At the October 1996 International Association of Chiefs of Police conference in Phoenix, Arizona, the Fairfax County Police Department's New Hire Mentoring Program was recognized as a model for law enforcement. Police Department staff participated as panel members in a "Mentoring for Diversity" workshop which various police administrators attended to obtain specific information regarding the mechanics of our program and assessing our success since its inception.

In 1995 the department took a critical look at our overall recruiting, hiring and training strategies. A more global approach was taken in analyzing the process as a whole concept rather than incrementally. We discovered that in spite of innovative recruiting efforts and offering employment to highly qualified candidates, the retention rate during the subsequent training phase was disturbing because many recruits were unable to successfully complete the basic academy course.

A work group was developed for the purpose of exploring the integration of a mentoring program as an integral component of the recruiting, hiring and training process. The work group was comprised of a diverse group of employees with a variety of experiences and backgrounds. The work group focused on creating a system where veteran officers, trained in mentoring skills, would be paired with new employees for the purpose of introducing and "anchoring" them to the department. By incorporating the mentoring component prior to the basic academy course, many of the concerns and potential distractions are addressed and eliminated in order to help recruits focus on their upcoming training.

Mentors are the most important part of a successful mentoring program. They are veteran officers who have a strong desire to participate in the process and they are recognized by their peers as positive role models. Mentors do not receive additional compensation for their participation in the program; however, each derives a strong sense of pride because they believe they are "giving back" and are instrumental in creating the future pool of good police officers in the department.

There must be a clear distinction between the roles of mentor, academy staff and field training instructors. Mentors ensure that the introduction of the new hire to the department is a positive experience. They provide support, familiarize the new hires with the department, and encourage the new hires to focus on their upcoming academy training and strive for successful completion of it.

At the inception of the mentoring program it was viewed by some within the department as a "touchy-feely" program and there was reluctance to dismiss the "sink or swim" mentality. The reality is that the cost to recruit, hire and train a new Fairfax County police officer is approximately $40,000. Colonel Scott supported the mentoring program not only because it created a supportive environment which was more conducive to retaining employees, but also, more importantly, because he recognized that the department's inability to retain employees placed a significant strain on financial resources and diminished the ability to maintain adequate staffing levels, resulting in a decrease in service to the community.

In conclusion, the strength of the mentoring program is due in large part to the dedication of the officers who serve in the role of mentor.