Broadway police chief lives his life in uniform, from Marine Corps to law enforcement – WHSV

Report on the Career of Police Chief J.D. Weaver in the Context of Sustainable Development Goals

Fostering Peace, Justice, and Strong Institutions (SDG 16)

The career of J.D. Weaver, Chief of Police for Broadway, Virginia, exemplifies a lifelong commitment to the principles outlined in Sustainable Development Goal 16, which aims to promote peaceful and inclusive societies, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels.

• Early Dedication to Public Service: From a young age, Mr. Weaver demonstrated a clear ambition to serve in institutions dedicated to security and justice, specifically the U.S. Marine Corps and law enforcement.
• Military Foundation: His service in the U.S. Marine Corps provided a foundation of structure, discipline, and core values such as honor, courage, and integrity. This experience shaped his approach to institutional roles.
• Transition to Civilian Justice: Upon transitioning to law enforcement in 1996, Mr. Weaver adapted his military training to a civilian context, recognizing the distinct roles of a “warrior” in the military and a “guardian” in policing. This reflects an understanding of the need for appropriate and accountable security forces within a just society.
• Experience in High-Stakes Environments: During his 22 years with the Washington D.C. Metropolitan Police Department, Mr. Weaver operated at the forefront of major national events that challenged peace and security, including the 9/11 attacks, the D.C. Sniper crisis, and numerous civil protests. His work involved managing complex security situations and responding to high volumes of violent crime, including over 1,000 homicide cases.
• Strengthening Local Institutions: In his current role as Chief of Police, his stated priorities are to operate an office of transparency and build stronger community connections. These actions directly contribute to building accountable and inclusive local institutions, fostering public trust, and strengthening the rule of law.

Promoting Good Health and Well-being (SDG 3)

Mr. Weaver’s career underscores the critical importance of addressing mental health and well-being for personnel in high-stress security and justice professions, a key target of SDG 3.

• Exposure to Trauma: His extensive service exposed him to significant psychological stressors and traumatic events, highlighting the occupational health risks for first responders.
• Personal Coping and Professional Support: While utilizing personal coping strategies like physical exercise, Mr. Weaver acknowledges the necessity of professional mental health support to process trauma and prevent conditions like PTSD. He describes the cumulative effect of trauma as a “box” that can “overflow,” leading to negative outcomes.
• Institutional Policy on Mental Health: As a leader, he has implemented a policy of instructing his officers to seek professional counseling after intense situations. This proactive approach institutionalizes support for mental well-being, contributing to a healthier and more resilient police force.

Advancing Quality Education and Sustainable Communities (SDG 4 & SDG 11)

As Chief of Police in Broadway, Mr. Weaver’s strategic priorities align with the goals of ensuring quality education and creating safe, inclusive, and sustainable communities.

1. Commitment to Lifelong Learning (SDG 4): A top priority is to provide his officers with as many training opportunities as possible. This focus on continuous professional development enhances the capacity and effectiveness of the police force, aligning with SDG 4’s emphasis on quality vocational training and lifelong learning.
2. Building Inclusive and Safe Communities (SDG 11): Mr. Weaver’s objective is not solely enforcement but “reaching the ones that are reachable and trying to make a difference in their life.” This community-oriented philosophy aims to build trust and social cohesion, which are fundamental to creating safe, inclusive, and resilient communities as envisioned by SDG 11.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 16: Peace, Justice and Strong Institutions

  The article is fundamentally centered on the career of a law enforcement officer, whose work directly involves maintaining peace, upholding justice, and contributing to the strength of public institutions. It details experiences with violent crime, riots, and terrorism, and highlights the police chief’s current goals of creating a transparent, well-trained, and community-focused police department. These themes are the core of SDG 16.

• SDG 3: Good Health and Well-being

  The article addresses the significant mental health challenges faced by law enforcement officers and military veterans. It explicitly discusses Post-Traumatic Stress Disorder (PTSD) resulting from exposure to violence and trauma. The police chief’s personal coping mechanisms and his policy of encouraging officers to seek professional help directly connect to the promotion of mental health and well-being.

• SDG 11: Sustainable Cities and Communities

  The article contrasts the high-crime urban environment of Washington D.C., with its “heroin-infested projects” and high homicide rate, against the relative safety of a small town. The chief’s mission to “build stronger connections within the community” and ensure safety is directly related to making communities and human settlements inclusive, safe, and resilient.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. Under SDG 16: Peace, Justice and Strong Institutions
   • Target 16.1: Significantly reduce all forms of violence and related death rates everywhere.

     The article details Chief Weaver’s extensive experience in dealing with extreme violence, including handling “over 1,000 homicides,” responding to gang-related shootings, being present for the 9/11 attack on the Pentagon, and policing numerous riots. His entire career is a direct effort to reduce violence and its consequences.

   • Target 16.6: Develop effective, accountable and transparent institutions at all levels.

     One of Chief Weaver’s stated top priorities is to “operate an office of transparency.” Furthermore, his goal to “provide his officers with as many training opportunities as possible” is a direct measure to build a more effective and capable police force, which is a key public institution.

   • Target 16.7: Ensure responsive, inclusive, participatory and representative decision-making at all levels.

     The chief’s priority to “build stronger connections within the community” reflects this target. By fostering better relationships, the police department can become more responsive to the community’s needs and encourage participatory approaches to public safety.

2. Under SDG 3: Good Health and Well-being
   • Target 3.4: By 2030, reduce by one third premature mortality from non-communicable diseases through prevention and treatment and promote mental health and well-being.

     The article highlights the psychological toll of police work, with Weaver stating, “Help is out there for PTSD, for veterans and police officers.” He acknowledges the danger of unprocessed trauma and now “instructs all of his officers to do the same [seek professional help] after intense situations,” directly promoting mental health treatment and well-being within his department.

3. Under SDG 11: Sustainable Cities and Communities
   • Target 11.7: By 2030, provide universal access to safe, inclusive and accessible, green and public spaces.

     While not about public spaces specifically, the core of this target is community safety. The article contrasts the “war zones on the home front” in Washington D.C. with the relative peace of the Valley. Weaver’s work aims to reduce crime and make his town a safe community where people feel secure, which is a prerequisite for accessing and enjoying public spaces.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• For Target 16.1: The article provides anecdotal data that relates to Indicator 16.1.1 (Number of victims of intentional homicide per 100,000 population). Weaver’s statement that he “had handled over 1,000 homicides” and the description of D.C. as a place where “you’ll have a homicide that night — normal thing” serve as qualitative indicators of the high rate of violence he worked to reduce.
• For Target 16.6: The article implies indicators for measuring institutional effectiveness and accountability. The chief’s goal to “operate an office of transparency” suggests that progress could be measured by public trust surveys or the number of public disclosures. His priority to “provide his officers with as many training opportunities as possible” implies an indicator such as the number of training hours per officer or the implementation of specific training programs (e.g., de-escalation, community policing).
• For Target 3.4: An implied indicator for promoting mental health is the availability and utilization of mental health services for law enforcement personnel. The article mentions that Weaver “occasionally meets with a professional when needed” and, more importantly, “instructs all of his officers to do the same.” Tracking the number of officers who access these services following his instruction would be a direct measure of progress.

4. Summary Table of SDGs, Targets, and Indicators

Source: whsv.com