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The Administration of Chief Timothy R. Bellamy

A native of Whiteville, NC, Timothy R. Bellamy joined the Greensboro Police Department in 1983 as a patrol officer and he advanced through the ranks to become Assistant Chief of Police in 2003. He was appointed as interim Chief of Police upon the resignation of Chief David A. Wray in January 2006 and then appointed Chief of Police in 2007. He served in that position until he retired from the force on July 31, 2010.

Bellamy's major objective focused on the restoration of public confidence in the Greensboro Police Department by “Policing for Greensboro Communities.” In the process, he eliminated the Special Investigations Division (SID) and replaced it with the Criminal Intelligence Squad (CIS). CIS responsibilities included gathering, analyzing, and disseminating intelligence data related to subversive groups and other groups or individuals involved in criminal enterprise. The creation of the Center City Resource Team provided police services to the downtown area including vehicle (i.e. bike and Segway) and foot patrols during the afternoon and evening hours. The Center City Resource Team was also responsible for providing proactive and crime prevention activities throughout other areas of the division in an effort to reduce criminal activity, and address residents' complaints and quality of life issues.

In 2008, the City contracted with Carroll Buracker & Associates to produce the Police Management and Staffing Study. The group did a thorough analysis of the department and provided 226 recommendations on how to improve services to the public and enhance internal operations. In many cases, recommendations – such as take-home vehicles, were not feasible given the budget climate. Others had no direct impact on budget or operations because it had already been implemented. For example, “install vehicle locators on cars utilized for patrol services” was already in place at the time of publication, and therefore required no additional action. The remaining recommendations were evaluated based on their true relevance for operational needs and were either implemented or rejected with approval by the City Manager.