Mendota Heights Police Department Annual Report

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1 Mendota Heights Police Department 2017 Annual Report About this report: In 2015, the Federal Government released The President s Task Force on 21 st Century Policing. The final report provides recommendations on how police departments should operate. The task force found that in order to promote effective crime reduction while building public trust, departments should focus on the following pillars: Pillar One: Pillar Two: Pillar Three: Pillar Four: Pillar Five: Pillar Six: Building Trust and Legitimacy Policy and Oversight Technology and Social Media Community Policing and Crime Reduction Training and Education Officer Wellness and Safety In addition to standards laid out in the President s Task Force on 21 st Century Policing, the Mendota Heights Police Department has the overarching goal of treating all internal and external stakeholders with dignity and respect, leaving each situation better than we found it. We are the first to admit that this is a lofty goal but there are things we can do every day to achieve it. We can listen without judgement, communicate our next steps, work every case as if it happened to a member of our family, and train to increase professionalism. In this annual report, we will discuss the Mendota Heights Police Department s progress on each of the pillars including specific actions and outcomes. Appendix A contains a progress report on the recommendations contained in the McGrath Report. The entirety of the McGrath report can be found here.

2 Pillar One: Building Trust and Legitimacy In 2017, we worked towards building trust and legitimacy by focusing on an increase in transparency and process. For the purposes of this report, we are defining transparency as being upfront and honest about the actions we take as a department and the reason(s) behind those actions. Internal Transparency: Some of the early changes were quite literal. Three windows were installed in the police department, including one into the Chief s office. We scheduled department meetings so that the reasons for policy and procedural changes were communicated. Officers were encouraged to give feedback on policies before they were implemented. As a result, officer feedback was incorporated into 32 different policies. The Chief also instituted an open door policy to encourage members of the department to talk about challenges and solutions. External Transparency Two-way communication is essential to external transparency. In order to promote two-way communication, we published the Chief s address, direct dial phone number, and in some cases, her cell phone. We started a Facebook page and encouraged people to comment on any and all police issues. The Chief has met with various community groups including faith based groups, the Rotary, the school district, youth groups, neighborhood watch block clubs, and individual residents. There were two department initiatives that were a direct result of citizen concerns. In 2017, all Mendota Heights officers were trained in the use of Naloxone. Naloxone is an opiate antidote that can be administered to individuals who are unconscious due to an overdose of prescription narcotics or heroin. The second initiative is increased outreach to citizens who are on the autism spectrum or have other special needs. We participated in a specially designed safety fair at Therapy OPS in Inver Grove Heights and started negotiations to equip each Mendota Heights Officer with the Vitals App. The Vitals App provides law enforcement with information to help increase the safety and effectiveness of interactions with children and adults who are on the spectrum. While implementing a new policy manual, the department sought feedback from under-represented groups. We received input from the Sexual Violence Justice Institute, Minnesota Transgender Alliance, the Minneapolis American Indian Center, and members of the general public, prior to implementation. Another common method to increase police legitimacy is to increase the frequency and duration of nonlaw enforcement contacts between members of the department and the community we serve. Members of the MHPD continued their work with the Special Olympics, Toys for Tots, and local parades and events, while looking for new opportunities to engage the public. We participated in a workshop to help create opportunities for Hispanic and Latino Youth, attended equal justice listening sessions, and participated in the Henry Sibley Mentor program, just to name a few.

3 Pillar Two: Policy and Oversight One of our major accomplishments of 2017 was the implementation of a new policy manual. We partnered with Lexipol, a provider of state specific policies that were tailored for our community needs. After six months of collaborating with employees and community members, we rolled out 163 new policies. Managing such an undertaking is very time consuming and officers were dedicated to adopting the new manual quickly. The up-to-date manual gives us a foundation upon which we can build a culture of increased accountability. In addition to new policies, we also implemented procedures designed to provide feedback on performance and behaviors. We have a standardized format for both positive and negative feedback for all of our staff members. Supervisors conduct daily reviews of squad videos to identify any training issues and to ensure that officers are acting according to expectations. Pillar Three: Technology and Social Media In 2017, the MHPD launched a Facebook page. The goal of the page is to encourage timely, two-way communication between the department and the public. The page went live on 1/30/2017 and we have posted over 140 times and obtained over two thousand followers. The value of our efforts became apparent during an incident in late July. Our page allowed us to provide timely, accurate information regarding a murder suspect. One post was shared and ultimately viewed by more than 303,000 people. We are currently researching the role that body cameras and weapon mounted camera systems could play in our department. Officers have been testing different brands and supervisors have been researching cost, storage and policy implications. Traffic safety continues to be a major concern of our citizens and we have invested in technology to help address the issues. We purchased a traffic data collector that helps us understand the issues at specific locations and direct our activities at peak times. We also obtained a LIDAR unit that allows us to enforce speed limits in various locations. Pillar Four: Community Policing and Crime Reduction In 2017, we started the cultural transition from community oriented policing (COP) as the function of a single officer, to a department wide mindset. Every officer is empowered to work with citizens to reduce crime, fear and disorder in a locally meaningful way. One of the most common community safety concerns is speeding. The Mendota Heights Traffic Safety Committee consists of elected officials, city staff, police department members, and community volunteers. The committee works collaboratively with citizens to address traffic concerns in several neighborhoods. As a direct result of that partnership, we engaged in road redesign, signage changes and additions to and installations of driver feedback devices. Traffic Enforcement Officers increased traffic enforcement in areas where citizens expressed concern. As a result, we made 1,512 stops and issued 624 traffic citations in 2017 (Table 1).

4 Table 1: Five year citation totals Non-Traffic Ordinance Traffic TOTAL As a result of citizen requests for increased traffic enforcement, in 2018 we will track not only the stops and citations, but the hours spent at specific locations. Crime Data In 2017, there were 7,645 calls for service in Mendota Heights, Mendota and Lilydale. Historically, our crime rate remains well below the average for Dakota County municipal agencies 1. A statewide comparison for 2017 will not be published until late summer The following data is a five year comparison of crime data for the Cities of Mendota Heights, Mendota, and Lilydale combined (Table 2). Table 2: Five year crime data Theft Burglary Assault Domestic Medical Mental Health/Crisis Sexual Assault Fraud Robbery Damage to Property DUI It is important to remember that statistics do not tell a complete story. It is easy to lose sight of the fact that every number represents a victim. In 2018, we will be analyzing crime data to try and identify root causes. 1 Source data provided by the Minnesota BCA Uniform Crime reports located at

5 Pillar Five: Training and Education Mendota Heights Police Department staff spent over 4,400 hours training in Officers attended training on a variety of topics including; procedural justice, reporting writing, crime scene investigations, and implicit bias training. With the exception of the three officers hired in 2017, all MHPD officers have been specially trained in de-escalation. Records staff also went to seminars hosted by PLEAA and the MNBCA, including training on the MN transition to NIBRS crime reporting as well as changes to criminal history and other data sourcing applications. Sergeant Peyton Fleming attended the prestigious School of Police Staff and Command at Northwestern University. This ten week program provides upper-level college instruction in several topics including: Leadership, Organizational Behavior, Budgeting, and Resource Allocation. Pillar Six: Officer Wellness and Safety While it is often the most overlooked aspect of organizational competency, officer wellness is one of the most important aspects of a safe and effective police department. To that end, we have implemented mandatory seatbelt policy, a policy mandating that all patrol officers wear bullet resistant vests, and a policy prohibiting the use of tobacco products while working. After months of research, we have reorganized the department so that we are positioned to move officers from a 12 hour shift to a 10 hour shift. Conclusion The staff of the Mendota Heights Police Department encountered many internal and external challenges in What made this year different was the overarching message of where we are going and what we need to do to get there. We look forward to improving as an organization and as individuals. Thank you for allowing us the privilege to serve Mendota Heights, Mendota, and Lilydale.

6 Appendix A McGrath Topic Study # 1 Policies & Procedures Develop a schedule to methodically review every policy on a threeyear cycle. In year one all policies in Chapter one would be reviewed by the team of supervisory staff and the Chief of Police along with any specific agency subject matter experts. In year number two, Chapter two would receive the same review, and in year three Chapter three would be reviewed. The cycle would then continue. Lexipol was rolled out 6/1/2017. Officers had input in the development phase. Once the policies were established, 16 policies were changed as a direct result of officer input. McGrath Topic Study # 2 Policies & Procedures Every year, after the chapter review is completed, all employees would be informed of any changes, and each policy would be reviewed during roll call or other training periods. Lexipol updates annually. McGrath Study Topic # 3 Equipment Annually, after the department budget has been approved by the City Council, the Police Chief should inform the department members of the equipment included in the budget, subject to funding.

7 McGrath Study # In Progress/On Track Topic Officers participated in the budgeting process by having input regarding the use of a traffic car and move from 12 hour shifts to 10 hour shifts. Officers have also been tasked with determining the most appropriate use of training funds for McGrath Study # Topic 4 Equipment Continue and expand, where feasible, the practice of utilizing a committee of a cross-section of department members, to provide input into selecting important items of equipment. In Progress Had officers give input on badges, speed measuring devices, squad graphics and training funds for McGrath Study # Topic 5 Technology Track the federal proposal for matching grants for body cameras and be prepared to make application for funding. Not Started Funding sources not researched. Goal for McGrath Study # Topic 6 Technology Obtain costs on a thermal imaging device. Consider sharing the cost, and the use of the device, with neighboring agencies. Funds have been secured. Sgt. Fleming has purchased. McGrath Study # Topic 7 Technology Ensure that support specialists are trained in downloading video to include in police reports sent to the courts and other agencies. Using Laserfiche to get video to attorneys. McGrath Study # Topic 8 Technology If the department adds an Administrative Captain then that person could further consider the use of social media by the department. In Progress/ On Track McGrath Study # Topic 9 Staffing & Supervision Implemented a department facebook page. Researching use of twitter.

8 McGrath Study # Topic Adopt the revised organizational chart10 New organizational chart implemented. Moving away from it as soon as staffing allows. McGrath Study # Topic 10 Staffing & Supervision On-hold Change the patrol scheduling from 10 hour to 12 hour shifts. McGrath Study # Topic 11 Staffing & Supervision Approve the position of Administrative Captain. McGrath Study # Topic 12 Staffing & Supervision Approve the part-time Community Service Officer position. McGrath Study # Topic 13 Management and Leadership In Progress, early phases McGrath Study # Topic 14 Management and Leadership On-Going McGrath Study # Topic 15 Management and Leadership On-Going Prepare an annual training curriculum for all employees based on their job assignment. The Police Chief and Sergeants should review how internal policy violations are investigated and make appropriate revisions. The Chief should require that the Sergeants report back in writing, on a regular basis, as to when, how, and what they have briefed their subordinates on from the staff meetings.

9 McGrath Study # Topic 16 Management and Leadership Implemented and on-going McGrath Study # Topic 17 Department Culture and Climate Training goal 2018 McGrath Study # Topic 18 Department Culture and Climate In-progress Chief should conduct quarterly open department meetings. These meetings should be rotated between day and evening hours. All Sergeants should receive updated training on proper ways to conduct internal investigations as well as disciplinary procedures. If an Administrative Captain is added to the force that person should be in charge of the internal affairs function of the department. McGrath Study # Topic 19 Department Culture and Climate Implemented and on-going The department should use a firm specializing in organizational change to provide a seminar and training to all department personnel. McGrath Study # Topic 20 Department Culture and Climate In-Progress The Chief of Police should confer with the psychological services section of the international Association of Chiefs of Police to discuss what services they may provide.

IMPLEMENTATION PLAN Moving from Recommendations to Action

CITY OF COLUMBIA S IMPLEMENTATION PLAN Moving from Recommendations to Action CITY OF COLUMBIA S COMMUNITY BASED PLAN Implementation of the recommendations of the President s Task Force on 21st Century