During the fall of 1991, the county police department began a transition into community policing. Committees were created, several briefing sessions were held with the rank-and-file, and community members were encouraged to assist with the process. A 5-year transition plan was formulated and distributed to all members of the department, both sworn and civilian. In order to assess department employees' understanding of the initiative's philosophy and direction and thus measure the transition plan's effectiveness, the chief of police authorized a community policing attitude survey of all department employees. Overall, the survey responses were positive. Although most employees understood and agreed with the principles of community policing, some reported that it was not viable for the beat officer; nonetheless, their written comments suggest that they are using the concepts of community policing daily. The surveys revealed some problem areas, all of which are being addressed. All executive officers have been given specialized training in management and community policing. Weighted workload analysis has been used to re-evaluate staffing needs and scheduling in specific geographic locations, and each patrol beat has been redrawn to allow for an improved police response. Civilian employees have been given more of a voice in daily operations; and new levels of cooperation and empowerment have allowed the decentralization of the Office of Community Policing.