Executive Governance Series #7 Body-worn camera programs generate a significant amount of information. Agencies track reviews completed, audits conducted, policies followed, and requirements met. These measures provide useful information. However, activity alone does not demonstrate effective governance. A program can complete thousands of reviews and maintain high completion rates while still lacking the structure necessary to understand whether those activities are producin

Executive Governance Series | Article 6 A body-worn camera program produces a significant amount of information every day. Supervisors review incidents, personnel responsibilities are evaluated, concerns are documented, and individual decisions are made. The ability of an agency to govern its body-worn camera program depends on whether leadership can see, understand, and act on information that extends beyond individual reviews. Leadership visibility is the connection between

Executive Governance Series | Article 5 Most supervisory body-worn camera reviews end exactly where they should. A supervisor reviews the video, documents observations, provides coaching if necessary, and closes the review. That is the usual outcome, but what happens if the supervisor identifies some aspect of the video that requires them to “escalate” the issue beyond the routine review process? In governance terms, "escalation" means formally elevating information, decisio

Executive Governance Series | Article 4 Most law enforcement agencies have established supervisory review processes for body-worn camera footage. The task looks something like this: Supervisors review videos They evaluate officer performance They identify coaching opportunities They document policy compliance They determine whether issues require additional attention Those responsibilities are essential and part of an effective program. Leadership Scenario A patrol supervisor

Executive Governance Series | Article 3 Most law enforcement leaders expect supervisory review to identify policy violations, training needs, or performance concerns. Those expectations are reasonable, but they are also incomplete. Leadership Scenario A patrol lieutenant receives three supervisory reviews completed during the same week. The first consists of two sentences. The second contains nearly two pages of detailed observations. The third simply states, "Video reviewed.

Executive Governance Series | Article 2 Imagine two supervisors independently reviewing body-worn camera recordings of the following incident: An officer conducts a nighttime traffic stop on a vehicle with expired registration. During the stop, the officer: Advises dispatch of the stop but does not immediately provide the vehicle license plate. Positions the patrol vehicle at a slight angle behind the violator. Approaches on the driver's side. Does not use a flashlight while

Executive Governance Series | Article 1 Over the past several articles, I have focused on the foundational principles of body-worn camera governance. Those articles examined topics such as documentation, leadership visibility, governance ownership, consistency, escalation, supervisory review, scalability, and governance readiness. Together, they shared a common message: effective body-worn camera programs depend on more than policy, technology, or training. They depend on gov