Mission statement

The Minneapolis Police Department is committed to providing quality and professional service in partnership with all communities to continue to advance the City's safety, growth and viability. The department is committed to excellence through the development, accountability and support of its employees to achieve their full potential.

Our people

MPD organization chart showing titles as of August 2021

Programs and divisions

Purpose and context

The Investigations Bureau is largely comprised of units that perform follow up investigations, evidence collection, and response to violent crime in the City of Minneapolis. Sworn and civilian employees in a variety of units perform essential functions to the operation of the department such as crime scene response, collecting and reviewing evidence, investigating and presenting criminal cases to the Hennepin County Attorney’s Office for prosecution, and providing expert testimony in court. Other units perform proactive investigations aimed at the reduction of violent crime.

Timely, professional, and procedurally just service to the victims of crime is essential to maintain trust and legitimacy within the community. Effective investigations directly impact public safety by locating and apprehending those who are committing violent crime in our community. The community and public are served by holding those responsible accountable as well as providing an avenue for justice for the victims. This has a direct impact on public trust and police legitimacy. Additionally, the Investigations Bureau performs outreach, service, and multi-stakeholder collaboration for our most vulnerable victim populations. This would include children, victims of intimate partner violence, victims of sexual assault and human trafficking, juvenile services, and communities disproportionately affected by violence.

Services provided

The Investigations Bureau is comprised of three divisions;

  • Special Crimes Investigations Division
  • Violent Crimes Investigations Division
  • Forensics Division

The Special Crimes Investigations Division is comprised of units that serve some of our most vulnerable populations. Several of these units investigate crimes such as domestic abuse, child abuse, sexual assault, human trafficking, financial exploitation of vulnerable adults, missing juveniles, and juvenile crimes. Additionally, the division participates in many multi-jurisdictional partnerships and initiatives that strive to improve services and responses to victims. The Sex Crimes Unit and Domestic Assault Unit have embedded victim advocates who work in partnership with investigators and embedded County and City Attorneys. Investigators from the Domestic Assault Unit work out of the Domestic Abuse Service Center and partner with the Hennepin County Attorney’s Office to provide victim centered and trauma informed services. The MPD’s U-Visa program is operated out of the Special Crimes Investigations Division. The Minneapolis Police Department accepts U-Visa applications from individuals who may qualify for a U-Visa as crime victims under federal guidelines. The U-Visa program fosters positive relationships between the MPD and immigrant communities, and it offers assistance to vulnerable immigrant victims who come forward, report criminal activities, and are helpful in the detection, investigation, prosecution, conviction, and/or sentencing of a violent offender.

Juvenile Investigations operates out of this division The Juvenile Diversion Program partners with the Minneapolis City Attorney’s Office to identify and divert juvenile offenders out of the criminal justice system and into restorative justice alternatives.

The Violent Crimes Investigations Division consists of units that are largely responsible with the investigation and response to violent crime as well as proactive investigative units tasked with the focus of reducing violent crime. The division is responsible for investigating and presenting for prosecution the major crimes of Homicide, Robbery and Assault. The Gun Investigation Unit and Violent Crimes Investigation Team works in conjunction with the city’s Office of Violence Prevention as part of the MPD’s participation in the Group Violence Intervention program. The Group Violence Intervention is designed to reduce street-group involved violence and homicide. A partnership of law enforcement, community members, and social service providers directly engages the small and active number of people involved in violent street groups and delivers a credible moral message against violence, prior notice about the consequences of further violence, and a genuine offer of help for those who want it. Additionally, units collaborate with our Federal partners such as the FBI and ATF in task force operations to proactively address and investigate violent crime and weapons investigations.

The Strategic Operations Division is a Hybrid Division comprised of plainclothes investigators, uniformed patrol officers and civilian analysts. Investigations are conducted using data, sources of information and forensics evidence related to the National Integrated Ballistics Information Network (NIBIN), to focus on those individuals or groups that are believed to be participating in gun related crimes within the City of Minneapolis or that have a nexus to the City of Minneapolis. Minneapolis PD Investigators work in close collaboration with other law enforcement agencies to ensure investigations have the most impact and ultimately present criminal investigations to the most appropriate State or Federal prosecuting office. Originally budgeted in the Investigations Bureau, the Division has been redeployed to the Patrol Bureau.

The Forensics Division operates a nationally accredited Crime Lab and provides 24-hour response to crime scenes for evidence documentation, recovery, and analysis. The Field Operations Unit responds to crime scenes to examine, document, process, and collect evidence at the scene and in the lab. The Computer Forensics Unit retrieves and analyzes data on digital devices, assists with search warrants and subpoenas regarding internet and phone service providers, and conducts proactive investigations related to child victimization. The unit participates in the Minnesota Internet Crimes Against Children Task Force and the Minnesota Cyber Crimes Task Force. The Firearms and Toolmarks Unit examines firearm and toolmark evidence, as well as maintaining the Integrated Ballistic Identification System (IBIS). IBIS utilizes gun-specific information to link crime scenes and firearms evidence. The Forensic Garage Unit examines, and processes vehicles and other large items related to a crime. Firearm examiners work closely with the National Integrated Ballistic Information Network (NIBIN). The use of the technology/evidence assists in deploying resources more effectively in our mission to impact gun violence. The Video Forensics Unit responds to scenes to help identify and recover video. Unit members examine video for evidentiary content and liaise with investigators, providing images, timelines, and audio analysis. Crime Lab personnel also maintain the AFIS computer system, which provides access to fingerprint databases.

Race equity impacts

Crime statistics compiled by the MPD have shown that violent crime adversely impacts geographic areas that are predominantly populated by persons of color. Additionally, crime victimization statistics show that persons of color are disproportionately represented as victims of violent crime. The employees of this bureau directly interact with and serve members of the underserved communities that are victims of violent crimes. The U-Visa program helps to serve the immigrant and refugee community and develop trust with vulnerable victims of violent crime. Our participation in the Group Violence Intervention program helps to direct resources and focus to group violence, which disproportionally affects young men of color within our community.

The deployment of our resources, with input from the communities we serve, will help build the MPD’s capacity to provide professional service to all groups, including BIPOC, low-income and marginalized communities.

Purpose and context

The purpose of the Patrol Bureau is to supply patrol personnel, civilian staff and investigators to five police precincts located throughout Minneapolis, with the purpose of providing emergency response to criminal activity and to be responsive to 911 calls and community needs for safety and security. Each precinct provides patrol support to a different geographic area of the city. These dedicated employees provide exceptional and equitable customer service to all. In additional to officers responding to 911 calls for service on neighborhood beats, a variety of other services are provided by each precinct. In 2020, these services include: precinct level investigations for property-related crimes, a Community Response Team that investigates localized crime issues and narcotics investigations, and Co-Responders who focus on serving the immediate needs of citizens in crisis.

The bulk of the Patrol Bureau is comprised of patrol officers and their supervisors. The Patrol Bureau contributes to the police department’s values of Trust, Accountability, and Professional Service as its officers respond to a wide variety of 911 calls each day. Community members have a voice in all situations, so they can share their ideas, observations and concerns with officers, while officers remain neutral in their work efforts, supporting a respectful relationship between officers and those they serve. The goal is to create an environment of trust to further support the common goal of a safe community for everyone.

Public safety is a critical need for all communities. Residents, business owners, employees and visitors benefit from having a law enforcement agency. Safety allows for people to successfully live, work and play. It is of a critical need that the patrol bureau can be responsive to the needs of the community. Accessibility to the community in which they serve is of a critical nature. Allowing community to express their questions and concerns allows for further dialogue as to how best to resolve crime patterns within the city. Civilian staff allow us the opportunity to expand our outreach deeper into the neighborhoods.

Services provided

In addition to the primary role of 911 call response and neighborhood beat patrols, there are several unique units that are part of the Patrol Bureau. They each perform duties within their assigned precincts to enhance safety for Minneapolis, providing an opportunity for engagement that does not always exist for the patrol officers responding to calls for service.

While the units are described below, it is important to note that due to the reduction of personnel because of an unexpected increase in attrition, personnel in some of these unique units have or are expected to be redeployed to other duties such as 911 response. Examples of the impact of staff reductions include the following:

  • Reduction of shift strength, resulting in increased response times
  • Reduced ability to investigate livability investigations, property crimes, flexible assignments
  • Reduction or elimination of precinct CRT Units in order to maintain 911 response staffing
  • Elimination of neighborhood beats in order to maintain 911 response staffing

Each precinct has dedicated investigators assigned to a Property Crimes Unit. These units are tasked with investigating the largest volume of crimes in the city, which are property crimes. Due to the volume of thefts and burglaries, the Property Crimes detectives have significant contact with victims of crime. In addition to investigating thefts and burglaries, they also investigate cases of damage to property and missing persons. These investigators rely on communications with crime victims and witnesses to aid in their case investigations. Property Crimes investigators work closely with Precinct civilian staff to aid in their investigations; Crime Analysts are good resources for the case investigations. Due to the decrease in staffing, the number of Property Crimes investigators within the Precincts has been reduced to approximately two per precinct, which has reduced their investigative capacity significantly.

The Community Response Teams are an additional investigative unit. They are a resource to community stakeholders who are experiencing unique crimes that require case investigation at the precinct level. Having these investigative teams is of benefit to the Precinct Inspectors and the community served. CRT is available to respond quickly to the Precinct Inspectors and can modify their work based on stakeholder needs, crime analysis findings and community complaints. Their work is efficient and tactical based on the complaints brought forward by the community. By monitoring the needs of the community, meeting with stakeholders and developing strategies, they can address matters in a timely manner. CRT frequently addresses complaints from neighbors and businesses about illegal drug sales. The CRT Teams also actively partner with and collaborate with the Gun Investigations Unit in details focused on addressing violent and gun related crimes.

The CRT team serves the community by working collaboratively to address identified issues in the neighborhoods. CRT has developed relationships with social service agencies that operate within the various precincts. During their investigations, team members provide information to supportive agencies who can be of assistance. Without the benefits of these precinct level investigative units, property crimes cases would likely move to a secondary investigation over violent crimes. Although violent crimes are far more dangerous, create a stigma and fear in neighborhoods and attract a lot of attention, property crimes impact far more victims due to the volume of these crimes in comparison to violent crimes. All communities deserve to have access to precinct level investigative teams who are dedicated to collaborating with community and precinct staff to resolve crime issues. Historically, each precinct was staffed with a dedicated Community Response Team. Due to the significant department wide reduction in available staff, the number of CRT Units was reduced to two, and the remaining personnel were reallocated to core services in 911 response and investigations. The two remaining CRT Units have taken on city-wide responsibility, which has reduced their capacity to address the individual concerns in each of the five precincts.

Strategic Operations Division handles investigations into firearms and weapons related offenses, as well as providing proactive enforcement focused on gun violence within the community. Investigators within the unit handle in custody investigations as well as proactively seeking out the perpetrators of violent crime through evidence, intelligence, and analysis. The unit partners with other local, state, and federal agencies to provide focused and data driven proactive enforcement and investigations. This division also partners and coordinates with the two Community Response Teams to conduct proactive focused enforcement details to address gun violence and emergent patterns of violent crime. This unit is crucial to addressing gun violence within the community, which is experiencing a 21% increase of gunshot would victims in comparison to 2020, and a two-year increase of 116%.

Crime Analysts, civilian staff, monitor a variety of resources to track crime patterns within the precincts and provide analysis related to crime trends and data. They work closely with those within the precinct and MPD to monitor what is occurring regarding past, current and future crime trends. Crime Analysts process vast amounts of data that is used not only to direct the operations of the division but also provide information on existing and emerging crime trends. Data sets are analyzed using a plethora of computer software systems to include but not limited to: ARC GISpro, Tableau, Cognos, PIMS, and many other. Some specific projects they are involved with include MSTAT, Weekly shoot review and yearly crime reporting to the FBI. By monitoring reported crimes and 911 calls, they can assist with directing geographic patrol efforts and support investigations in the work they do each day. Weekly meetings and communication with the patrol supervisors/officers, aids in effectively managing precinct resources to have the most impact on crime patterns.

The Mounted Patrol Unit falls under the First Precinct in Downtown Minneapolis. The Mounted Patrol provides service and support to all five police precincts. Most of the Mounted Patrol personnel are assigned full time elsewhere within the police department. Their Mounted Patrol assignment is a secondary position within the department. The mission is primarily achieved by providing highly visible officer presence in neighborhoods that have experienced increased criminal activity and by providing crowd management for special events and weekend activities associated with late night entertainment. The increased visibility provided to officers on horseback is a strong benefit of the Mounted Patrol enforcement, especially important due to reduced staffing. Mounted officers are also more visible in the community both as a crime deterrent and the increased visibility encourages youth and adults to engage with the horses and officers, enhancing community trust through countless positive public interactions. Having increased time and opportunity to engage with community members outside of an emergency or safety complaint allows for uninterrupted communication and development of relationships. The Mounted Patrol Unit is an invaluable asset and public relations tool for the city of Minneapolis.

The Bicycle Rapid Response Team (BRRT) also is assigned under the First Precinct. Similarly, most of its members are assigned on a part time basis. The BRRT provides a highly visible and extremely mobile response to a variety of situations throughout the city. Officers on bicycles also have a unique role within the department to act as ambassadors for the city. Their response to emergencies as well as participation in various events gives them the opportunity to positively engage with community from a more interactive approach. BRRT members are instrumental in leading groups of citizens safely through city streets, whether as part of large-scale celebrations or to support demonstrations. The flexible nature of this group, both with mobility and skillset makes them an invaluable team for the Patrol Bureau.

Due to the nature of Minnesota weather, these teams do not generally operate year around for the safety of the personnel as well as for the community.

In 2020, Patrol Beats were staffed in all five precincts. Beat officers facilitate relationship building between officers and the community through face to face interaction and effective communication while responding to and resolving neighborhood crime issues and livability needs. Beat officers enhance the ability to work collaboratively with neighborhoods and businesses. Problem solving, relationship building, and flexibility are key to the success of beat officers. Beat officers are assigned to geographic areas. Their unique role on the department allows them ownership of their beats. They are directly connected to the area business leaders and communities. They provide a sense of connectivity between themselves, neighbors, visitors and businesses. Beat officers are a familiar face for the community, they understand the resources available and can work effectively in partnership with existing community assets to connect those who are vulnerable with needed support. Due to the decrease in staffing, the MPD is no longer able to support Beat Officers within the Precincts and they have been redeployed to 911 response core services.

In 2020, Neighborhood Coordination Officers (NCO) were staffed in the Third Precinct. They are a variation on a beat, with a focus on assisting neighbors and businesses with problems in their community. They provide exceptional and equitable customer service to everyone in the community. NCOs focus on finding solutions that are fair to all persons involved, resolving complex situations the community is experiencing. They can transform matters that are having a negative impact on the community into a positive outcome for all. NCO’s are accessible to the community via cell phone, e-mail or in person. They have the capability to respond more thoroughly to complicated situations that may take more time to resolve than a 911 responder can provide. They have the time, expertise and critical thinking to deliver exceptional service and have the resources and relationships built throughout the city to resolve a multitude of issues that arise. Due to attrition, the MPD is no longer able to support Beat Officers within the Precincts and they have been redeployed to 911 response core services.

Race equity impacts

The race equity impacts of police work can be significant. Within the Patrol Bureau, we generally have limited control over the people we serve. When the 911 call is placed, we respond to the need. In recent years we have had more training and education about what the needs are and how past traumas are incredibly impactful on those we serve. The work of the Patrol Bureau is far reaching and leaves an impression on those we meet during our day. Consciously acknowledging the historical trauma and impacts of our work should always be a consideration when responding to emergencies and working to resolve crime patterns and community concerns. Listening to community members and not only hearing what they are expressing but reacting to their needs is key. Whether in responding to a 911 call, visiting with local business employees and customers, meeting with residents at a community event, or taking phone calls at the desk, we should always be engaged in learning more from those we serve.

So many Patrol Bureau functions have a unique way of touching lives. Patrol officers work well with the residents they serve. Beat officers are known by name and the community asks for more of them. Residents feel heard when relationships are built and know their voices mean something. The neighborhoods are racially and culturally diverse and now more than ever we are experiencing tremendous population growth among so many vast immigrant cultures. Hiring more officers who reflect all our culturally diverse communities is a tremendous opportunity for our agency to grow, giving the police community an opportunity to become as diverse as those we serve. By the very nature of their work, beat officers can build relationships and have a better understanding and unique awareness of the issues affecting and services benefiting communities where they work.

Racial and economic inequities experienced by Minneapolis residents, business owners and other stakeholders could be addressed by the re-allocation of police resources within the city. However, the Patrol Bureau personnel are currently distributed by a variety of factors, including the volume of 911 calls received and crimes reported. Many high-call areas of the city are lower income communities and communities of color. With additional resources, more officers could be distributed to the areas most impacted by crime. Adding police personnel to areas with a higher concentration of crime would allow for more time spent on 911 calls. With the ever-increasing volume in 911 calls, a growing population and community concerns about safety, adequate precinct staffing would be key to building and maintain trust with the community. We need officers to respond to residents in need without long delays and we need officers to be able to take enough time during each call to listen, understand the situation and provide professional service. Demonstrating care and concern takes time, attention and commitment to those we serve. Preserving the various unique positions within the Patrol Bureau will advance the mission of the police department by prioritizing community outreach and collaboration. These same positions carry out the City’s goal of safety, vitality and growth as well as to support neighborhood stability, growth and economic development.

As part of the REIA process, community engagement seems the likeliest way for the Patrol Bureau to ensure racial equity occurs within the work we do each day. Listening and considering alternatives to how we accomplish various aspects of the job are possible with every encounter we have on the job. Utilizing our skill sets and training and taking the time to hear what is being communicated to us, will make a difference. Beat officers, Neighborhood Coordination Officers, Mounted Patrol, and Bicycle Rapid Response Team are just a few ways to use the specialized skills and talents that are ever present within the Patrol Bureau. Going above and beyond to keep the community safe is the goal and commitment to service engagement helps us to achieve it.

Purpose and context

The MPD Special Operations and Intelligence Division performs a variety of critical tasks in order to investigate crimes, protect the safety of our community, and respond to any and all significant incidents and acts of terrorism that may occur in Minneapolis.

Strategic Information Center: The Strategic Information Center (SIC) provides real- and near-time time criminal intelligence information to patrol and investigations. SIC enhances officer safety, protects the lives and property of the citizens of Minneapolis, and aids in the arrest and prosecution of offenders by using criminal intelligence and information gathering. SIC consists of a mixture of both sworn and non-sworn staff.

The SIC’s role in providing criminal intelligence and information is administered through the department’s values of Trust, Accountability, and Professional Service. The SIC respects the privacy and civil rights of its citizens. All staff is trained on local state and federal laws governing collection of criminal intelligence and there are policies and checks in place to assure compliance. SIC operates in a professional and ethical manner as it relates obtaining and disseminating intelligence and information. SIC also serves as a conduit for all incoming and outgoing information on the threat of terrorism with the State of MN and Federal Government and the FBI.

Citizens of Minneapolis, visitors, business owners, and officers all benefit from the criminal intelligence and information developed and disseminated by the SIC. Intelligence and information developed allows the department to focus investigations on those individuals and/or areas that have the most adverse impact on public safety in Minneapolis. Intelligence provided has solved numerous criminal cases including most recently playing a key role in identifying a serial rapist who had been targeting the City of Minneapolis for the past several years.

K9 Unit: The primary mission of the K9 Unit is public safety serving as a support and primary action unit, responding directly to 911 calls as a primary response squad when necessary. K9 teams locate search subjects (people, items, evidence, explosives and narcotics). K9 provides dignitary protection as well as mass gathering security and threat mitigation. Patrol and Investigative officers benefit from the existence and function of the K9 Unit regularly locates suspects and evidence, allowing for successful arrests and investigations.

Bomb Squad: The Bomb Squad provides maximum safety for both the general public and bomb technician, providing professional response to bomb disposal and/or hazardous explosive materials. The Bomb Squad examines suspicious packages, suspected vehicle borne improvised explosive devices and renders safe and/or remove suspected improvised explosive devices, incendiary devices, explosives, explosive chemicals, pyrotechnics and ammunition. The Bomb Squad mitigates chemical, biological, radiological and nuclear materials incidents.

The Bomb Squad is also one of four accredited Bomb Squad response teams dispatched by the Minnesota State Duty Officer to out-state Minnesota or contacted directly by MN law enforcement agencies for render safe procedures outside the City of Minneapolis.

SWAT: SWAT provides enhanced tactical response capabilities during high-risk incidents. The MPD values the sanctity of life and the dignity of all people and is committed to a highly trained & highly skilled police SWAT team that substantially reduces the risk of injury or loss of life to suspects, police officers, and citizens during high-risk calls, crisis response, and critical incidents. A professionally managed and coordinated “team” response to high-risk incidents significantly increases the successful resolution and desirable outcomes.

Special Events/Dignitary Protection/Police Reserve: TheSpecial Events/ Dignitary Protection/ and Police Reserves unit has three different functions, each with the primary coordinated effort to provide enhanced public safety, security, and increased police visibility during special events and visits from governmental dignitaries requiring protection details. Some examples include, but are not limited to; city festivals, block parties and community events; POTUS visits; and extra Police Reserve patrol on the Nicollet Mall.

Services provided

The SIC provides intelligence and information gathering and monitoring all threats to the City of Minneapolis and analysis of intelligence and information and analysis on complex criminal investigations. Intelligence and information is disseminated to investigators throughout the department and is critical for community and dignitary protection. SIC provides real time monitoring of the city’s Public Safety Camera System for continual public safety .and participates on the FBI Joint Terrorism Task Force for the regional and national safety of all. Due to the reduction of staff, it is even more imperative that we leverage technology enabling the MPD to recognize crime patterns and trends to address public safety concerns.

The K9 Unit’s primary function is locating people and items by regularly conducting tracking for suspects who have fled from officers as well as dangerous felons who are failing to comply with orders to surrender. Statistics demonstrate that suspects usually surrender and submit to arrest due to the presence of a K9. K9 teams provide security and threat mitigation for mass gatherings and provide EOD sweeps for all major sporting events in Minneapolis, Concerts, Rallies and other large public events and smaller community events and presentations. K9 teams regularly assist the U.S. Secret Service for dignitary protection and threat mitigation and have provided security for Heads of State, Cabinet members, sitting and former Presidents and First Ladies as well as other high-profile visitors to Minneapolis.

Bomb technicians are trained and proficient in rendering safe and/or removing suspected improvised explosive devices, incendiary devices, explosives, explosive chemicals, pyrotechnics and ammunition and conducting bomb sweeps of critical infrastructure, special events/venues throughout the city for the safety of residents and dignitaries. The unit conducts investigations of bombing crime scenes, collects evidence, and provides courtroom testimony. Participation on dignitary protection details is critical as is community awareness and safety programs for community public and private agencies community engagement at special events.

The SWAT Team provides tactical support and response for the MPD and other law enforcement agencies when tactical response capabilities to incidents exceeding the capability and/or capacity of primary first responders and investigative units. SWAT staffs a Warrant Team. This team executes high-risk warrants upon request from investigation units and is available to respond city-wide to high-risk incident or hostile event. SWAT also to conducts control operations utilizing less lethal weapons and munitions. Crisis Negotiators are routinely called out during crisis response to people threatening to commit suicide. The Technical Team staffs and operates the Mobile Command Vehicle (MC1) and is often requested to provide a command and control platform at various special events throughout the city.

The MPD SWAT Team may be utilized in the following situations:

  • Hostage Situations
  • Barricaded Situations
  • Active Shooter/Hostile Events
  • Apprehension
  • High Risk Warrant Service
  • Crisis Negotiations/Jumpers (individuals in crisis)
  • Crowd/Protest Control
  • Personal Protection
  • Counter Terrorism/Terrorism Response
  • Special Assignments

The Special Events/Dignitary Protection/Police Reserve unit provides the following services:

Special Events: Processes permits to repurpose public streets, right of ways, and open spaces for an event, This involves attending weekly Block Events Special Events (BESE) meetings with other stakeholders, working directly working with permit applicants, conduction reconnaissance and developing tentative public safety requirements & plans related to approved permits, working collaboratively with lead off-duty police officers if required by the permit, working with MPD and precinct command staff to coordinate public safety services and MPD staff when necessary.

Dignitary Protection: Liaise with other law enforcement partners, such as the US Secret Service, US Capital Police, and US State Department officials regarding dignitary protection requests and security details. Coordinates POTUS and VPOTUS motorcades in the city of Minneapolis.

Police Reserves: Provides Police oversight and supervision to the Minneapolis Police Reserve, working closely with the Police Reserve leadership team. Plans and helps coordinate training for reserve officers. Police Reserve Officers provide the following services: Traffic & crowd management at special events, directed Patrol, area security operations at significant crime scenes, and community engagement initiatives. In 2019, Police Reserve Officers gave 6,000 volunteer hours.

Race equity impacts

Through Procedural Justice Training, K9, Bomb technicians and SWAT personnel are trained on the importance of giving voice, making neutral decisions, respectful treatment, and gaining trust. The goal is increased legitimacy, increased compliance, and increased public safety.

When gathering, collecting, and disseminating intelligence and information possible unintended consequences towards all communities must be considered. Information gathered and disseminated is in response to reported crimes and involve officer safety information, arrest bulletins, or intelligence on illegal activities.

SIC gathers criminal intelligence and information in an attempt to prevent and stop crimes from occurring and is careful to preface all information and intelligence issued, noting whether the intelligence constitutes arrest authority or not, and assures that the information includes a high level of specificity on persons and locations to assure fair, accurate and equitable enforcement for the appropriate response level and resources needed to help solve community issues.

The K9 unit as a citywide unit is a benefit in that officers partake in is engagement and interaction with diverse communities through community events. It is important that K9 Officers continue to patrol and have direct personal knowledge of each of the Precincts, the residents who live there as well as the Officers and investigators who have a vested interest in each area of the city. The community interaction and education the K9 officers engage in helps to tear down barriers and build trust within the community we serve. Having open dialog and introducing the dogs to the public have been effective at breaking down barriers, creating equity and building lasting relationships that include the critical factor of trust.

MPD Special Events works closely with diverse communities and organizations to help them get through the permitting process and requirements facilitating community building events.

MPD Special Events and Police Reserve personnel engage with diverse groups and individuals during the course of their work which often highly visible and rewarding for both the officers and community. The Police Reserve are a diverse group of volunteers from the city’s diverse communities and backgrounds. The MPD Reserve Program is a diverse pool of potential future sworn MPD officers and a recruitment tool.

Purpose and context

The Professional Standards Bureau and the Administration of the Minneapolis Police Department (MPD) oversees the administration, Internal and professional aspects of the Department. The Professional Standards Bureau consists of the Leadership and Organizational Development Division (Training and Hiring Units), Business and Technology Unit, Research and Policy Development, Administrative Services Bureau and the Internal Affairs Unit. Administration includes the Chief of Police, Assistant Chief, and MPD Financial Opeations. These units cover the following aspects of the MPD:

  • Determines how to best leverage the various programs and resources to address needs and emerging public safety issues
  • Continues professional accreditation and licensure of the employees of the MPD
  • Ensures the integrity, accountability and professional services within the MPD
  • Ensures the efficient use of financial resources
  • Maintains the technology of the MPD
  • Maintains the fleet used by MPD
  • Training of both new employees and current employees
  • Development of MPD employees for future roles
  • Quality Assurance of programs and items used by MPD
  • Investigation of complaints made against MPD employees

The City of Minneapolis benefits from the efforts of these bureaus in four ways. First, we provide first-rate training for our employees to maintain high qualities of professionalism. Proactive programs such as Health and Wellness training for our employees has helped them gain a better understanding of how Nutrition, Fitness, Sleep, Mindfulness and Stress are all factors in their overall health. Better understanding of these factors gives our employees better knowledge of the effects these factors can have on their body. Secondly, we provide our officers with modern technology for a more efficient work product and better interaction with the community. Technology such as our new Record Management System (RMS), PIMS or our use of Body Worn Cameras (BWC). Third, we ensure the efficient and effective use of both internal and external resources. Third, we enhance our accountability to the citizens of Minneapolis by ensuring thorough investigations into citizen complaints or addressing the quality assurance of our employee’s effective use of the BWC. Responsiveness to complaints and ensuring our employees quality give accountability to the citizens we serve.

Services provided

The Professional Standards Bureau and Administration Is in alignment with Chief Arradondo’s vision of providing Trust, Accountability, and Professional service to the Citizens of Minneapolis. Crisis Intervention Training (CIT) and Integrating Management of Police and Crisis Training (IMPACTS) help officers bridge the gap between reducing the use of force and learning de-escalation techniques to lessen harm to citizens while focusing on the Chief’s vision of Sanctity of Life. Our employees are held accountable to the citizens of Minneapolis by ensuring that they adhere to the policies and procedures of the MPD. We also assist with the Development of employees for future roles within the MPD. Both our New Supervisor Orientation and Officer Leadership Development course have used the lens of Chief Arradondo’ s vision to help prepare the future leaders of the MPD. Our training unit provides contemporary training to ensure both our new employees and current employees meet required licensure standards set by the Minnesota Board of Peace Officer Standards and Training (POST). Some examples of this training include POST mandated learning objectives such as use of force trainings and Emergency Vehicle Operations training. Another part of Administration is Research and Development (R & D). R & D continues to ensure that our policies are updated to meet any changes in law, review and address changes in outdated polices and address any changes/or enact new policy as directed by the Chief.

The Professional Standards Bureau is pivotal in spearheading transformational change, cultural competency, developing and implementing effective training, developing new staffing models to improve resource utilization, and implementing new policies and procedures. It is important to maintain its resources enabling personnel to execute necessary change.

Race equity impacts

The Professional Standards Bureau and Administration has become more understanding of the Respect to Racial Equity. We have incorporated this understanding in several areas. We have formed a relationship with the local NAACP chapter. This relationship will see NAACP leaders interact with our new employees by meeting them, talking to them and gaining a better understanding of our training. The rollout of our RMS, PIMS has helped us track crime with more in depth knowledge and data. With the assistance of the Strategic Analysis unit this information has given us better insight as to where to better deploy resources to assist with crime or problem areas which can help specific communities address specific issues. Our IAU partnership with the Office of Police Conduct and Review (OPCR) is a civilian based oversight process which gives options to citizens for complaint investigation. This in turn can give BIPOC the option to have complaints investigated by a civilian agency through the city of Minneapolis.

2022 Mayor's Recommended change items

Police Department - Core Service Rebuilding

Program: Multiple

Fund: General Fund

FTEs: 13.0

Proposal detail and background

The Mayor recommends $5,494,000 for the MPD in 2022. Because of significant sworn staff reductions due to disability/medical separations combined with limited capacity for hiring/training sworn staff, the MPD is unable to fill the sworn positions frozen in August 2020. The MPD requests that funding that would have gone to replenishing staffing be used as listed below. All items on the list are items that have been deferred due to current economics, necessary for security, or would improve officer knowledge/performance.

  • Fill civilian positions frozen in August 2020, $1,335,000
  • Supplies and Equipment, $600,000*
  • FTO Training and FTO incentive pay, $400,000
  • Crime Lab and Specialty Unit Training, $300,000
  • Reserve for Law Enforcement Assistance in 2022, one-time, $1,500,000
  • Workforce Director conversion deferred from 2020, one-time, $250,000
  • Overtime, one-time, $1,110,000

Total, $5,494,000

*Includes various items for all units including special computers to review video evidence, forensic equipment and supplies, interagency training, Property & Evidence shelving, emergency lights for unmarked vehicles, flip light devices, iPads (to record data at crime scenes), Camera Kits, Mobile Search Robot, and other.

Major American cities saw over a 30% increase in homicides in 2020 / and 2021 appears to be following a similar trend. As of May 17th, Minneapolis homicides were almost double for the same time over 2020 and violent crime was up 13.5% over the same period. In Minneapolis, gunshot wound victims have increased by 161% year over year for the first 20 weeks in 2021 (74 to 187) while 911 response staffing (Patrol: Lieutenant, Sergeant, Officer) has decreased from 478 in April 2020 to 317 in May 2021. Increasing crime trends coupled with a significant reduction in staffing has exacerbated the loss of civilian personnel, desperately needed to fill support roles allowing the sworn staff to try to meet the basic requirements of public safety. Quite simply, not only does the MPD struggle with answering 911 calls, the MPD struggles with providing analysis and information, performing basic administrative functions, meeting forensic needs to support investigations and strategic policing, and other crucial functions within the Department.

During 2020, the MPD reduced supply and small equipment expenses and cancelled specialized training and related travel costs due to economic conditions related to the pandemic. Through a combination of deferred purchases, use of inventory, reductions and placing trainings on hold, the MPD has been able to meet operational needs while staying within the 2020 revised MPD budget. We are now at a point where deferring certain expenses is no longer a viable option and it is impacting productivity and the ability to fully function most critically in Forensics and Investigations.

Field Training Officers (FTO) are experienced or senior officers responsible for the on-the-job patrol/street training and evaluation of recently graduated Cadets or Recruits. It requires demonstrated professionalism, extra time, leadership capacity, patience, attention to detail, excellent communication skills, and other abilities. With recent reductions in our workforce, the MPD has lost many long time FTOs. With the additional hiring and training of Recruits/Cadets through 2023, it is necessary to replace and expand the number of FTO officers in the Department as they are a critical component of our training of new hires. Additionally, the MPD recognizes it is necessary to raise the standard and expectations of the FTO program. The MPD requests funding to expand the program, improve the training program to qualify as an FTO, and to provide incentive for the extra time and expectations for those officers who are able to successfully complete the training to become an FTO.

The MPD has seen a significant reduction in active law enforcement personnel in 2020 and 2021 due to higher than anticipated attrition and leaves resulting in difficulty in meeting the public safety needs of the City.  The lengthy lead time needed for hiring and training new recruits, and recent increased crime trends have aggravated the situation. The MPD has determined the need for the deployment of additional law enforcement resources to enhance its current capabilities. While overtime will alleviate some of the excess capacity it is insufficient to meet the needs of public safety in Minneapolis.

The MPD developed Workforce Director (WFD), intellectual property for scheduling and timekeeping used by the MPD, over 15 years ago. In 2019, the IT Governance Committee directed the MPD to dismantle WFD due to end of life issues and excessive cost needed to rebuild they system. During the pandemic, this project was put on hold. Support for the program has been transferred from outside consultants to City IT, but funds were not provided to support IT. Additionally, MPD will incur software costs, estimated to be about $200,000 to replace the system. MPD is in a precarious position as WFD is used for a variety of essential tasks including a very complex scheduling system, timekeeping, and other record keeping.

Description of the change

Funding for small equipment, supplies and specialize training would resume in 2022. Most of these expenses center around Investigations and Forensics and includes training in specialized fields that allow our Forensic Scientists to maintain their skills, certifications, and ability to keep current with new technology and crime trends. Additionally, we see significant value in collaboration with other law enforcement agencies within the State to address rising crime. Additional funds would be used to develop collaborative agency training to address crime trends and other proactive policing methods.

The MPD is revising the program to train FTOs to better prepare them for training new officers. $100,000 is recommended to provide funding for improved training, using outside consultants to help with program content, assess training needs, help design delivery and measurements, and to teach skills on how to deliver high-impact training. The Professional Standards Bureau is responsible for developing the program. The MPD plans to have a staff of approximately 125 FTO’s to meet the needs of the Department in the coming years. The remaining funding, approximately $300,000, will be used to provide incentive to officers to become FTOs and to help compensate for the additional commitment. There will be a strict selection process to qualify for the program and work and performance will be evaluated to continue as an FTO.

To meet the public safety needs of the Community, the MPD will work with other local law enforcement agencies to augment current staffing with personnel and specific details from other agencies in both Patrol and Investigations. Funding will cover payroll costs related to public safety in Minneapolis incurred by the other agencies. Use of personnel will be determined by the MPD.

With significant help from IT, the MPD will be evaluating needs and reviewing options to replace Workforce Director starting the last quarter of 2021 and into the first half of 2022. Complete system conversion will likely take slightly over 1 year. Ideally, the MPD will be on the same system as the City but the complexity of the MPD scheduling needs may require a different system. Full integration, lacking under the current systems, is a primary goal of any system chosen. MPD will begin by determining Department needs, posting a Request for Proposal, reviewing proposals, interviewing and peer research, followed by implementation. All funding will go towards IT support and software purchase/integration.

Equity impacts and results

This specific request impacts the entire population served by the MPD. However, residents of neighborhoods with elevated level of crimes are more impacted by the decrease in available resources.

People of color are disproportionately more likely to be victims of violent crime and account for the highest percentage of victims of gunshot wounds citywide (87%). As of May 17th, Minneapolis homicides were almost double for the same time over 2020 and violent crime was up 13.5% for the same period over 2020. 73% of gun related incidents occur within 13% of the City. In Minneapolis, gunshot wound victims have increased by 161% year over year for the first 20 weeks in 2021 (74 to 187) while 911 response staffing (Patrol: Lieutenant, Sergeant, Officer) has decreased from 478 in April 2020 to 317 in May 2021 and Investigator staffing has declined from 201 to 143 from 2020 to 2021. The decrease in staff has resulted in fewer proactive investigations resulting in fewer guns being recovered (decrease of 22% between 2020 and 2021).

The highest concentration of both violent crime and shots fired occur in the two precincts with the most diverse communities in the City, Precinct 3 in South Minneapolis, and Precinct 4 in North Minneapolis. Together, these two precincts account for 61% of the City's violent crime incident totals and 75% of the City's total homicide victims. Thus, the highest concentration of violent crimes occurs in the City's most diverse areas. These are also the people most impacted by the pandemic.

Additional sworn staffing and overtime would enable the MPD to place sworn personnel more strategically in Patrol and Investigations increasing resources to those areas and communities most impacted by crime.

Implementation of the listed requests will result in improved MPD operations through civilian hiring rebuild of necessary supplies, mitigates the impact of significant decrease in sworn FTEs to meet the public safety needs of the Community, protects personnel and property, continues uninterrupted transparency and investigatory evidence with in-squad camera technology, and reinstated, expanded and enhanced training.

Police Department - Wellness Program

Program: Administration and Professional Standards

Fund: General Fund

FTEs: 1.0

Proposal detail and background

The Mayor recommends $473,000 of ongoing funds to develop and implement a comprehensive wellness program and staff it with a Wellness Director (1.0 FTE).

Research consistently concludes that law enforcement officers are at a higher risk of experiencing posttraumatic stress and depression than individuals in other profession due to a variety of factors, including immediate and dramatic situational changes, maintaining a state of alertness for extended periods of time, long hours, physical danger, and the stresses of dealing with other’s personal crises. These factors have serious effects on the mental well-being and physical health of officers, and directly impacts job performance, department costs, and community interaction. To deal with these challenges, individuals can resort to inappropriate methods of handling stress, including inflicting anger on others, alcohol and/or drug use, and other negative behaviors that impact relationships and job performance. Various law enforcement agencies have established strong wellness programs, many of which were precipitated by significant and negative events by their officers including criminal misconduct, significant increases in Post-Traumatic Stress Syndrome cases, and suicide. In many cases departments discovered that officers under investigation have experienced major challenges that had gone unaddressed.

Fitness and wellness programs provide many benefits, including a decrease in anxiety and depression, increased ability to handle stress, increased alertness and productivity, reductions in absenteeism and healthcare costs, and the ability to deal rationally with others. In Minnesota, disability retirements for both physical and psychological injuries were 128 in 2009-2012 and 240 in 2017-2019. From 2020 to present, MPD has incurred 278 departures from the department, impacting the Department’s ability to meet the public safety needs of the Community, incurring millions of dollars in Worker’s Compensation-related costs, and facing over $8,000,000 of additional hiring and training costs to replace personnel. Liability claims are an additional and significant cost that can be prevented through wellness programs.

The stressful nature of police work can take a toll on an officer’s well-being. Though this stress may strain officer’s physical and mental health, many officers are reluctant to come forward and ask for help. Seeking assistance may carry a stigma, and officers may even be concerned that their careers may be derailed if they seek assistance. The implications of ignoring these issues are well known. Research indicates that when physical and mental health issues are not addressed, decision-making abilities are impaired impacting job performance, and agency costs increase. Officer wellness has a direct impact on officers’ abilities to effectively serve their communities and plays a key role in police work. The MPD seeks to create a robust, comprehensive program aimed at preserving and promoting officers’ physical and emotional health.

Description of the change

Lack of officer wellness compromises an officer's ability to effectively serve the community. The MPD has implemented certain wellness components available within the department over the last few years and has been able to offer additional expertise through counselors through the City benefits program. Additional funding would greatly expand capacity and provide professional interactions. Key expectations of the program include the following:

  • Identifying and enhancing existing wellness resources
  • Developing and providing wellness education
  • Developing a wellness culture
  • Collaborating with City and Community partners
  • Developing partnerships with health and wellness providers
  • Staying abreast of wellness program best-practices through research
  • Collaborating with academic institutions on innovative [law enforcement] studies
  • Serving as an advocate for employees enduring personal or professional difficulties
  • Improving employee / community interactions
  • Worker’s Compensation and liability cost reductions
  • Providing program evaluations and readjustments

Program expansion, combined with hiring a Wellness Director, includes the following:

  • 40 hours a week of counseling availability
  • Mentoring Program implementation
  • Wellness Training, including guest speakers on topics like PTSD, resiliency, importance of sleep, fitness, financial planning
  • Post-Traumatic Stress Syndrome Best Practices
  • Critical Incident Stress Management, including wellness check-ins
  • Ongoing Physical Fitness requirements
  • Pre-employment and onboarding wellness program

Funding would include use of outside consultants, training in-house volunteer police staff, such as to serve effectively as peer counselors, research for best practices, and implementation of various pilot or ongoing programs.

Equity impacts and results

People of color are disproportionately more likely to be victims of violent crime and account for the highest percentage of victims of gunshot wounds citywide (87%). The highest concentration of both violent crime and shots fired occur in the two precincts with the most diverse communities in the City, Precinct 3 in South Minneapolis, and Precinct 4 in North Minneapolis. Together, these two precincts account for 61.35% of the City's violent crime incident totals and 75% of the City's total homicide victims. 73% of gun related incidents occur within 13% of the City. Thus, the highest concentration of violent crimes occurs in the City's most diverse areas. Wellness programs improve officer interactions with others. Officers have the most contact with victims of crime so improvements in officer/community interactions will most positively impact victims of crime.

This program would improve policing and community interaction especially to those communities disproportionately impacted by police interaction and provide safer communities overall. The MPD’s Third and Fourth Precincts serve the city’s most racially diverse communities. These two precincts alone are served by 43.8% of the MPD’s sworn officers in the Patrol Division, making more community interactions for more serious incidents.

A successful wellness program will result in a physically and mentally healthier workforce, improved police / community relations including fewer complaints and lower liability costs. It will also result in fewer disability claims reducing Worker’s Compensation costs and healthcare costs. Once a program is more fully developed, these metrics will be easy to quantify and report, and will result in reduced costs to the Department and the City.

Police Department - In-Squad Video

Program: Administration and Professional Standards

Fund: General Fund

FTEs: 0.0

Proposal detail and background

The Mayor recommends $580,000 for the purchase of a new in-squad video system and $309,000 for ongoing maintenance.

Mobile Video Recorders (MVR) are important tools as they capture the officer view from the front of the squad and in the backseat of the squad, which is often key evidence and provides transparency and enhances Community trust during events. Video footage has become an expectation for attorneys and juries in court. A replacement system was approved for a 5-year implementation starting in 2020 but with the revenue impact from 2020, the project was put on hold. We are now in a critical situation. Our current provider no longer manufactures or supports the current generation of MVRs and we are no longer be able to purchase replacement parts for our existing system. Equipment failures occur with increasing frequency and parts are difficult to find leading us to cannibalize what replacement equipment we had on hand. A new MVR system will allow MPD to maintain current service levels. Breakage and failures will soon result in squads without MVRs. The MPD is seeking to restore funding and accelerate the replacement of the MVR system in 2022.

Description of the change

The purchase of MVRs is a replacement of a necessary existing technology needed to maintain current service levels and will allow some additional staff efficiencies when information is copied for court or City of Minneapolis. The MPD will research and test replacement systems that best meet department needs. Each system will consist of a front facing and back seat camera, all mounts and cabling, I-car microphones, mobile digital video recorder, and wireless router kit for uploading video for storage. Each system will fully equip one marked squad car. The current system requires a manual process to first copy all video data to physical long-term storage (Blu Ray Discs), using a unique and expensive video transfer system (Rimage), and then a second manual process to re-instate video on the video server when needed for court or other investigative needs.

This process occupies about 5 hours every week (250 hours per year) of time from the current MVR manager. Moving to a cloud-based storage system where video is maintained according to predetermined retention schedules will reduce the time spent on this task until the project is complete when it will eliminate this task. The cloud-based storage system, which is required to meet the Criminal Justice Information System (CJIS) requirements for secure storage and access control, will also allow MPD to store all squad and body camera video, photos, audio, and other digital evidence related to any case in one location resulting in increased efficiency for investigators and prosecutors when trying to locate evidence. Implementation will begin immediately upon selecting an approved vendor that can provide the equipment and storage service required per unit cost, including installation, is approximately $2,900 and storage cost is $1,550 annually per squad. New squads will be immediately fitted with the new system. The cost for the new squads includes any equipment additions, including MVRs.

Equity impacts and results

People of color are more likely than white people to interact with law enforcement in Minneapolis, and video evidence is one tool to ensure fair treatment.

Implementation of a new in-squad video system ensures that video footage remains available as evidence in the legal process and for increasing community trust. The public has an expectation that these interactions be filmed; replacing the equipment is necessary to continue that level of service.

Police Department - Early Intervention System

Program: Administration and Professional Standards

Fund: General Fund

FTEs: 0.0

Proposal detail and background

The Mayor recommends one-time funding of $500,000 for an Early Intervention System (EIS) implementation and ongoing funding of $250,000 starting in 2023 for system maintenance and software support.

It is critical that the MPD build and maintain agency and officer accountability, integrity, and be able to proactively address individual conduct and collective issues. It is currently difficult to do so as pertinent information is housed in various electronic databases. This makes a total comprehensive review of the issue very difficult as personnel must access and input data from numerous different resources. This can be a barrier for the Supervisors and leadership to see a full picture of potential problems and issues or to address training/other resource needs. Since officer and community interaction is a key factor in public trust and officer accountability, the inability to address issues proactively is a significant detriment to improving community relations and addressing officer wellness. Officer accountability and positive officer interaction is also a key factor in reducing department liability issues.

By the end of 2021, over 300 sworn staff will have separated from the MPD in 2020-21 most due to medical/disability claims, well over the normal annual attrition of 44. These claims and the cost of hiring and training replacements, approximately $35,000 per person excluding salary, will result in costing millions of dollars. EIS can have a significant impact in reducing future costs due to disability/medical claims and help ensure officer wellness, a factor that directly contributes to positive officer/community relations.

Description of the change

EIS Implementation includes community input for attributes, thresholds, and other system requirements, significant IT involvement to help define and implement integration of data, and consulting fees to assist with system requirements, data evaluation, developing expectations and evaluation of data, and best practices. Training includes not only evaluating data but recognizing problem patterns or behaviors. System training for supervisors is also a key factor in the success of an EIS program.

Initial program development, performed by a team consisting of the MPD, IT, an EIS consultant, and Community, would include determining system requirements, availability of data, defining attributes and thresholds for information. This information would be the basis for the Request for Proposals, which would then be evaluated based on program requirements. Integration of information would be performed by a combination of IT and vendor resources followed by a strong training program geared primarily for supervisors and command staff. Concurrent with this work, the MPD will also need to evaluate various intervention options and determine evaluation metrics for the program.

The goals of the EIS program are to: focus on risk management and prevention which protects the community, officers and the Department, enhance Department accountability and the quality of supervision, identify employee performance problems and provide intervention options to improve performance, reduce problems that lead to costly outcomes, to build trust and improve relationships with the communities we serve and support the well-being of our employees and their families.

A vendor-provided EIS system provides complete case management where all phases of the process are documented electronically in one place and issuing notifications when pre-determined thresholds are reached to initiate effective interventions. EIS provides Supervisors and Commanders with real time access to employee data, improving situational awareness of developing performance trends and providing information for effective intervention. The ideal system has machine learning and predictive analysis capability, incorporating data from numerous databases--more data points allows a comprehensive comparative analysis to examine the performance of an employee, and comparisons of shifts, precincts, and the Department. Analysis allows identification of areas for supervision improvement, and policy and training development. EIS learns from data input, continuously improving its predictive capability, improving accuracy, and identifying at risk employees. MPD would leverage the vendor’s technical, research and industry best practice expertise, with assistance managing data, creation of electronic forms, reports, automated notifications, and training on system use.

Equity impacts and results

People of color and more specifically, people from the African American community are disproportionately more likely to be victims of violent crime and account for the highest percentage of victims of gunshot wounds citywide (87%). The highest concentration of both violent crime and shots fired occur in the two precincts with the most diverse communities in the City, Precinct 3 in South Minneapolis, and Precinct 4 in North Minneapolis.

Because officers interact most frequently with victims of crime, improved relations should be most prominent in those communities who deal with higher rates of crime.

Implementation plans include community input for attributes, thresholds, and other system requirements, significant IT involvement to help define and implement integration of data, and consulting fees to assist with system requirements, data evaluation, developing expectations and evaluation of data, and best practices, to establish community trust in the EIS process.

An effective EIS enhances accountability, tracking performance indicators to identify employees needing intervention. Where performance doesn’t improve, EIS information supports the discipline process. Identifying and addressing poor performance or employees benefiting from wellness services or training, improves professionalism, reduces citizen complaints, injuries, and costly litigation, and builds trust in the communities we serve.

Police Department - Civilianization

Program: Multiple

Fund: General Fund

FTEs: 12.0

Proposal detail and background

The Mayor recommends ongoing funding of $1,301,000 for civilianizing 8 positions currently filled by sworn personnel and to hire 5 additional positions to provide administrative support for sworn staff in all Bureaus.

Major American cities saw over a 30% increase in homicides in 2020 and 2021 appears to be following a similar trend. As of May 17th, Minneapolis homicides were almost double for the same time over 2020 and violent crime was up 13.5% over the same time period. Many of these historic crime trends are centered around young adults and juveniles. The pandemic has exacerbated many of the problems and had a significant impact on this age group. Recent statistics show that just under two-thirds of 18-24 years old exhibit signs of a wide range of mental health issues. In Minneapolis, gunshot wound victims have increased by 161% year over year for the first 20 weeks in 2021 (74 to 187) while 911 response staffing (Patrol: Lieutenant, Sergeant, Officer) has decreased from 478 in April 2020 to 317 in May 2021. With the significant reduction in sworn staffing combined with high recent crime trends, the MPD is looking for more efficient ways to utilize limited sworn resources to help meet the public safety needs of the community.

Description of the change

With the reduction of sworn FTEs some administrative and support work, previously performed by sworn staff, should be performed by civilians. In the last 5 or so years, the MPD has endeavored to civilianize certain positions to use City resources more efficiently. Some positions that could be civilianized are currently filled by officers and civilianization would enable those officers to go to law enforcement positions improving the work in the positions through hiring of people educated and experienced in those areas. Additional civilian support for administrative purposes would also allow officers to concentrate on law enforcement in all Bureaus and would be a more efficient use of resources.

In 2001 civilian staffing was approximately 21% of total MPD staffing, excluding CSO’s, Dispatch, and Traffic Control. Over the next several years, civilian jobs decreased in the department by over 40%. Further, the reduction in civilian staff outpaced the reduction in sworn staff as over 50% of the department’s total reduction in FTEs came from civilian ranks. As a result, in 2020 civilian staffing represented only 15% of total MPD staffing. In a survey of peer agencies, civilian staff averaged approximately 23-24% of total personnel. The decrease in civilians has resulted in inefficiencies in pay, benefits, and in education and experience. With the significant decrease in sworn personnel, the MPD seeks to use the most efficient means to fill various positions within the Department so that sworn staff can work in law enforcement positions and civilian positions can be filled with staff educated and trained in specific fields, and improved continuity and stability of programs/positions by eliminating the sworn rotations in the positions. The Mayor recommends permanent civilianization of positions in the Business Technology and Forensic area, as well as the addition of Administration Analysts in the precincts.

Funding will improve accountability through better resource utilization and community-police relations as more sworn staff are available in typical law enforcement positions.

Equity impacts and results

People of color are disproportionately more likely to be victims of violent crime and account for the highest percentage of victims of gunshot wounds citywide (87%). The highest concentration of both violent crime and shots fired occur in the two precincts with the most diverse communities in the City, Precinct 3 in South Minneapolis, and Precinct 4 in North Minneapolis. Together, these two precincts account for 61.35% of the City's violent crime incident totals and 75% of the City's total homicide victims. Thus, the highest concentration of violent crimes occurs in the City's most diverse areas. These are also the people most impacted by the pandemic.

Civilianizing positions would enable the MPD to place sworn personnel more strategically in Patrol and Investigations, increasing resources to those areas and communities most impacted by crime.

Redeploying sworn personnel to law enforcement duties is a more efficient use of City resources as civilian costs are less than sworn. It provides additional resources to the core mission of the Department, which ultimately helps in the reduction of crime and increases investigatory capacity of the Department. It improves continuity of programs by reducing the rotation of Officers in key support staff positions and fills positions with those with the necessary education and experience to successfully fulfil the job duties of the positions.

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