Joe Brann

Strategic Partner

A CDRI strategic partner, Joe Brann is founder and CEO of Joseph Brann & Associates, LLC (also known as JBA), a consulting firm serving public sector clients. JBA provides tailored services to achieve improvements in policing, specializing in management performance and accountability, successful implementation of crime reduction strategies, and the adoption of effective problem solving measures.


Joseph Brann & Associates, CEO, 2001 – present

Founder and CEO of Joseph Brann & Associates (also known as JBA), a consulting firm serving public sector clients, JBA provides tailored services to achieve improvements in policing, specializing in management performance and accountability, successful implementation of crime reduction strategies, and the adoption of effective policies and problem solving measures. Particular emphasis is placed on diagnosing the organizational and community culture so that community policing and community governance solutions developed are suitable to the unique aspects of the particular community. New and evolving best practices, policies, information system technologies and other considerations are evaluated for their ability to improve organizational accountability, crime reduction and public safety goals. The firm also provides monitoring and oversight services related to police reform measures on behalf of federal and state courts and DOJ authorities.

Mr. Brann has served as a special consultant to the California Attorney General in evaluating and monitoring police departments in California and as a Special Master for the Federal Court in Ohio in monitoring police reform efforts in Cincinnati.  Currently he is serving as a member of the monitoring team for the Seattle, WA consent decree; is a consultant to Los Angeles County on Jail Reform efforts; is working with the City of Anaheim on the development of a civilian public safety board/commission; assisting the New Orleans Police Department with the refinement of their performance assessment system and management accountability; and serves as an expert witness on police policies and practices in federal court litigation. He also works with an executive search firm, Teri Black & Company, LLC, on their executive recruitments of Police Chiefs.

PSComm, LLC, Senior Vice President, 1999 – 2001

Served as Senior Vice President with this international public safety consulting firm, working with public sector organizations to address organizational development challenges, policy analysis and the development and application of crime reduction strategies and evolving technologies to improve police performance. The firm was headquartered in the Washington, D.C. metropolitan area.
COPS Office, U.S. Department of Justice, Director, 1994 – 1999

Appointed by President Clinton to serve as the founding Director of this newly created component of the Department of Justice, with responsibility for implementing key elements of the 1994 Crime Act. The COPS Office was the lead agency at the federal level for advancing community policing and administering grant programs to support over 13,000 local and state law enforcement agencies, further “best practices” in the field, and drive research regarding policing strategies and programs. The budget for this program was $9.6 billion.

City of Hayward, CA, Chief of Police,  1989 - 1994

Served as Chief of Police in this ethnically diverse, urban community of approximately 150,000 residents located in the San Francisco Bay area. The Hayward Police Department received national recognition as a model community-policing agency during Chief Brann’s tenure as Police Chief, based on the innovations undertaken and leadership displayed in merging the concepts and philosophy of community policing with problem solving training and strategies. 

City of Santa Ana, CA, Police Officer to Captain, 1969 – 1989
Rose through the ranks and commanded various divisions and bureaus of the agency, including Field Operations, Personnel & Training, Narcotics & Vice, and Management & Budget. Santa Ana is a densely populated and very ethnically diverse community of more than 355,000 residents. The SAPD was one of the earliest pioneers in the community policing movement. Beginning in the 1970’s the SAPD was instrumental in developing innovative organizational strategies and programs that have long been recognized for their effectiveness in changing traditional policing culture and institutionalizing the community policing philosophy.  

Joseph Brann & Associates

Established a consulting practice that provides organizational assessments, conducts performance audits and engages in monitoring reform efforts of police agencies. Services have been provided to several dozen clients serving communities with populations ranging from 1,500 to over 1,000,000. Many of these clients have subsequently retained JBA to assist with the implementation of the recommendations made and in evaluating subsequent organizational progress.

Serve as a subject matter expert on investigations involving allegations of civil rights violations by law enforcement agencies; provide technical expertise related to the development, implementation and evaluation of reform measures and solutions undertaken as a result of such investigations.  

Working with local policymakers and agency executives, JBA stresses the importance of establishing goals and devising meaningful performance measures to evaluate progress in achieving desired outcomes (as opposed to utilizing more traditional measures of police performance that favor and emphasize the measurement of activities rather than results).  

COPS Office, United States Department of Justice

Appointed by President Clinton as the founding Director of a new federal agency within the U. S. Department of Justice. The COPS Office provided funding for the hiring and redeployment of more than 100,000 police officers in over 13,000 law enforcement agencies, launching national strategies to support the adoption and expansion of community policing at the state and local level.

Created a national network of 35 Regional Community Policing Institutes to provide training and promote the sharing of best practices among law enforcement agencies and community partners.

Advocated for and provided funding to support research initiatives, launch new strategies and evaluate programs dealing with critical contemporary policing issues including: Racial Profiling, Police Ethics/Integrity, Youth Firearm Violence, Gangs, Domestic Violence, the Reintegration of Ex-Offenders and initiatives dealing with “Community Justice” and “Restorative Justice” models. 

Pioneered the development and funded the implementation of “3-1-1” in communities across the United States. 3-1-1, a national non-emergency phone number, was established to create improved access to non-emergency public safety and other local government services while reducing demands on the 9-1-1 system.

Hayward, California Police Department

Established a strategic planning process, involving broad-based employee and community participation, which guided the implementation and evolution of HPD's Community Oriented Policing and Problem Solving (COPPS) philosophy.

Implemented a centralized data and information services bureau to support and oversee the installation of a state-of-the-art computer system capable of meeting the department's dispatching, records management and information systems (CAD/RMS/MIS) needs.
Instituted a decentralized patrol (Area Command) system in order to improve police department responsiveness and management accountability at the neighborhood level.
Substantially revised recruitment, hiring and training practices and significantly improved the Department’s ability to attract successful candidates and establish a representative workforce. Many of these personnel strategies involved innovative approaches that have since been widely adopted by other agencies.

Successfully addressed major budget shortages and organizational downsizing by leading the agency through a process to identify alternative funding sources (new fees, grants, and enterprise fund charges) and service delivery strategies (service prioritization, creation of volunteer programs, expanded use of civilians, etc.)

Santa Ana, California Police Department

Chaired the development of SAPD’s "Five Year Plan" to develop long-term organizational strategies to deal with increasing service demands, growth and diversity in the community while also promoting improved collaboration with other governmental agencies.  

Designed, developed and managed a wide array of crime prevention programs that received recognition as national models by the National Crime Prevention Institute, FBI, American Association of Retired Persons, California Department of Justice and Office of Criminal Justice Planning. 

In concert with other local agencies, created a Regional Narcotics Suppression Program that resulted in asset seizures exceeding $100,000,000 in five years and major reductions in street level narcotics activity. This program later served as a model touted by DEA for other regional drug enforcement programs involving federal, state and local agencies.

Implemented personnel and financial practices to correct significant financial and human resource problems associated with disability retirements and worker’s compensation claims. Disability retirements were reduced by 50% annually and industrial injuries by 47%.

Initiated and chaired the development of the California Model Building Security Ordinance. This document was subsequently adopted by the International Conference of Building Officials as Chapter 41 of the Uniform Building Code and has contributed to significant reductions in burglaries and thefts across the country.     

Master of Public Administration - University of Southern California
Bachelor of Arts in Criminal Justice - California State University, Fullerton
Graduate, FBI National Academy, 144th Session


2012    Brann, J.E. “Asking the Tough Questions”, American Policing in 2022: Essays on the Future of a Profession, COPS Office, USDOJ.

2004    Campbell, J.,  J. Brann, D. Williams. “Officers-Per-1,000 and Other Policing Myths: A Leadership Model for Better Police Resource Management”, Public Management, ICMA.
1999    Brann, J.E., J. Travis. Measuring What Matters: Proceedings from the Policy Research Institute Meeting. NIJ & COPS Office, USDOJ.
1997    Brann, J.E., “COPS: Partnerships With Communities”, Law Enforcement in a Free Society, Vol. II, No. 4, USIA
1997    Brann, J.E., J. Travis. “Police Integrity: Public Service With Honor”, NIJ & COPS Office, USDOJ.
1992    Brann, J.E., S. Wallace. “COPPS: The Transformation of Police Organizations”, Community Oriented Policing and Problem Solving. California Attorney General’s Crime Prevention Center.
1992    Brann, J.E., C. Calhoun, Paul Wallace. “A Change in Policing Philosophy”, Community Oriented Policing and Problem Solving. California Attorney General’s Crime Prevention Center.
National Advisory Board Member, Community Safety Initiative, Local Improvement Support Corporation
Member, International Association of Chiefs of Police (IACP)
Member, Police Executive Research Forum (PERF)
Former Ex-Officio Member – U.S. Attorney General’s National Advisory Committee on Domestic Violence
Former Member – Advisory Committee for the Federal Law Enforcement Training Center, Glencoe, GA
Past President and Member, Alameda County Police Chiefs’ and Sheriff’s Association
Former Member, International City/County Management Association and Advisory Board Member, Community Policing Task Force
Former Member, California Attorney General's Advisory Committee on Community Oriented Policing and Problem Solving (COPPS)
Recipient of the “New Pioneer” Award, National Association of Drug Court Professionals, 2000
Honored as the “1998 Person of the Year” by Law Enforcement News for the creation of 3-1-1, the national non-emergency public safety phone number

Distinguished Alumni Award (1998) – California State University, Fullerton

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Palos Verdes Peninsula, CA 90274
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