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Minneapolis Police Department PROGRESSIVE INITIATIVES

MN Governor’s Council on Law Enforcement and Community Relations January 9, 2017


Greetings, While change is never easy, it’s both inevitable and necessary. When I was sworn in as the city’s 52nd Police Chief, my goal was to build a department grounded in our core values and create a culture of accountability. We must also be both progressive and dynamic while being responsive to the unique needs of the communities we serve. I am proud of the trail we have blazed, as a respected national leader in producing initiatives and standards that have, and will continue to be, best practice standards in 21st Century policing. We have highly trained officers committed to serving our residents with compassion, courage and integrity, as we continue to build upon police legitimacy and increasing public trust. I am grateful for the opportunity to address the Governor’s Council on Law Enforcement and Community Relations. Though the MPD doesn’t have all the answers, we have committed significant resources in our attempt to find them. Within this book, we have highlighted some of our successes from our progressive journey. Thank you for your time, Chief Janee Harteau


Office of Justice Programs Assessment Early Intervention System Complaint Process Updates

Tracking Positive Contacts Fair and Impartial Policing Training

2013 MPD 2.0 Overview Culture of Accountability/Leadership and Organizational Development Community Engagement Community Engagement Team Community Engagement Coordinator Police Activities League Bike Cops for Kids Cedar Riverside Community Trust Project 1


Body Worn Cameras New Policies/Dashboard Sanctity of Life Duty to Report Duty to Intervene De-Escalation MPD Self-Care Program Police Community Support Team Empathy and Healing Sessions Procedural Justice Training, 2017 Sustainability

2015 Use of Force/CIT Training President’s Task Force on 21st Century Policing Recruitment and Hiring National Initiative


The Minneapolis Police Department is a value-driven department, with our core values being commitment, integrity, and transparency. Our key goals and results are improving public safety, public trust, and employee engagement and morale. We achieve our results through creating a culture of accountability.

In December of 2012 Chief JaneÊ Harteau was sworn in as the city’s 52nd Police Chief. She immediately recognized the need to increase communication and transparency with the community to build relationships around the common goal of public safety. The Chief also focused on creating a culture of accountability. MPD 2.0 was born, giving officers greater opportunities for growth and professional development while improving their connection with community stakeholders and residents. The progressive ability to implement change ahead of the national curve brings great credit to Minneapolis as the MPD produces a number of national best-practice standards for others to follow.


Achieving MPD 2.0 Internally

Diversity in Leadership Diversity Recruitment Team Performance Management/Monthly Check-Ins “Chief of Staff” Position

Connecting with the Community

Walking Beats, “Cops out of Cars” #1 National Night Out City Chat with the Chief Community Speaker Series Connecting with MPLS Spiritual Leaders Community Forums Community Chaplains Chief’s Citizen Advisory Council Chief’s Youth Leadership Advisory Council Chief’s Community Bike Rides Youthlink “Homeless to Hopeful” Little Free Libraries Special Olympics Polar Plunge and Torch Run Battle of the Badges BBQ Cops with Caps and Blanket Box Annual Turkey Giveaway Parades and Safe Summer Nights

Increasing Public Safety

Crime near historic 30-40 year lows Gabby Giffords’ “Protect All Women Leadership Network” NIBIN (National Integrated Ballistic Information Gun Summits with the Police Executive Research Forum Cold Case Unit Northside and Southside Safety Summits JET (Joint Enforcement Team) Patrols MLB All Star Game and Super Bowl 52 BAIR Analytics Crime Mapping for residents Property and Evidence Unit national accreditation Crime Lab accreditation 4

Creating a Culture of Accountability & the MPD’s Leadership & Organizational Development

Great organizations believe people are their most valuable asset. The Leadership and Organizational Development (LOD) Division was created by Chief Harteau at the onset of her tenure and serves as the building block of MPD 2.0; focusing on the professional development of every employee at every level, helping them achieve their full potential. Under the guidance and leadership of a Commander, the MPD has vastly increased pre-service, in-service and professional development opportunities within the Department, which has in turn, increased professional standards through educational opportunities for all employees. In addition, LOD aids in succession planning by intentionally “developing a bench” through training and mentoring programs within the department. MPD is also rooted in the belief that accountability should start at the top and filter down through the entire police force. The Department hired the group Partners in Leadership, creators of the “Oz Principle”, to help facilitate a systematic change in the MPD’s culture of accountability. Sergeants on up were given training that not only increases accountability, but increases employee engagement, personal development, teamwork and trust, performance improvement and performance management.

Tracking Positive Contacts The MPD has created a robust system that allows officers to track and analyze crime data. Every week, statisticians closely look at crime and arrest statistics. But we are asking our officers to do more than just make arrests; we continue to ask them to engage with the communities they serve. Starting in 2014, officers began recording their positive contacts in 5 categories: Business Checks, Community Engagement Meetings, Directed Patrols, Foot Beats and Building Walk-Throughs. In 2016, those positive contacts increased 28% from the previous years, and increased 82% when compared to 2014. 5

Cedar Riverside Community Trust Project

The Minneapolis Police Department was proud to lead a ground-breaking study that has become a national “best practices” model for procedural justice. For 2 years, 15 officers working in our Cedar Riverside neighborhood, in conjunction with the Police Executive Research Forum (PERF), worked on improving police legitimacy and public trust with our Somali community. The principle behind the initiative was to help police explain why they are doing what they are doing. It adds a level of fairness and transparency to each interaction, creating a two-way street of cultural understanding. It’s known as our PERF project, and what we have learned from this study will help mold the MPD and other departments across the nation for years to come.

Fair and Impartial Policing Training Every sworn officer in the Minneapolis Police Department has received Fair and Impartial Policing (FIP) Training, which incorporates a science-based approach developed by nationally recognized expert Dr. Lorie A. Fridell. The training is based on the fact that every single person has implicit biases. The FIP training gives officers the tools to recognize their biases and work through the biases of others. It plays an important role in interactions with community members as the MPD focuses on building relationships and improving public trust. 6

COMMUNITY ENGAGEMENT Every single day, MPD officers are required to connect with the communities they serve. They are getting out of their squad cars and learning residents’ name. They are becoming part of the neighborhood safety conversations and receiving valuable feedback and ideas. Over the past 2 years, officers have attended more than 3,325 community meetings. We have dozens of initiatives highlighting our community engagement, these are just a few examples.


Community Engagement Team (CET): The Community Engagement Team has greatly increased its role and responsibilities under MPD 2.0. Its direct outreach has been cultivating excellent relationships and building up our youth outreach within the city’s diverse communities. Officers take care of community concerns, meet with groups daily, and help the MPD diversity its recruitment efforts. There is an officer assigned as a liaison for the following communities: East African, African American, Native American, Latino, Hmong and LGBTQ. The team members are active on social media and have been recognized nationally for their work helping counter violent extremism. Bike Cops for Kids: The MPD is particularly proud of 2 officers who have taken community engagement to a whole new level. Officers Mike Kirchen and Dave O’Connor are full-time “Bike Cops for Kids.” Not only do they ride dozens of hours a week, they have very memorable interactions where they give bikes to kids they run into who are down on their luck. This program epitomizes the MPD’s commitment to taking care of children, working with private partners, and putting smiles on as many faces as we can. In 2015, they handed out 53 free bikes and more than 700 bike helmets. Community Engagement Coordinator: In 2014, Chief Harteau hired a Community Engagement Coordinator to help bridge that gap between the Police Department and the various neighborhoods and groups that make Minneapolis great. Sherman Patterson arranges vital and valuable conversations between the Chiefs, Inspectors and community leaders. He also founded “Lead By Example,” an organization that works with young men to help them become leaders in dismantling the culture of gun violence in their neighborhoods. Police Activities League (PAL): The Police Activities League continues to grow, as the MPD continues to work on engaging with more and more young people in the city. The number of kids enrolled has increased 27% in the past 2 years as 631 kids participated in basketball, football, soccer, boxing, and summer fitness camps. But mentoring goes far beyond the athletic fields and PAL is now focusing on helping children finish their homework and eat healthier. It should also be noted that PAL facilitates Heroes and Helpers, which takes dozens of kids shopping during the holiday season. 8

Office of Justice Programs Assessment In 2013, the Chief requested assistance from the Department of Justice’s Office of Justice Programs (OJP) Diagnostic Center to take an in-depth look at programs regarding police conduct and its impact on police-community relations. While many departments were forced to undergo this type of work, the MPD pro-actively requested it. Researchers and experts looked at 6 years of data on MPD’s oversight and discipline process and validated a number of progressive initiatives, including a drop in internal affairs complaints and an increase in officer coaching. The study also identified the following areas for improvement: officer coaching, community outreach, communication, early intervention systems for officers and police conduct/oversight. MPD administrators, officers, community leaders, city council members, police federation leaders, faith leaders and scholars produced a number of collaborative plans for improvement. Early Intervention System: One of the key recommendations made by the OJP was for the MPD to produce a new, automated, prevention-oriented Early Intervention System. The system will improve officer performance and manage risks associated with the ever dynamic work of police officers. The automated system flags officer conduct that, if left unchecked, may lead to lower performance. The system allows supervisors to address certain patterns of behavior and correct issues with an employee before they become more serious, or lead to more serious issues. The EIS was developed by officers, civic leaders and community members. Complaint Process Update: The OJP Police Conduct and Oversight Sub-Committee was a group of police and community leaders tasked with ensuring that the MPD’s system for addressing allegations of misconduct is comprehensive, accessible, fair and transparent. The team created a unified complaint manual, giving residents and employees a clear and concise resource describing the complaint process and the sequence of events that make up that process. A video explaining the process has also been produced. Furthermore, the MPD’s Internal Affairs Unit and the Office of Police Conduct Review post their quarterly reports online for anyone and everyone to see.


Use of Force Review There has been significant discussion across the nation regarding police “Use of Force” policies and the training that officers receive. The MPD proactively began to study its own policies in early 2015 to determine how we, as an agency, could improve and ensure that protocols were both current and consistent with national best practice standards. Our Leadership and Organizational Development Division Commander worked through this top down assessment, using the Police Executive Research Forum’s Principles as somewhat of a guideline. What the Commander found is that the policy and training on Use of Force was good, but the MPD believes it can always improve. Trainers are now putting a greater emphasis on using more time and space while responding to difficult situations, if possible.

Crisis Intervention Training (CIT)

Every single patrol officer within the Minneapolis Police Department has now received Crisis Intervention Training. This is 40 solid hours of training that includes a rigorous scenario-based program in conjunction with the MN CIT Officer’s Association. Previously, the MPD had trained approximately 100 officers in crisis intervention, but after realizing that responding officers can’t always wait for a CIT officer to arrive on a scene, training resources were reallocated to make sure all responders can identify potential mental illness in people they may interact with so they can react appropriately. Those officers now have the de-escalation tools they need to effectively resolve incidents without using force, when possible. 10

President’s Task Force on 21st Century Policing While the MPD was working on its 2.0 initiatives locally, President Obama signed an executive order establishing the Task Force on 21st Century Policing. The President charged the task force with identifying best practices and offering recommendations on how policing practices can promote effective crime reduction while building public trust. The recommendations are organized around 6 pillars: Building Trust & Legitimacy, Policy & Oversight, Technology & Social Media, Community Policing & Crime Reduction, Training & Education, and Officer Wellness & Safety. The pillars align well with the mission and initiatives that make up MPD 2.0. Building Trust & Legitimacy Policy & Oversight Technology & Social Media Community Policing & Crime Reduction Training & Education Officer Wellness & Safety

Recruitment & Hiring In 2015, Chief Harteau formed the Recruitment and Administrative Division, focusing on recruiting the best and most diverse candidates to join the Minneapolis Police Department. The MPD heavily recruits within the City of Minneapolis and also visits career fairs and colleges throughout the 5 state-area. Diversity recruitment efforts are also paying great dividends, especially through the MPD’s Community Service Officer program, which increased hires of color by 12% and hires of females by 6% between 2013 and 2015. T h e MPD’s most recent graduating recruit class was 40% diverse and included 11 recruits who were fluent in a second language and 9 residents of the City of Minneapolis. 11

National Initiative The Minneapolis Police Department continues its progressive journey as a leader in national community policing efforts. After considering approximately 100 cities for a national program, the Department of Justice selected the City of Minneapolis as one of six cities to participate in its National Initiative for Building Community Trust & Justice. The National Initiative offers a multi-faceted approach to enhance community trust with communities police serve. Furthermore, the initiative explores, advances and disseminates information about strategies intended to enhance procedural justice, reduce implicit bias and support racial reconciliation. National experts and scholars have been in Minneapolis regularly for months, working with police and community leaders to produce plans of action and reviewing current initiatives.

Dashboard for Tracking Proactive Police Work In the interest of transparency, the Minneapolis Police Department began tracking demographic data, including race and gender, when conducting suspicious vehicle stops, suspicious person stops and traffic stops. The data gathered by officers will also include whether a search was conducted and what demographic information was provided by 9-1-1 callers to dispatchers. The MPD will not only increase procedural justice efforts and promote legitimacy, it will provide context as the department analyzes and publicly released the data quarterly. Demographic information will also be tracked on calls involving truancy, curfew and attempted pick-ups for individuals wanted for criminal activity. 12

Procedural Justice Training When Chief Janeé Harteau was sworn in as the city’s 52nd Police Chief she said something that remains the backbone to MPD 2.0. “As your Chief, I will be asking every officer to use one same guiding principle during each encounter, no matter how big or small. It’s a very simple question: ‘Did my actions reflect how I would want a family member of mine to be treated?’ The answer should always be yes.” That question is also the driving force of MPD’s Procedural Justice Training. Every Officer received 3 days of what the MPD calls “PJ” training, which focuses on everyone’s implicit bias’ and how they may shape our words, actions and interactions. Minneapolis was the first National Initiative city to complete this groundbreaking work, and the 4 MPD officers who facilitated the yearlong officer training program will now bring procedural justice training out to community members. In 2017, they will also be working with Sergeants to make sure the virtues of the training are engrained in the Department’s culture.


Body Worn Cameras

The Minneapolis Police Department had been exploring the implementation of body cameras since December of 2012, and the journey to implementation was lengthy and thorough. The city secured a $600,000 federal grant for the program and conducted countless community input sessions while crafting the final policy, released in June of 2016. From a pilot program that spanned 3 precincts and 7 months through an exhaustive study of other policies and recommendations, the MPD process towards full implementation for patrol officers spanned nearly 4 years. As of October 2016, all officers who respond to 911 calls wear body cameras. You can find the policy, community considerations and a program overview on MPD’s news website.

New Policies The MPD constantly evaluates and reevaluates its policies and procedures. All policies are subject to change and there are times when policies are revised, and new policies are enacted. Sometimes those changes reflect community concerns and sometimes they reflect new “best practice standards.” Regardless, changes are made to help guide the overall service that officers provide while ensuring public safety. Sanctity of Life Policy: “Sanctity of life and the protection of the public shall be the cornerstones of the MPD’s use of force policy.” Duty to Report Policy: “Employees must report any misconduct at a scene of an incident to their supervisor as well as IAU.” Duty to Intervene Policy: “It shall be the duty of every sworn employee, where physical force is being applied, to either stop or attempt to stop another employee when force is being inappropriately applied or is no longer required.” De-Escalation Policy: “Whenever reasonable, according to MPD training, officer shall use de-escalation tactics to gain voluntary compliance and seek to avoid or minimize use of physical force.” 14

MPD Self Care Initiative

In 2016, the MPD started its “self-care� initiative in an effort to reach out to officers who may be dealing with traumatic stress. That stress could be lingering from a single call or could be a mountain he or she is climbing after a number of difficult calls and/ or interactions. In conjunction with local clinical psychologist Dr. Resmaa Menakem, command staff members not only identified officers that their peers could turn to in a time of need, they produced a series of information videos that help cops identify the signs and causes of traumatic stress. The messages also contained information on how family members who live with officers could identify and help with emotional trauma.


Police Community Support Team

In the summer of 2016, the Minneapolis Police Department called upon its leaders in the community to form the Police Community Support Team. There are 24 members on this valuable team. A handful are members of the MPD, but the majority of our PCST members are leaders from every corner of the city. They represent faith communities, geographic areas and a variety of diverse demographics. They respond to critical incident scenes and help bridge the gap between the community and police by providing timely and accurate information to residents throughout the city. This group has also been quite successful in helping investigators work and solve cases.

Empathy & Healing Sessions

While the MPD remains committed to improving upon its progressive initiatives, it is also important for the Department to look back. In some cases, there may be deep wounds within certain, diverse communities that go back decades. Acknowledging those wounds from years ago is an important first step in building police-community relations and legitimacy. In fact, these important conversations were long overdue. Chief Harteau has led several “empathy and healing� sessions with both long-time and emerging community leaders who represent different races and faiths throughout the city. 16

JOIN THE CONVERSATION Questions or comments? Please sent them to 17

MPD: Advancing Policing  

Presentation for the Governor's Council on Law Enforcement and Community Relations.

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