MINNEAPOLIS POLICE DEPARTMENT
POLICY AND PROCEDURE MANUAL
The City of Minneapolis and the Minneapolis Police Department prohibits discrimination and harassment of citizens and employees on the basis of race, color, creed, age, religion, ancestry, national origin, affectional preference, disability, marital status, familial status, status with regard to public assistance, or Vietnam era veteran status.
The City of Minneapolis and the Minneapolis Police Department recognize the authority of the Americans with Disabilities Act (ADA)
MINNEAPOLIS POLICE DEPARTMENT
UPDATED AND REVISED - July, 2000
Minneapolis Police Officers are not separate from the citizens of Minneapolis. We draw our authority from the will and consent of the people. The police are the instrument of the people to achieve and maintain order. Our efforts are founded on the principles of public service and ultimate responsibility to the public.
The specific goals and priorities which we establish within the limits of our legislatively granted authority are determined to a large extent by community desires. These desires are transmitted to us through the community and the governing body of the City of Minneapolis. We conscientiously strive to be responsive to these desires, knowing full well that we exist not to serve ourselves but to serve and protect others.
Police officers are accountable to the people for their decisions and the subsequent consequences. A substantial percentage of police work is done in direct response to citizen complaints. This underscores the frequently unrecognized fact that members of the public are an integral part of the criminal justice system. Though many factors play a role in the success of the system, citizen participation is preeminent. Public confidence in the criminal justice system depends primarily on the trust that the people have in their police.
The fundamental purpose and role of the police in a free society is the protection of constitutional guarantees, maintenance of public order, crime prevention and suppression, and dutiful response to the needs of the community.
The role of the Minneapolis Police Department, as stated above, is the guiding principle for the development of the Department Vision Statement and accompanying critical issues; the Policy and Procedural Manual; the goals, objectives, and policies of all organizational components; and the priorities of the Minneapolis Police Department.
MINNEAPOLIS POLICE DEPARTMENT
UPDATED AND REVISED - July 2000
The policy of this department is to allocate personnel through routine determinations of service demands and ongoing workload assessments for each department component.
ALLOCATION AND DISTRIBUTION OF PERSONNEL
Annual assessments by Commanders and by the Police Administration will determine allocation and distribution or deployment of personnel by establishing service demands with a review of workloads and performance levels.
Workload assessments involve deliberation to ascertain the number of personnel necessary to complete a specific number of tasks or to complete specified objectives. Allocation is the determination of personnel assigned to precincts, divisions, units and sections.
The distribution of personnel is the assignment of personnel within each organizational component according to functional, spatial, and/or temporal workload demands. In creating equalized workloads, Commanders should also consider specialized assignments and the use of civilian personnel resources.
Specialized assignments are of two types; a temporary assignment requiring specialized skills or a short-term assignment required because of a temporary condition or problem. Specialized assignments of personnel will be reviewed at least annually by the superior officer requesting the assignment, to determine the extent of the continuing problem and reviewed to provide analysis of cost effectiveness in continuing the assignment.
Specialized assignments at all levels, shall be made in accordance with pre-determined criteria for the assignment and the position or assignments shall be announced to all eligible personnel prior to selection for the assignment.
The policy of this department is to have an audit function at the staff level and an inspection function at the line level to evaluate and ensure the quality of the department's administrative and operational policies and practices.
This relates to the audit/inspection process within the department. This process is an essential mechanism for evaluating the quality of the department's operations, ensuring that the department's goals are being pursued, identifying the need for additional resources, and ensuring that control is maintained throughout the department. Inspections may include, for example, evaluation of facilities, vehicles, equipment, records, personnel, investigative procedures, crime reporting practices, and incident reports. The inspection process compares the department's formal expectations with actual performance. Inspections, conducted with clear objectives and a positive approach, provide a means of communication within the department, "downward" and "upward".
The audit/inspection process, at both the line and the staff levels, provides the Chief of Police, other command officers and supervisors with a means of regularly assessing the department's efficiency and effectiveness and provides information necessary to plan for change. Clear objectives for the audit/inspection process have been established; inspection activity can properly evaluate performance only by comparing it with previously established goals, objectives, policies, procedures, and rules and regulations.
This covers both line inspections and staff audits. Generally, line inspections will be conducted by first-line and mid-line supervisors, on a periodic basis, to ensure that officers are adhering to basic department policy, procedures, and rules and regulations. Staff audits are conducted under the authority of the Chief of Police and are generally in-depth examinations of particular functions or components of the department.
Audits shall be conducted in all precincts, divisions, units and sections of the Department on a twenty four month cycle. Audits will be conducted according to an audit procedure and schedule.
Unannounced audits will also be conducted periodically for those offices, sections, units, and divisions handling cash and property. All department audits will be accomplished in accordance with established guidelines and procedures.
The policy of this department is to define the limits of law enforcement authority by developing written guidelines on the use of discretion and individual accountability.
AUTHORITY - LEGALLY MANDATED
Legally mandated authority vested in licensed agency personnel is derived from Minnesota State Statutes 629.30 to 629.402 and Minneapolis Code of Ordinances 171.30 to 171.60.
The statutes declare when arrests can be made, where they can be made, by whom, when force can be used and when an arrest can be made without a warrant.
The ordinances describe the general duties of a police officer and arrest procedures.
It is the policy of this department to utilize the capabilities of the Minneapolis Emergency Communicating Center (MECC), a separate city department, to fulfill the routine and emergency communication needs of the Minneapolis Police Department and the community.
One of the basic functions of a communications system is to satisfy the immediate information needs of the Minneapolis Police Department in the course of its normal daily activities and during emergencies. It is the latter situation that places the greatest demands on the communications system and tests the capability of the system to fulfill its functions.
The system, through communications personnel, conveys information from the public to the department, to the officer who responds to the calls for assistance, to other law enforcement and public service agencies, and to information storage facilities and retrieval systems. The speed and accuracy with which information flows through each system component are measures of the department's capability to respond to the needs of the community.
These measures and standards of performance are necessary to assess the effectiveness with which the Minneapolis Police Department utilizes available information technology in fulfillment of its responsibilities.
The policy of this department is to follow the established Civil Service Commission guidelines in conjunction with all union contract agreements in determining (annually) compensation, benefits, conditions and terms of work for all department employees.
The nature of work performed by the Minneapolis Police Department requires that special attention be given to compensation and to benefits offered to employees if the department is to compete successfully in the labor market and retain competent personnel.
This recognizes that the police administration shares responsibility for defining and carrying out personnel functions for the Minneapolis Police Department.
Success in these matters is critical if the agency is to provide service at a reasonable cost, compete for qualified personnel, retain competent personnel, offer advancement and promotion incentives, and reward superior performance.
It is the policy of this department to present a professional demeanor in court and abide by all Hennepin County Court rules and procedures.
This concerns the Minneapolis Police Department's policies and procedures on professional appearance and demeanor in court as well as keeping informed on Hennepin County policies and procedures relating to court security.
The policy of this department is to utilize crime analysis data to regularly assess law enforcement operations and management decisions.
Crime analysis is a law enforcement agency function whereby data relating to crime is collected, collated, analyzed and disseminated. Data are primarily generated from records and reports within the department. Additional data is obtained from outside sources, such as other law enforcement agencies, other agencies of the criminal justice system, other government agencies and private organizations.
Crime analysis represents a system utilizing regularly collected information on reported crimes and criminals to prevent and suppress crime and to apprehend criminal offenders. Crime analysis is a scientific process, in the sense that it involves the collection of valid and reliable data, employs systematic techniques of analysis, and seeks to determine, for predictive purposes, the frequency with which events occur and the extent to which they are associated with other events. Collecting and analyzing readily available crime data and making analyzed information regularly available to line officers and investigators can make them more effective.
The information obtained by analyzing the data is used to support management and operations. Line units are provided with information that can benefit them in the development of daily operational and tactical plans. Staff units receive information for use in strategic planning as it relates to such topics as crime trends, agency resource allocation, crime prevention and other associated areas.
It is the policy of this department to utilize all available department resources to work with the community to develop plans and programs that are concerned with crime prevention and neighborhood livability issues.
ORGANIZATION, ADMINISTRATION AND OPERATIONS
This relates to the prevention, resistance, and suppression of crime. It also deals with the organizational and administrative elements of crime prevention and the operational considerations that should be brought to bear in establishing and maintaining crime prevention programs.
The Minneapolis Police Department is committed to crime prevention as evidenced by the goals, objectives and policies of each division.
In the Minneapolis Police Department it is understood that all officers and components are responsible for achieving agency crime prevention goals and should assist others in this regard.
Intelligence is principally concerned with collecting, processing, and disseminating information relating to specific crimes, and criminal activities. These areas of concern vary widely among law enforcement jurisdictions but typically include organized crime, vice, illegal drug trafficking, terrorism, gangs and civil disorders. Ordinarily, intelligence personnel do not perform enforcement activities but will be a source of information for operational units.
This addresses the basic concerns of the Minneapolis Police Department in carrying out the intelligence function. It also includes the intelligence gathering activities associated with special events, such as visits by dignitaries or sporting events.
Nothing should be interpreted as encouraging the gathering of data for political or other purposes unrelated to crime.
Effective discipline is a positive process when its perceived purpose is to train or develop by instruction. Among the programs having an impact on discipline in a law enforcement agency are selection, training, direction, supervision and accountability. These elements are interdependent and a weakness in any one is damaging to effective discipline.
The policy of this department is to protect the lives and health of its valuable human resources. The Police Department will comply with all Federal, State and City policies and regulations to insure safe, healthful working conditions for every employee.
The Department will liaison with the City Office of Risk Management in protecting against financial loss and reduced efficiency through planning and reviewing employee performance and activities.
This Department will also liaison with other City Departments to insure full compliance with Federal and State regulatory requirements of the Americans With Disabilities Act of l992.
The Department will develop, implement and maintain procedures, policies and the programs necessary to:
l. Comply with all regulatory requirements.
2. Minimize occupational injuries and illness.
3. Assure a safe and healthy working environment.
An effective loss control and accident prevention program for this department will include departmental safety goals and objectives with evaluations of personnel, property and equipment safety records.
It is the policy of this department to adequately staff and operate an Identification Division that conforms to American Society of Crime Laboratory Directors (ASCLD) guidelines, that actively processes crime scenes, collects and preserves evidence and properly maintains the evidentiary chain of custody.
ORGANIZATION, ADMINISTRATION & PROCEDURES
The three kinds of crime laboratories, sometimes called forensic laboratories, used by the Minneapolis Police Department in criminal investigations are:
1) The full service crime laboratory, which examines physical evidence of various types, including firearms and ammunition, tool marks, body fluids, chemical substances, glass, hairs and fibers, paint, soil, arson accelerants, and questioned documents. Those laboratories that conduct examinations of fewer kinds of materials and substances are often termed "limited-service" laboratories.
2) The identification laboratory, which is concerned almost exclusively with the examination of latent fingerprints, shoe and tire prints, and matches of fractured items.
3) The photographic laboratory, which develops exposed negatives and processes photographic prints. This laboratory also sends photographers to crime scenes and does other specialized photography duties such as photomicrography (photography through a microscope).
In addition, the HCMC Medical Examiner is responsible for the pathological or toxicological laboratory, which examines tissues, blood and other body fluids from living or deceased persons in alcohol or drug-related cases.
The effective exercise of law enforcement responsibility in the investigation of crime and in the prosecution of offenders requires that information be obtained through the application of scientific knowledge and methods. Research has clearly shown that physical evidence must be identified, collected, preserved and properly transmitted to the laboratory if laboratory support resources are to be used effectively.
The policy of this department is to establish in the Chief of Police, the authority and responsibility for all aspects of fiscal management for the department with input from Bureau Heads, Inspectors, Division Commanders and Unit Supervisors.
This relates to budgeting, accounting, and fiscal control procedures. The accounting procedures are compatible with those of the City Of Minneapolis. The accounting system is intended to prevent budget discrepancies and to assure the projected flow of funds is proceeding as planned.
It is the policy of this department to operate short term holding cells, when necessary, which meet the needs and ensure the safety of the prisoner and police personnel.
This applies only to Divisions/Units operating short-term holding facilities to maintain custody of detainees for periods over two hours.
Excluded from meeting the requirements are room areas or space provided for processing, questioning or testing a detainee when the detainee is under continuous supervision and control of agency personnel within the room area or space and detained for a period of time not to exceed two hours.
ADMINISTRATION AND OPERATIONS
It is the policy of this department to provide a specialized component to completely and accurately investigate complaints against department members not taken by the Police Civilian Review Authority so the Chief of Police can take appropriate actions to maintain the integrity of the department.
The internal affairs function is important for the maintenance of professional conduct in a law enforcement agency. The integrity of the department depends on the personal integrity and discipline of each employee. To a large degree, the public image of the police department is determined by the quality of the internal affairs function in responding to allegations of misconduct by the department or its employees.
The internal affairs component has the authority to report directly to the Chief of Police, and is responsible for internal affairs matters. In those cases involving the integrity of the department, the Internal Affairs Function will conduct internal investigations and carry out all assignments related to resolving issues. The Internal Affairs Function personnel review all Internal Affairs matters and respond appropriately to internal allegations of misfeasance, malfeasance, and nonfeasance by employees, and to complaints about the agency's response to community needs, thereby instilling public confidence in the agency.
External complaints of police misconduct are registered with and investigated by the Police Civilian Review Authority, a body established by City Ordinance. The imposition of discipline in all cases remains within the authority of the Chief of Police.
The policy of the department is to assist the Minneapolis Civil Service Commission and to participate in their annual evaluation of classified service positions. The determination of job classifications is based upon a task analysis of each position in the department.
Changing roles, responsibilities and duties will be assessed by the Commission for our department use in recruiting, selection, training, promotions, performance evaluations, assignments and achieving department goals.
It is the policy of this department to operate an effective Juvenile Division that is committed to preventing and controlling juvenile delinquency by the investigation process, education, diversion and referral programs.
ORGANIZATION, ADMINISTRATION AND OPERATIONS
This relates to the organizational and operational aspects of juvenile operations. Beyond enforcing the law with respect to juvenile offenders, agencies should make a firm commitment to develop programs designed to prevent juvenile delinquency. The activities engaged in by the Juvenile Division includes such things as conducting follow-up investigations of cases involving juvenile offenders; processing youth arrests; preparing and presenting court cases in which a juvenile is involved; diverting juvenile offenders out of the juvenile justice system; and designing and implementing programs intended to prevent delinquent and criminal behavior by youths.
When dealing with juveniles, law enforcement officers should always make use of the least coercive among reasonable alternatives, consistent with preserving public safety, order, and individual liberty.
The Minneapolis Police Juvenile Division maintains an independent manual for the division and it is available to all members of the department. The Juvenile Division Manual does not supersede the department manual in any manner or form. All members of the police department will be held accountable for department rules and regulation dealing with the handling of juveniles.
It is the policy of this department to establish and maintain operational and administrative guidelines for vice and organized crime functions that ensures commitment to continuous enforcement duties.
This relates to the control of organized crime and vice. Organized crime and vice control functions deal with activities that may or may not be related but use investigative methods that are similar.
It is the policy of this department to establish and maintain a process of annual evaluation of all department personnel. The process includes objectivity, employee input, employee development and the optimal use of department resources. Performance appraisals have a direct relationship with recruitment, selection, training, promotions, grievance procedures and professional career development. The performance evaluation by a supervisor is simply the measurement of on-the-job performance of assigned work tasks and duties.
In achieving our stated department objectives, the department must rely on satisfactory work performance from all employees. The evaluation process will include a source of guidance for employee behaviors in meeting unit, division, precinct and department goals and objectives while providing employee satisfaction.
The performance evaluation system will be examined yearly for effectiveness in measuring achievement of personal and organizational goals.
The policy of this department is to maintain a permanent Planning and Research Unit with a qualified staff and adequate resources to respond to the amount and complexity of department demands.
This relates to the planning and research capabilities within the department and to the organization and staff needed to perform these functions.
Goals and objectives for each organizational component in the Department will be developed, updated and made available to all concerned personnel annually. Commanders of the concerned divisional component will assure that these goals and objectives are current and appropriate for the component. In addition, indicators shall be developed to assist in gauging the progress made toward attainment of the goals and objectives.
Department planning is the responsibility of all employees. Plans will define the needs and the objectives of the Department and the scope, methods of implementation and evaluation of the planned initiatives. All department personnel, at all levels of the Department, are given the opportunity to contribute their suggestions. They can write a memo to Research and Development, supply suggestions on a performance evaluation form or rely ideas to a superior officer.
The policy of this department is to develop professional programs, practices and procedures focusing on the skills, knowledge and abilities necessary for all employees to function in an efficient and effective manner.
Professional development is a structured process that is utilized by the department to provide opportunities for individual growth and development at all levels. It is designed to promote productive, efficient, and effective job performance and to improve job satisfaction. More importantly, it is through professional development activities that the upward mobility of all personnel may be enhanced by specific opportunities for professional growth and improved job performance.
The policy of this department is to develop and maintain program inventories focusing on identifying training needs which fulfill the needs of individual employees and the department.
PROFESSIONAL COUNSELING AND IN-SERVICE TRAINING
The policy of this department is to establish a professional counseling program which consists of identifying:
l) the skills, knowledge and abilities of each individual relative to present and future job assignments;
2) in-service training requirements;
3) individual and department expectations.
The policy of this department is to encourage employees to pursue higher education goals so the Department can deal more effectively with law enforcement problems in an increasing complex and sophisticated community.
Department policy requires definition of administrative practices and procedures used in the promotional process for department personnel. Promotions denote vertical movement within the organization from one rank, classification or position to another, usually accompanied by salary increases. Specified promotional testing requirements, criteria and procedures improve the validity and utility of the process and minimize adverse impact to persons of any race, gender or ethnicity. The Minneapolis Civil Service Commission evaluates and modifies the promotional processes bi-annually and the department will evaluate the process annually for effective, job related promotional criteria and methodology.
It is the policy of this department to follow City guidelines in the ownership, leasing and maintenance of City or Department owned property.
ACQUIRED AND IN CUSTODY PROPERTY
It is the policy of this department to maintain strict standards with respect to the handling, security and disposition of found, recovered, or evidentiary property.
The Minneapolis Police Department has in their keeping three types of property:
(l) that which is owned or used by the department;
(2) that which is in the custody of the department;
(3) that which is acquired by the department as found,
recovered, or evidentiary property.
A well structured system for managing property owned or used by the department involves two phases: (1) the initial identifying, labeling, and recording of existing capital assets and (2) the maintenance of the system as assets are added, transferred, replaced, or destroyed. The system identifies each item of agency property, estimated value and date of acquisition, its location, its condition, usage data, relevant maintenance and repair data, and the person responsible for the item.
The property management system also provides for the management and control of found, recovered, or evidentiary property in the custody of the department. This is critically important in department resources.
It is the policy of this department to promote and maintain open communication with the news media and the community in a manner that is in accordance with the Minnesota Data Practices Act. It is also of importance that this department maintain a community relations function which promotes a positive relationship with the community.
The section on community relations addresses problems arising between the police department and all segments of the service population. The department establishes formal relationships with the many community organizations that exist in Minneapolis.
The department plays an active role in organizing such groups where they do not exist. By establishing such communication lines, the department can learn of issues and respond to them before they become problems.
By developing programs that increase the community's understanding of the activities and role of the police, the police department can increase public confidence while lessening obstacles to the implementation of new programs and approaches that could fail for want of public understanding or accurate information.
This concerns the establishment and maintenance of public information and community relations functions. To operate effectively officers of the Minneapolis Police Department must have the support of their communities. The department obtains such support by informing the public and news media of events that affect the lives of citizens in the community. In short, the department's policy is one of openness and candor.
To convey information, the department often relies on the news media. Policies have been developed that govern what information should be released, when it should be released, and by whom it should be released. When media contacts are frequent and often of a sensitive nature, a media specialist may be used to coordinate activities; the media may be utilized in the development of policies affecting the news media, and for determining when a media specialist should respond to the scene of a crime or other event.
It is the policy of this department to properly document and retain all records of police activities, whether originated by the community or an agency member.
ADMINISTRATION AND OPERATION
The central records function is important to the effective delivery of law enforcement services. This policy addresses those record functions that meet the management, operational and information needs of the department. This policy is primarily concerned with filed reports and the central records functions of the different divisions/units within the department. Policies also provide for the measurement of the results of records activities.
It is the policy of this department to establish and maintain a comprehensive recruiting plan that will provide the department with the best candidates available for police employment.
Our department will publicize all department employment opportunities in accordance with the City of Minneapolis Civil Service Commission guidelines and Federal and State Equal Employment Opportunity legislation. The Minneapolis Police Department recruitment plan will include community involvement, affirmative action goals, and equal employment opportunities.
It is important that our department approach recruitment of law enforcement personnel from a positive viewpoint. The department seeks to identify and employ the best candidate available, not merely eliminating the least qualified. Our department is an equal opportunity employer and working within the Minneapolis Civil Service framework, our recruitment plan includes both the technical and philosophical elements for effective recruitment of a workforce that is representative of the community.
The policy of this department is to define the administrative selection practices and procedures to insure compliance with all legal and professional requirements. All occupational qualifications are listed, publicized and distributed to all prospective employment candidates.
The selection process is generally acknowledged as a critical activity in determining the operational effectiveness of a law enforcement agency. The department selection process will result in the effective and fair selection and appointment of those individuals who possess the skills, knowledge, and abilities necessary for an effective and respected law enforcement agency.
The selection procedures, tests, and requirements are subject to statistical analysis and documentation and will satisfy professional and legal requirements for validity, utility and minimum adverse impact.
The selection process includes an application process, a background investigation, oral interview, entry level training and a probationary period which allows for a detailed evaluation of performance criteria. The department process, in conjunction with Minneapolis Civil Service Commission guidelines, provides for a fair, effective system for selecting the best qualified employment candidates.
It is the policy of this department to provide the concentration of resources and specialized expertise necessary to meet department needs which cannot be achieved easily by conventional operational components.
Special operations are defined as including use of a special weapons and tactics team, use of special purpose vehicles, decoy operations, undercover surveillance/stakeouts, Operation 100, High Risk Warrant Team, bomb disposal, coverage of special events, VIP protection, coverage of disasters, hazardous materials, riot control, and emergency preparedness.
Special operations components conduct activities resulting from certain kinds of emergencies or unexpected or unusually high workloads that would be difficult for normal operational divisions/units to handle.
It is the policy of this department to perform all the necessary services at an accident scene including, but not limited to, providing assistance, conducting investigations and taking appropriate law enforcement action.
TRAFFIC ACCIDENT INVESTIGATION
This governs the Department's activities connected with or related to traffic accidents, including: providing emergency assistance to the injured; protecting the accident scene; conducting at-scene and follow up investigations; preparing reports; and taking proper enforcement action relative to the incident.
The policy of this department is to have a formally organized Traffic Division to maintain a traffic reporting process, educate the department and public and to analyze traffic problems to ensure deployment of resources that address community needs.
TRAFFIC LAW ENFORCEMENT
It is the policy of this department to promote the safe and expeditious flow of vehicular and pedestrian traffic through effective traffic law enforcement based on community need, officer discretion and department objectives.
This governs the department's traffic law enforcement activities performed by the patrol division and the traffic division. These activities are specifically directed toward controlling violations through preventive patrol and active enforcement. This also governs relationships with motorists, pedestrians, courts and prosecutors.
Policies also govern the administrative and support processes that enable the department to execute its responsibilities for traffic law enforcement. Traffic support activities include data collection and analysis, formulation of policy and procedures, development of effective enforcement techniques, program planning, personnel allocation and utilization, and program evaluation.
It is the policy of this department to perform related services for the community in situations that adversely affect the normal flow of traffic and/or provide temporary assistance for motorists.
This governs many diverse traffic related ancillary services performed by the department. These services are basically activities having an indirect effect on traffic flow and responses to citizen generated requests for assistance. The tasks include general assistance, emergency assistance, identifying and reporting roadway and roadside hazards, checking abandoned vehicles, and locating and recovering stolen vehicles.
It is the policy of this department to insure that all officers have the training and education mandated by the Minnesota POST Board and the Department. It is also the policy of this department to monitor training needs and accomplishments to ensure that training for all department employees is consistent with agency goals and objectives.
ORGANIZATION AND ADMINISTRATION
This relates to the training of law enforcement personnel. Sub-topics address the organization and administration of the training function; training instructors; recruit training; in-service training; roll call training; advanced training; specialized training and civilian personnel training.
Training has often been cited as one of the most important responsibilities in any law enforcement agency. Training serves three broad purposes; (1) well trained officers are better prepared to act decisively and correctly in a broad spectrum of situations, (2) training results in greater productivity and effectiveness, (3) training fosters cooperation and unity of purpose.
Training programs ensure that the needs of the department are addressed and that there is accountability for all training provided. Training should be consistent with the agency's goals and objectives.
It is the policy of this department to insure that all sworn recruits complete the department's recruit orientation program prior to official assignments.
An officer will prepare, deliver, evaluate and revise training curriculum for the Police Recruit Academy. The officer insures that Police Recruit Academy graduates are trained to the minimum standards established by the department, including knowledge of titles, statutes and ordinances, as well as the policies and procedures of the department.
TRAINING - CONTINUED
It is the policy of this department to document the qualifications and responsibilities of all instructors conducting department training. All sworn personnel are required to complete all training requirements as assigned.
Training instructors prepare, deliver and evaluate the training curriculum for in-service training programs. They, along with the supervisor of the Training Unit, are responsible for the overall delivery and operation of on going training for Department members below the rank of Inspector. This includes designing curriculums, securing instructors, materials, training sites, scheduling students and monitoring the day to day operations of the schools while in session.
SPECIALIZED AND CIVILIAN TRAINING
It is the policy of this department to identify the positions for which specialized training is required, and to provide training as appropriate for sworn and civilian personnel.
It is the policy of this department to ensure the safety of all concerned by following appropriate department procedures while transporting prisoners.
Transportation by Minneapolis Police Department officers of persons in custody is a constant and frequent activity. The time period involved is immediately after arrest, when the arrestee is taken to booking and holding or transferred to another facility. Policies and procedures covering all types of prisoner transportation are reviewed periodically.
This concerns the directives that form the guidelines that must be followed when department personnel execute the prisoner transport function to adequately ensure the safety and security of the prisoner, the transporting officers, and the public.
It is the policy of this department to be prepared to respond effectively and efficiently to unusual occurrences both natural and man made, by developing and maintaining plans for future operations.
ADMINISTRATION AND OPERATIONS
"Unusual occurrences" connote situations, generally of an emergency nature, that result from disasters - both natural and man made, and civil disturbances. The category of disasters includes floods, earthquakes, explosions, and tornadoes. Civil disturbances include riots, disorders, violence arising from dissident gatherings, marches, rock concerts, political conventions and labor disputes.
Department policy addresses the administrative and operational measures the department takes in developing plans and preparing to respond effectively to an unusual occurrence.
The policy of this department is to take an active role in victim/witness programs which provide valuable and needed services to the affected parties and which promote the department law enforcement efforts during and after criminal investigations.
It is integral to sound law enforcement to make quality arrests, i.e.; those that survive to plea or trial. Extensive research findings indicate that a major cause of case attrition after arrest, but prior to plea or trial, is related to victim/witness problems. The probability of conviction increases markedly as the number of cooperative witnesses increase. When victims and witnesses feel that they have been subjected to what they consider poor treatment, they can be expected to offer something less than wholehearted cooperation with law enforcement agencies. The effect can be devastating to investigations and subsequent prosecutions.
It is in our own best interest to treat all victims and witnesses with fairness, compassion and dignity through the entire criminal justice process.
The department is committed to the development, implementation and continuation of appropriate victim/witness assistance programs and activities in compliance with State and Federal requirements. All department personnel working in contact with the public should be knowledgeable of available crime victim/witness assistance programs The agencies listed on the Victim Assistance Cards can serve as a reference guide for referrals.
Last updated Sep. 27, 2011