NYPD'S APPL PROGRAM: A NEW PARTNERSHIP By Anthony M. Voelker Chief of Organized Crime Control New York City Police Department "A man claiming to represent a reputable delivery service appeared at the office of a theater service group and asked to collect COD charges for a package addressed to a well-known actress. The organization's alert security supervisor told the man to come back later for payment, and when he returned, the police arrested him for perpetrating a delivery scam. (The package contained only an empty box.) The Special Frauds Squad of the New York Police Department (NYPD) had received 20 complaints of these COD cases, with losses averaging from $100 to $500." "A security guard observed a scam in progress. The victim was shown an envelope containing individually wrapped coins. A physician's name, phone number, and address were on the envelope. The victim was asked to call the "doctor," who said there was a reward for the coins. The coins were sold to the victim, who soon discovered that they were worthless. The security guard observing this scam called local detectives, who arrested the suspect. The team had operated in midtown for about 18 months. This systematic, ongoing conduct amounted to a "scheme to defraud," and a felony charge and conviction followed." "In 1985, women were being attacked in elevators and staircases of office buildings. In just over a month, the suspect raped and robbed nine women. The case generated intense media coverage, and as the police attempted to identify the suspect, a former NYPD detective, employed as a security agent for a large corporation, realized that the assailant's modus operandi fit that of a rapist he had previously arrested. Local detectives pulled the case file to show the suspect's picture to the victims, and the `midtown rapist' was positively identified and arrested." The common denominator in these incidents was the quick, professional action taken by private security personnel who had systems in place to notify local police when they observed unusual activity. Were it not for their quick actions, these cases would probably remain unsolved. AN UNTAPPED RESOURCE IS RECOGNIZED In the past decade, both law enforcement and private security professionals have arrived at the same conclusion: The police cannot provide all the protection and enforcement necessary to maintain safe and orderly communities. There are increasingly fewer police resources to handle an ever-increasing demand for services. For example, in New York City in 1989, there were 8.3 million calls to the emergency 911 number. The Hallcrest Report, (1) which gives the results of a 30-month research project on the respective roles of private security and public law enforcement, highlighted a growing phenomenon: While the private security sector is continually growing in size, public law enforcement remains stable, at best, and in some areas, is being reduced. The report estimated that in 1990, private security expenditures will reach $22 billion (a figure recently revised to $26 billion) and will involve almost 700,000 guards, investigators, and other private security employees. By comparison, outlays for local, State, and Federal law enforcement will be under $14 billion, with approximately 600,000 personnel. These facts underscore the tremendous importance of a stronger alliance between the New York City Police Department (NYPD) and the private security community. There have been many long-standing informal relationships between public law enforcement officers and private security officers, often only on an investigation or incident basis. However, only recently have department officials tapped this valuable resource. THE APPL PROGRAM In November 1985, the NYPD commissioner met with four former NYPD chiefs, who had become leaders in the private security community, to discuss ways of increasing the extent of collaboration between the groups. The end result was the Police-Private Security Liaison Committee. This committee, in turn, formed the Area Police-Private Security Liaison Program (APPL). Because APPL operated in Manhattan's central business district, the initial operation was aptly named "Midtown APPL." The lifeblood of the Midtown APPL program is the close working relationship between local police officers and private security personnel. The police keep security directors informed about local crime trends and patterns, wanted persons, and lost or stolen property. This information, often initially received from the private security sector, is then passed on by the security directors to their corporate networks. In return, private security directors inform the police of internal crimes, share their knowledge of plant/personnel protection, and advise the police of other relevant on-site observations. The APPL program encourages personal contact, at each level of the chain of command, between the police and private security. Police commanders and security directors meet monthly on a formal basis, and more frequently on an informal basis, to discuss mutual concerns. In addition, police supervisors and officers interact on a daily basis with security supervisors and guards. By doing this, each gains a better understanding of the others' roles, functions, problems, and goals. In addition to the monthly meetings, quarterly regional meetings are held on a division level (combining several precincts) between managers in both public and private security. These meetings give managers an opportunity to discuss current situations and share their expertise. Presentations by guest speakers are made at these quarterly meetings on topics such as drugs in the workplace, sexual harassment, emergency medical responses, and how to deal with suspicious packages and devices. Virtually anything that will enhance performance is deemed an appropriate subject for lectures and discussions. BRIDGING THE GAP Deep-rooted negative feelings can hinder a successful merger between police and private security. For years, police officers viewed private security officers as little more than uneducated, ill-trained guards assigned to watch buildings and construction sites. Private security officers, in turn, rejected police authority because they resented being treated as less than professional law enforcement officers. To bridge this credibility gap, the APPL program began as an effort to inform the police community about the key role that private security plays in our society and the level of professionalism to which this industry and its members have risen. To illustrate, NYPD Police Academy administrators revised its training curriculum to include a private security awareness discussion for incoming recruits. Police officers, supervisors, and middle managers received the same information through regular inservice training, pre-promotion training, and workshops. In addition, as part of the executive development program (for the rank of captain and above), the department arranged for panel discussions with high-level private security executives who retired from the department at the chief level. With the same objectives in mind--improved understanding and respect--groups of police officers and supervisors on patrol have been invited to visit private security organizations. They meet with security directors and managers to discuss common street occurrences and problems and to get a close-up view of security facilities, technology, and internal procedures. In yet another effort to maintain open lines of communication, the department published a registry of private security organizations to provide members of both police and security units with the means for direct contact. This allowed members of the department and private security to exchange information, locate experts, or give details of incidents observed that would help APPL members perform their duties more effectively. This registry also serves as a mailing list to disseminate information bulletins and wanted posters to APPL members on a regular basis. These bulletins and posters contain suspect descriptions, sketches or photos of wanted persons or property, and details of methods being employed by local criminals. Many of these posters and bulletins have led to the arrest of locally active criminals, including the three cited in the beginning of this article. The APPL program also includes a course taught by instructors at the police academy that is specially designed to meet the needs of private security first-line supervisors. The 1-day course features basic police science and social science subjects, as well as a description of the legal responsibilities of private security. When they complete the course, the private security supervisors share the information with their subordinates. In the last 3 years, more than 450 security supervisors have attended the class, and all have attested to the usefulness of the training when they make security decisions. EXPANSION OF APPL When the APPL program was first implemented, it was limited to the central business district in Manhattan. The initial Midtown APPL program has since grown from a dedicated group of 30 private security associations in three patrol precincts to four programs located throughout the city. The program now includes more than 350 private security organizations that employ over 12,000 security personnel in more than 500 buildings. Current plans are to establish an APPL program in every part of the city that has private security organizations. Until that time, each precinct commander is encouraged to establish working relationships with private security personnel working within their areas. APPL'S KEY INGREDIENTS After 4 years, considerable progress has been made in bridging the credibility and trust gap between public and private policing and in encouraging a spirit of cooperation. This could not, however, have been accomplished if it were not for a blending of key ingredients. First, the enthusiastic support of department officials and influential members of the private security community provided a substantial foundation upon which to build this program. The constant attention, direction, commitment, and unfailing involvement of these two factions set a positive tone and encouraged both action and change. Second, the face-to-face contact between police and security personnel forced initial dialogue, and formalized networking resulted in a recognition of each other's problems and needs. With accurate information came better understanding, which led to more productive relationships. Finally, there is the requirement that police managers submit regular reports to the commissioner on their involvement with the private security sector. These reports include current cooperative efforts and the results of new initiatives that encourage police commanders to interact with private security. CONCLUSION There is no question that the public benefits when an alliance is forged between public law enforcement and private security agencies. Initial feedback strongly suggests that the APPL program has the NYPD moving in the right direction. Distrust seems to be waning, and acceptance of private security's place in law enforcement appears improved. The efforts of APPL participants have borne the fruits of improved understanding and greater tolerance of each other's roles and needs within the scope of the law. FOOTNOTE (1) William C. Cunningham and Todd H. Taylor, Private Security and Police in America: The Hallcrest Report (Chancellor Press: 1985).  Downloaded From P-80 International Information Systems 304-744-2253