Fiscal Year 2023

Department Overview

To provide law enforcement services that places priorities on quality of life, maintaining a safe and secure community through our work, personal responsibility, community relationships, perseverance and leadership. It is essential to advance law enforcement services that meet the communities needs and expectations while striving to be fiduciary responsible to our constituents.


  • strong strategic planning and coordination with city administration and human resources to manage a seamless succession planning of three department retirements.
  • maintained adequate staffing levels during unpredictable vacancies due to injury, medical and pandemic related illness.
  • employee development as a result of promotional and advancement opportunities.
  • contributions and commitment to communications task force and city/department initiatives; Facebook, Owatonna Chronicles, Just the Facts.
  • preparedness and partnerships with regional mobile field force teams.
  • upgraded body-worn camera (BWC) hardware with new Samsung phone (S8 to S21)
  • successful BWC biennial audit with no findings.
  • proactive work in traffic safety and participation in Toward Zero Death (TZD) enforcement periods.
  • visibility and presence in downtown district.
  • participation in community events and community policing initiatives.
  • met POST board audit for peace officer continuing education and mandatory policies.
  • excelled at state police explorer conference.
  • fruits of recruitment - hiring of police officer from Explorer/Reserve Unit and attendance at Alexandria job fair increased candidate pool.
  • focus and commitment to officer wellness.
  • focus on crisis intervention training and autism training.
  • tactical team equipment (Kevlar helmets and communication headset)


  • maintain a crime rate that is below state average of comparable cities (population 25,000-49,999).
  • commitment to SCDIU.
  • emergency preparedness - IPAWS, FEMA certifications, inter-department training
  • teamwork among various city, county, state partners, departments and organizations.
  • maintain staffing levels that meet needs of the department and community.
  • recruitment; mentoring students at OHS and department programs (CSO, Explorer, Reserve Unit)
  • seek grants that will support new initiatives and programs.
  • Peer Support Program
  • Bike Patrol Unit
  • Community policing engagements and visual presence in the community that builds upon trust, legitimacy and partnerships.
  • Department In-Service meetings/training
  • Rejuvenate Organizational Improvement Team (OIT)
  • Continue to expand/contribute to city social media page in coordination with communications manager.
  • Citizen Police Academy.
  • Youth programs; Safety Camp, Have a Safe Summer, Explorer's, Shop with a Cop, and new initiatives.

Financial Information



Staffing Analysis