorities is to work on departmental accreditation, which he says “gives us the opportunity to review and analyze the department to determine and adopt and implement our best practices. And accreditation gives us an annual review process, so we’re constantly reviewing these policies and procedures. And this is something that I have learned throughout my history in the police force, whatever the current policy is, it is going to change somewhere down the road. So we must constantly engage and learn what is best for our university.
“Interacting with our community is vitally important. Every day, our police officers try to interact with our community in a way that builds trust and legitimizes our police service. We’re trying to build on a great culture that historically has done a great job. We’re trying to take it to the next level and make sure we create a system of accountability and build on our community. We also leverage the resources of the university. There are some brilliant people at this university, and we want to make sure that they have the opportunity to engage with us and have a voice. As we build them and incorporate them into our training, policies, and supervisory leadership training, we want to make sure they play a critical role in this regard.
“And that includes a lot of the training our agents need to take to understand a diverse community. We have to make sure that we have multicultural competence in relation to our police officers. They need to understand as well as possible the social identities and differences within our community. We can do that and be very transparent about it, which can help legitimize our police and public security service. “
What are the challenges in achieving some of your goals and the opportunities in achieving some of them as well?
“I am very optimistic,” says Green. “Learning some of the inner workings of the university was essential in understanding how the strategic plan was developed, what was its basis and how we move forward. I have listened, read and understood what our values are as a university. And when you look at the strategic plan, you can almost substitute the word police for the word university. I think the university’s strategic plan was the key. There are huge opportunities and metrics we can use to show that we are making progress on this foundational piece of establishing the DCI in everything we do and becoming the great police service that we have been and continue to be. to be.
Chief Lynch talks about the Police and Public Safety Advisory Committee he formed and describes the SafeMSU application.
“It’s a great committee because I wanted to be inclusive,” says Lynch. “One of the main reasons this committee exists is to hear from our community directly and regularly and not just in the event of a critical incident or when allegations are made. It’s a regular conversation. It also provides ownership. You heard Daryl mention the university’s strategic plan. Our department is also in the process of creating a strategic plan, and this committee will have a regular voice on this. So as we develop the plan, they will actively participate in it. We will hear directly from our community on a regular basis. It gives our community ownership and responsibility. He lets them in. There is nothing behind the curtain that they will not be exposed to. They can be the perfect intermediary between our department and the MSU community.
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