Defining the Problem

Many police departments in the United States have gained attention with the acquisition
and deployment of military-style weaponry and tactics. These weapons and other military-style
gear have been made available to police departments through the “1033” program which allows
the Department of Defense to distribute surplus equipment to law enforcement agencies. This
equipment is used by police departments to outfit their officers in such a way that these officers
now resemble a military force. This program and the resulting culture of police departments acting
as if they are the military need to be changed. The militarization of American policing causes
public perception issues and fosters an “us against them” attitude with officers who work in these
departments and a “warrior” mentality. (War Comes Home: The Excessive Militarization of
American Police | American Civil Liberties Union, 2014). Militarized police have proven to be
ineffective in decreasing crime and keeping officers safe. The image of police dressed in military
gear gives the public a perception of the police that has weakened the ability of the police to be
trusted by the communities they are intended to serve. Routine usage of police tactics tends to
enhance tensions between the police and marginalized communities. (Militarization of Police Fails
to Enhance Safety, May Harm Police Reputation, 2018).
History
The militarization of the police began with the creation of special weapons and tactics
teams (S.W.A.T.). Chief Daryl Gates wrote in his book Chief: My Life In The L.A.P.D. that after
his experience with the Watts Riots, he wanted a special unit that could handle these types of
situations. In that mindset, he created the nation's first S.W.A.T. team. (Gates & Shah, 1992) In
June 1971, President Nixon declared a “war on drugs,” this language and the military style tactics
used against these offenders created a culture within police agencies that resembled those of the

military. After the terrorist attacks of 9/11, the Bush administration created the “1033” program
that allows state and local police agencies to obtain military weapons and equipment. This program
has furthered the culture of militarism in the nation's police forces.
Interventions
There have been attempts made to reduce or reign in the culture of militarization with
police forces. One such instance was the introduction of community policing. The idea behind
community policing is police and the communities they serve share in responsibility for the safety
of the community. (Bureau of Justice Assistance, 1994). Other attempts have also been made,
including the introduction of H.R. 7199 (116th): Community Policing Act by Congressman Ted
Budd which would have provided funding for de-escalation training and community outreach.
Unfortunately, this bill did not become law.
Who is affected?
The short answer is everyone. All citizens of the United States could be affected by these
policies at some point in time. Whether it is someone whose house is raided by a SWAT team that
has the wrong address or the police officer who has been taught to fear everyone as an enemy
combatant. Officers today are trained that everyone they meet is a potential criminal and that they
need to do whatever it takes “to come home” at the end of their shift. This leads officers to make
life-and-death decisions based on their perceived safety rather than the actual threat that is
presented. (Balko, 2013) For police departments to justify the existence of their paramilitary teams,
many of these teams are deployed for misdemeanor low-level search warrants. Under the guise of
officer safety, these teams create the threat that they are attempting to overcome. Attacking a home
in the middle of the night when people are sleeping and expecting those people to make good

decisions about who is attacking them is causing alarmed homeowners to produce legally owned
self-defense weapons against these officers. This usually does not end well for the officers or the
homeowners.
Support and Resistance
Many of those in Congress have expressed concern over these issues and support for
new legislation could be procured. With the instances that blanket the news these days of
overzealous policing and those who have lost their lives, it could be the right time to start rolling
back the use of military weapons and tactics. Partnerships may be fostered with groups such as
the ACLU, Campaign Zero, the Stand Together Trust, and others. Although some of these
groups have agendas that may not fully align, common ground could be found.
However, there will be pushback from police unions and departments who think this is
the way that they need to police their jurisdictions. But with proper training and removal of
officers who do not meet the criteria or have a mentality that was fostered in the military, we can
begin to take back our police departments to a time when the police were respected and were a
part of the communities they served.
Goal Statement for Demilitarization of the United States Police Forces
This proposal aims to scale back the procurement of heavy-duty military gear that has been
supplied to state and local police forces by the United States Federal Government. The proposal
intends to shift the focus back to a community-oriented style of policing. This could help foster a
positive result in police and community relationships and rebuild trust in law enforcement.
Specific Outcome Objectives

Objective 1:
Reduce the procurement of military-grade weapons purchased by state and local police
forces through the Federal Government’s “1033” program.
 Time frame: Three years
 Involvement: State and Local Police
 Goal: Decreasing the number of military-grade weapons transferred to state and local
police. A 50% reduction of purchases from the 1033 program.
 Accountability: Police department supervisors and local political leaders
Objective 2:
Reduction of the military-style imagery and philosophies of state and local police through
training and department policies.
 Time frame: Two years
 Involvement: State and Local Police
 Goal: reduce the use of military imagery and military philosophies incorporated into
police culture. Removal of military slogans and imagery from t-shirts, stickers, and other items
used during work and affixed to police vehicles.
 Accountability: Changes to police department policies and procedures by local political
leaders and police supervisors
Objective 3:

Training for police officers in community policing, de-escalation tactics, and mental
health awareness.
 Time frame: Two years
 Involvement: State and local police, community colleges, Federal Government
 Goal: A change in police tactics from a law enforcement objective to community
policing and return to the “Protect and serve” style of policing.
 Accountability: Police department officers and supervisors working with community
leaders to affect change.
Participation
Police departments and community leaders can work together to effect real change.
Funding can be provided by lawmakers to enact the training needed. Civil rights groups and
political leaders can monitor the changes to make sure that the implementation of these programs
is in line with the needs of the communities involved. Research can be done by those with an
interest in ensuring that the changes are working.
Conflicts
Police departments may not want to reduce the military gear that they use. This is fostered
by a belief that these weapons and tactics are necessary for worst-case scenarios. Many involved
in the policing of America believe that these weapons and tactics enhance officer safety.
(Militarization of Police Fails to Enhance Safety, May Harm Police Reputation, 2018). Officers
and supervisors intend that due to “today’s climate” these measures are needed to make sure that

the officers have the tools they need to confront terrorism. Others suggest that the gun culture in
the United States requires that police have weapons that are more aggressive than the weapons
they face on the street.
Community groups and NGOs that have an interest in the demilitarization of the police
could use this process for furthering agendas that go beyond the reduction of military weapons.
Some have used the “defunding” movement to further ideological missions. That is not the
intention of this proposal.
The plan
Impact Model
By reducing the use of military gear and the military imagery used by the police, we can
change the “us vs. them” attitude that many police officers have. This attitude towards the public
that the police serve had been fostered by the military-style weapons and tactics that have been
used by police. The training of police has ingrained an attitude that everyone is a criminal and
wishes to harm the police officer. Police training now includes terms such as “hesitation is deadly.”
This is best defined by the term “militarism.” This is a culture of paramilitary style (appearance),
martial language, beliefs, and values. (Kraska, 2007). Beyond the officer, it presents itself in the
organizational language with terms such as command and control centers, elite squads, and
operational patterns designed to look like the military in intelligence, supervision, and war making
philosophies. (Kraska, 2007).
Expectations
Less military gear means fewer intimidating police officers. The visual image of police
officers who look as if they are ready for war is counterproductive and causes more harm than

good. More community policing style police departments can reduce confrontations with the
public, add more trust, and provide a safer community.
With these goals and a comprehensive plan to make communities safer and more
cooperative with law enforcement, we can rally police departments, lawmakers, and the
community to come together to reduce crime, foster trust, and provide a better landscape for
deterring criminal behavior without the community feeling as if they live in a war zone.
S.W.A.T.
The use of S.W.A.T. teams and other military-style tactics has proved to be ineffective. As
reported by NPR, the responses to school shootings by S.W.A.T. teams were too late to provide
any substantial difference in the number of people killed by the shooters. (Diaz, 2022). The teams
arrive after the incident has concluded. Furthermore, when these worst-case scenarios happen,
several different agencies may respond that are all trained differently leading to confusion on the
scene.
S.W.A.T. teams were originally sourced for deployment to major events such as mass
shootings, hostages, and terrorist events. Fortunately, these events are rare, leaving the teams
without any justification. To justify the expenditures, teams are mostly used to serve warrants and
these warrants are increasingly for low-level crimes. (“Special Weapons and Tactics (SWAT),”
2011). This policy proposal intends to reduce the use of these para-military teams to only major
events and felony warrant service.

Identifying the Target Population
The target population would include state and local police agencies that have received and
are known to the communities for excessive use of military-grade equipment and tactics.
Communities that have been disproportionately affected by police militarization can be identified
and resources directed at those departments for intervention. Using studies that have been
previously completed, those departments with an excess of military equipment can be identified
and reports can be made on the necessity of the equipment. For example, Nick Routley of the
Visual Capitalist compiled data on the police departments that have received the most equipment
from 2010 to 2020. (Routley, 2020). These reports can be utilized to determine which states and
departments should receive the most scrutiny.
Defining Program Components
Based on the goals of the program, reducing the militarization of the police, and changing the
battlefield culture of America’s police agencies, several programs should be enacted. Training:
Every officer in each department
 De-escalation Training- Police Officers must be trained in techniques to de-escalate
dangerous situations when appropriate. – 8-hour course.
 Community Policing strategies training. – 8-hour course.

 Appropriate use of military-grade equipment when a situation arises that requires this
equipment. – 8-hour course
 Constitutional Rights. – 40- hour course.
 Training officers’ courses for officers to train in each department.
 New officers can receive updated training in police academies.
Inventory Assessment
Each police department should inventory all military-style weapons received through
programs such as the 1033 program. They should submit this information to the Defense Logistics
Agency (DLA) of the Federal Government. The DLA must then reconcile these inventories with
any known DLA records that may already exist. The DLA should then maintain records of the
disposition of military-style weaponry. This information should be publicly available and updated
quarterly on the DLA website at www.dla.mil.
Implementation
An office should be created within the DLA to monitor and assist in the implementation of
the proposal. This office may be called the DLA Office of Demilitarization (DLAOD). This office
would keep records and ensure compliance with the program. Every police department and law
enforcement agency in the United States should submit an implementation plan for the training
and return or destruction of military-style weapons. This plan should detail how the department
will achieve demilitarization. This would include timelines, milestones, and specific tactics to be
phased out. The DLAOD should conduct regular audits and report those findings to the U.S. Senate
Committee of Homeland Security and Government Affairs for review.
Enforcement

The DLAOD will monitor departments for compliance and will investigate any
discrepancies. The DLAOD will work with departments to ensure that compliance is met. In the
case of repeated non-compliance, the DLAOD with the approval of the Senate will have the
authority to level sanctions against non-compliant departments. These sanctions could include
reduced federal funding, increased frequency of reporting, and removal from any federal programs.
Adjustment
After one year after the implementation of the program. The DLAOD will identify what is
working and what is not working within the program. The DLAOD will accept feedback from
police departments, community leaders, Congress, and any other interested parties. This feedback
will then determine if any adjustments are needed.
Civil Asset Forfeiture (CAF)
One of the causes of the militarization of the police is the law that allows the police to seize
money and property from suspected criminals. This property is seized without the presumption of
innocence. The police may seize this property without a warrant and many times without a
conviction. Much of this money is then used for the purchase of military weapons. (Miller, 2019).
The CAF should be changed to only be allowed when a conviction has been achieved.
Identification of Resources and Cost Projections
Training programs implemented for community policing, de-escalation training,
Constitutional rights, and conflict resolution. The cost associated with training would assume that
all departments in the United States would be required to implement the program. This would
include curriculum design, designating or hiring trainers, facilities, and materials. There are
roughly 18,000 police departments in the United States. (USAFacts, 2021). Estimated at an
average cost of $35,000 for department. Then the total budget would be $63,000,000.
Replacing military style weapons with policing tools designed for accountability and better
results. Phasing out military equipment and replacing it with new and better tools such as body
cameras, less than lethal options, and uniforms, would have a budget of $200,000,000. This is an
estimate that could be revisited after program implementation and assessing the needs of each
department.
Programs such as town hall meetings, community policing, and community participation
would require funding that is estimated to be $300,000,000. This will also need to be redressed
after the needs of each community are known. Funding for monitoring and evaluating the program.
$50,000,000 would cover the cost of systems designed for data collection, analysis, and reporting
of the demilitarization programs. Services for officers during the transition. Including mentorship
for new officers and mental health services when needed. A $100,000,000 investment would be
required for mental health and career support services which may include counseling, mentorship,
training, for officers that may need help adjusting to the new policies.
Administration for the program will require funding and is estimated at $200,000,000. This
would include personnel, supervisors, and directors at the Federal Government level to administer
the program. Total cost estimate for the program is estimated at $913,000,000, over the lifetime of
the program. This budget would need to be reevaluated after the first year and every 5 years after
until completion of the program.
Acquiring or Reallocating Resources

Funding would be acquired through Federal grants allocated for police reforms. Such as
the Department of Justice. (Justice Department Announces $40 Million in Funding to Advance
Community Policing and $5 Million in Funding for the Collaborative Reform Initiative, 2022).
Funds can be acquired through the Congressional budget process. Partnerships with non-profit
organizations that focus on police reform. State and local funding may also be used for the
program. Regular reviews and reallocation of current funds available for the acquisition of military
equipment could be redirected to the program.
Timeline
 Month 1: Acquiring and implementing the offices and staff needed to carry out
the program from central office.
 Months 2-3: Development of training and community outreach programs.
 Months 4-6: Implementation of a pilot program with a select group of officers in a
police department of median size.
 Months 7-9: Assessing the pilot program and making adjustments.
 Months 10-12: Expansion of the program to other departments.
 Year 2: Full implementation of the program and continuous improvement policies
put in place based on feedback from supervisors, officers, and communities.
 Year 5: Comprehensive review of all programs and identification of areas for
improvement. Reevaluation of program to identify any need for changes to the budget
or training.
 Year 10: Evaluation of the need for program central offices with a goal of the

program becoming self-fulfilling by the departments.
Mechanisms of Self-Regulation
There would be a need for reports on the progress being made by officers in the area of
community service. Monthly meetings would be held to update communities and supervisors and
discuss areas of improvement. A conflict resolution committee would be established made up of
officers, supervisors, and community leaders, to address any conflicts that may arise in the
program.
Plan for Long-Term Sustainability
The goal for long-term sustainability of the program would be to incorporate continuous
training for all plan participants to include officers, supervisors, staff, and administrators. Regular
meetings with the community in the form of town halls to establish a pipeline of communication
that provides feedback from the community. Regular reviews of the policy and budgetary needs to
adapt to changes in the program and needs of all participants.
Resistance is anticipated to come from those in the police departments. Some officers and
supervisors are expected to resist the program at first. Some may transition to different
employment options, but the loss of officers is expected to be minimal with a new mindset.
Training will begin with the hiring of new officers at the police academies. This helps to reduce
resistance as officers retire or some terminate their employment.
Policy Proposal: Monitoring the Plan

To ensure that the demilitarization of the United States Police policy proposal is
implemented effectively, it is necessary to evaluate processes. To make sure that policy plans are
carried out in a timely and efficient manner, these are the strategies and mechanisms for monitoring
the plan. It is important to understand the difference between the design of the plan and the actual
real-world implementation.
Monitoring
To determine whether the plan is proceeding as laid out in the policy it is necessary to
monitor the plan’s implementation to identify any shortcomings between the plan’s vison and the
actual operation of the plan in the real world. (N Welsh & W Harris, 2015).
Observational Data
A committee will be designated to monitor implementation and progress of the plan. This
committee will deploy observers to various random locations to work within law enforcement
communities. These teams will be charged with monitoring random law enforcement agencies
within the plans focus to ensure compliance with the plan.
Surveys of Providers and Participants
The teams will conduct surveys within the communities of the law enforcement agencies
being monitored. The teams will gather information on the perceptions of the community, changes
in policy style, discrepancies, and any noticeable changes in police presence.
Interviews of Those Affected by the Program

The teams will conduct interviews with law enforcement officers, supervisors, and
community members, policy makers, and any persons that have initiated police complaints. These
interviews can provide perspective from the people involved on the ground.
Fiscal Monitoring
The oversight committee will, on a quarterly basis, submit fiscal reports to the plan director
of how funds were spent during the implementation of the program. These reports can be adjusted
to meet the needs of the funding agencies requirements. This reporting is necessary to fully comply
with any rules and regulations that the funding agencies may have in place. (N Welsh & W Harris,
2015).
Designate Responsibility to Collect, Store, and Analyze Data
The plan director will designate a team to collect, store and analyze collected data. This
team will report back to the director. The director will then report any findings to interested parties.
These parties may include but are not limited to Congress, funding agencies, interested watchdog
groups, and police departments. (N Welsh & W Harris, 2015).
Developing Information Systems
The information systems used to store and collect data from the monitoring and surveying
the participants and overall success of the program will be necessary. A digital platform will be
created that consists of web-based applications for reporting and gathering analysis of data from
all sources. This will allow all information to be available quickly and in one place. (N Welsh &
W Harris, 2015).

Security measures will be incorporated into the system to ensure privacy and security of
the data and to maintain confidentiality and integrity of the data.
Feedback Mechanisms
The plan administrators will generate regular reports on the findings from the monitoring
activities. They will establish methods for stakeholder engagement and for stakeholders to provide
their feedback. There will also need to be a clear process for adjusting based on the feedback
received. Finally, a clear process will need to be put in place to ensure that the policy not only
aims to demilitarize the police but does this in a way that is responsive to the needs of the police
and the communities they serve.
Conclusion
The implementation of this policy proposal would serve to significantly reduce and work
to eliminate the unnecessary use of military style weaponry. This policy proposal would work to
change the mindset of the officers, supervisors, and administrators of the police from a military
command and control structure to a community policing style force. This would enable the police
to have greater relationships with the communities they serve and establish respect for the law
enforcement profession. The training that the departments will receive in Constitutional law will
better equipe the law enforcement officer to handle the public in such a way as to reduce
unnecessary settlement payouts that have plagued many local government bodies.
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