Minnesota Police Chief -- Fall 2015

DIVERSIFYING DEPARTMENTS

What Attracts Non-traditional Officers

BODY-WORN CAMERA SURVEY

PROFESSIONAL DEVELOPMENT

Find Out Where Chiefs Stand on BWCs

MCPA Widening Chiefs Training

STILL LOADING: A Conversation on Tech Advancements Helping and Hindering Data Management

Home County

Home County

IN THIS ISSUE

Contents FALL 2015

IN THIS ISSUE 4

Executive Director’s Note

Communication, Professional Development,

Capitol Leadership: MCPA’s Three Pillars for Success

6

President’s Perspective

Widening the Pathway to Policing; Yielding Stronger Agencies

9

Chaplain’s Message

Do You Have a Personal Support Plan Fellow

Chiefs Can Follow When Tragedy Strikes Your Agency?

ON THE COVER

10 Legal Update

How Much Technology is Enough? How Do You Manage It All? Technological advances sometimes bring drawbacks in the areas of data management. The Minnesota Chiefs of

Find Out How Recent U.S. Supreme Court Decisions Will Impact Your Officers in the Field

14 Department of Public Safety

Wireless Emergency Alert System: DPS Highlights a New Tool for Emergency Incident Commanders

16 Social Media Survey

Police Association explores some cost

Departments are Building Community and Solving Crimes

effective technology solutions in the age

17 POST Board’s New Strategic Plan

of on-camera evidence.

PAGE 18

FEATURES

8

MEET MINNESOTA CHIEFS OF POLICE ASSOCIATION’S NEW PROFESSIONAL DEVELOPMENT DIRECTOR

MCPA widens training and support at all levels of policing

Former Richfield Police Chief Todd Sandell often jokes that he had more than 36 successful years on the job, and one really unsuccessful year in retirement. The Association is glad he’s back to provide training and professional development guidance. Learn about the additions he’s already made to the academies and the plans for new training in the new standing professional development column.

Stronger Audits, Education Consistency, Second Career Paths

26 Department Profile

High Retention, Topnotch Training Annandale’s

Secret to Success

30 Vendor Profile

Ranger Chevrolet, a Long-Term MCPA Supporter

32 A Torch Runs Through It Historic Special Olympics Torch Run

34 Ad Index

22 SUPPORT RISING FOR BODY-WORN CAMERAS

Despite strong support, privacy dominates chiefs’ concerns around body-worn cameras.(BWC) Minnesota Chiefs of Police Association’s summer survey shows chiefs overwhelmingly support body-worn cameras. Learn where chiefs stand on data classification, which types of departments currently have BWCs and what’s next for this important law enforcement tool.

DEPARTMENTS THAT REFLECT 24 BUILDING OUR COMMUNITIES Attracting a more diverse recruit pool

Booker Hodges, a law enforcement supervisor with a Ph.D., explains what attracts officers of color to certain departments and why they stay. His article also highlights the numbers gap between non-white Minnesotans and non-white peace officers and what we can do to close it over the next decade.

Fall 2015

3

Executive Director’s Note

Communication, Professional Development, Capitol Leadership:

MCPA’s Three Pillars for Success Out of the Association’s strategic goals, three areas of concentration have emerged: strengthening professional development at all levels of policing, improving internal and external communications and establishing the Association as a leading voice at the capitol.

Minnesota Chiefs of Police Association’s (MCPA) staff, board and I have been working hard on these priorities, which are tightly interwoven. I believe we’ve produced some meaningful results with more advancements to come.

This edition of the magazine highlights some of that progress. We’re bringing you more ANDY SKOOGMAN EXECUTIVE DIRECTOR MINNESOTA CHIEFS OF POLICE ASSOCIATION

relevant stories, written in a concise manner. Because training and professional development is so critical, we’ve added a standing column from our new professional development director (page 8) former Richfield Police Chief Todd Sandell. His first column provides an update on new classes at our current training academies and new training opportunities we have in the works, including a traveling media training session. Along the lines of professional development, our cover story starts the discussion around a topic chiefs are learning more about: managing growing data storage demands from advancing technology like body-worn cameras, public and private surveillance cameras, cell phone evidence and other computer forensics (page 18).

Communications Director Joe Sheeran profiles how departments large and small store and manage data and brings us good advice from the state’s top IT experts.

Also featured is our latest body-worn camera survey results (page 22). This will help the Association make the legislative case for data classification that balances privacy with transparency, accountability and evidence gathering.

Our social media survey results provide insight on how agencies are using sites such as Facebook and Twitter (page 16). Did you know that of the departments with a social media presence, 77 percent say it’s helped them improve police-community relations? Surveys like these will hopefully help you make decisions in your own agencies. They will definitely strengthen the MCPA’s media outreach efforts because we are able to deliver reporters timely, relevant data that helps contextualize their stories and portray law enforcement in a more positive light.

Since last August, more than 50 news stories have featured or quoted the Association on topics ranging from the 1033 military surplus program to automatic license plate readers to training our departments for 21st century policing.

One of the topics representing this merging of media, professional development and legislative work is our diversity efforts. Chief Hugo McPhee, in the president’s column (page 6), explains his series of round tables to improve recruiting in diverse communities. It’s followed up with a piece from Dr. Booker Hodges of the Black Police Officers Association on what non-white recruits are looking for in an agency (page 24).

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MINNESOTA POLICE CHIEF

When it comes to hiring and retention, our department profile in this edition takes us to Annandale where Chief Jeff Herr has been able to attract and retain a strong group of officers.

Find out what’s producing these results (page 26).

MCPA’s Chaplin Pastor Dan Carlson’s column discusses a new Association initiative to help chiefs formulate a written plan of personal and professional support in times of crises, especially when one of their officers dies in the line of duty (page 9).

Our updates from the state include the POST Board’s new strategic plan (page 17). Department of Public Safety Commissioner Mona Dohman writes about the agency’s wireless emergency alert system’s advancements (page 14).

At the federal level, Washington County Attorney Pete Orput and Chief Deputy Carver County Attorney Pete Ivy provide a roundup of U.S. Supreme Court cases that will impact how police do their jobs (page 10).

I hope you enjoy reading the magazine. I think you’ll have a better understanding of the progress we’re making at the Association. More importantly, I’m hopeful that the steps we’re taking result in the MCPA becoming more of a relevant resource to you every day.

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5

President’s Perspective

Widening the Pathway to Policing; Yielding Stronger Agencies

CHIEF HUGO MCPHEE PRESIDENT MINNESOTA CHIEFS OF POLICE ASSOCIATION THREE RIVERS PARK DISTRICT

Things are busy at the Minnesota Chiefs of Police Association (MCPA) offices as we plan for another Executive Training Institute, legislative session and round of academies. Staff and the board are also working toward meeting the Association’s three-year strategic goals, which we established at last summer’s planning retreat in Detroit Lakes.

Two of the goals I’m most excited about are expanding the quality of police applicants and enhancing leadership skills for all levels of the profession, which our new Professional Development Director Todd Sandell discusses in his article on page 8.

We’ve done significant work on the first goal in the areas of diversity inclusion, recruiting, hiring, mentoring and promoting the best qualified applicants. Key successes thus far in this effort include the year-long Diversity Roundtable with large agencies and our two-day hiring workshop with former Cleveland Police Chief turned recruiting researcher Dr. Patrick Oliver.

Thirty law enforcement leaders and human resources directors from departments large and small, rural and metro attended his workshop, in which they learned improved methods in recruiting, hiring, mentoring and promoting the best police applicants from traditional and nontraditional backgrounds. Dr. Oliver discussed how law enforcement nationwide needs to focus efforts on partnerships with communities. He also talked about hiring officers and staff that help us become guardians of citizens, working collaboratively in communities, as opposed to warriors who see the world as us vs. them. This is also a main recommendation of the 21st Century Policing task force report.

what do you do to support new hires as they adjust to the role of police officer in your agency?

Part of this includes building diversity in our agencies, ensuring we have staffs that understand the communities we’re serving. Some of our board members and chiefs have taken an active role in connecting with the various officer associations in Minnesota. We have met individually with leaders of the MN Association of Women Police (MAWP), National Black Officers AssociationMN Chapter, Latino Officers Association, Somali American Officers Association and Asian Peace Officers Association to identify areas where we could partner and support each other’s efforts in working with diverse communities.

A key take away from these early diversity discussions is the concept of agency gate-keepers who sit on interview panels, conduct background investigations and serve as field training officers. Do these knowledgeable and skilled staff members share a chief’s vision for what makes a successful new hire or a candidate for promotion? Or, do they insert what they feel is required to be successful as an officer or supervisor, thus subconsciously superseding and disregarding the chief’s vision, especially in hiring non-traditional candidates?

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MINNESOTA POLICE CHIEF

Related to this, what do you do to support new hires as they adjust to the role of police officer in your agency? Many forward-looking organizations have mentoring programs in place which are especially helpful for the new hire or candidate for promotion and their families. These mentorships help staff adjust to life as a cop or new supervisor. This is even more important for non-generational hires that do not have relatives currently or previously serving as law enforcement officers.

Lastly, some thought needs to be given to career paths within our agencies. There seems to be this idea that in some agencies the pathway to promotion travels through assignments on prestigious specialty units.

While it is important that supervisors understand a variety of law enforcement roles, the core components a supervisor’s job requires can be attained in a number of ways.

We’re all looking for leaders that have strong skills in communication, budgeting, scheduling, evaluating, directing others during a critical incident, community interaction and trust building, supporting organizational mission and espousing organizational values.

If the nature of your department or city require certain supervisors have experience in key specialty units, it’s important to ensure that there are still pathways to leadership in other parts of the department.

While the media tends to focus on our failures and shortcomings in many of these areas, I’m proud of the work you have been doing in creating police forces for the 21st century. Let’s continue working on creating agencies that ensure community and officer safety.

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Fall 2015

7

Professional Development

Meet MCPA’s New Professional Development Director

TODD SANDELL PROFESSIONAL DEVELOPMENT DIRECTOR MINNESOTA CHIEFS OF POLICE ASSOCIATION

MCPA Professional Development Committee Todd Sandell MCPA (Co-Chair) Chief Stephanie Revering Crystal Police Department (Co-Chair) Chief Jeff McCormick Cannon Falls Police Department Chief Troy Appel Worthington Police Department Chief Dave Bentrud Waite Park Police Department Captain John Bermel Apple Valley Police Department Chief David Ebinger Moorhead Police Department Chief Tim Fournier New Hope Police Department Chief Mike Reynolds Hopkins Police Department Chief Paul Wegner Paynesville Police Department Chief Eric Werner Maple Grove Police Department 8

In my 37-year law enforcement career, mostly with the Richfield Police Department, I came to realize that training and professional development is the key component to a successful law enforcement officer and his or her agency. In my roles as chief, deputy chief and supervisor, I made training a priority.

That’s why a year into my retirement, I jumped at the opportunity to become the Minnesota Chiefs of Police Association’s (MCPA) Professional Development Director. Advancing the skills and expertise of Minnesota’s next generation of law enforcement leaders is the perfect way to give back to the profession I so dearly love.

Starting June 1st, I went right to work evaluating MCPA’s current training offerings and implementing the board-approved vision for advancing the Association’s professional development tracks.

Some advancements, such as timely new courses at the Leadership and CLEO and Command Academies, you’ll see in place right away. Others will take more time to incorporate. Here are the professional development highlights we hope to implement over the next few years.

Professional Development Committee (PDC): The PDC replaces the Education and Training Committee. One of the PDC’s main goals is to better integrate all of the Association’s various training opportunities so trainings build on each other while eliminating duplicity. The PDC will also work to improve the current academies and the Executive Training Institute, develop new trainings, such as an Advanced CLEO & Command (more on this later in the article) and Leadership for Line Officers and establish a CLEO Certification renewal process.

Academic Partnerships: MCPA has been reaching out to area institutions of higher learning regarding an Academic Partnership program that helps bolster our resources and academy offerings. In return our partner universities have a chance to showcase their leadership development programs among our members. I am pleased to say that our first three academic partners are Hamline University, University of Minnesota and Hennepin Technical College. We look forward to working with these institutions and are working with several others to join the program.

Enhanced Training Opportunities: MCPA is also working toward providing low-cost training opportunities in various regions of the state. For example, we’ve conducted media trainings in Anoka County, Faribault, Marshall and have one scheduled in Region Five for early 2016. As we head into next year, watch for more of these opportunities to be brought to a location near you.

Advanced CLEO & Command Academy: As members complete the CLEO & Command Academy they typically ask, “what’s next?” The answer is Advanced CLEO & Command. The PDC is currently working hard to develop the next level of training for our members. The plan is to present the first Advanced CLEO & Command in the fall of 2016. Watch for more information on the Association’s website and in C-notes.

I look forward to working with MCPA membership to bring the highest quality of training to the Association. If you have any questions, concerns or training suggestions, please contact me at todd@mnchiefs.org.

MINNESOTA POLICE CHIEF

Chaplain’s Message

Peer Support In November of 2012, I received one of those calls that every cop dreads. Cold Spring Police Officer Tom Decker had just been shot and killed. For many reasons, a Line of Duty Death (LODD) has a greater impact on the law enforcement community than any other single incident.

The number of people affected, the amount of community interest, the volume of media coverage and the demands on our profession are absolutely overwhelming for the agency involved, especially its chief law enforcement officer.

One of my major responsibilities as the Minnesota Chiefs of Police Association’s (MCPA) chaplain is to provide personal care and support to chiefs experiencing personal and professional challenges. As I received the LODD call, I went through my personal response routine. Although I had met Chief Phil Jones, we were not personally close and I didn't have access to his direct contact information. However, I did have a close relationship with one of his neighboring chiefs, Pete Jansky, and called him on his cell phone. I asked that he pass on my availability to Chief Jones. That’s when I heard Pete say, “Hey Phil, Chaplain Dan is on the phone. He’s on his way up and available if you need anything.” Pete was acting as Phil’s driver as the incident was evolving.

A few years earlier, following another critical incident in the area, several chiefs of the neighboring departments got together and made a plan. They decided how they would respond to support each other, not just operationally, but personally as well, if any of them should go through a similar challenge. One of the things they decided was that someone would respond immediately and be the impacted chief’s driver. A small gesture, but a solid plan to provide some peer support in a tough situation.

I share the above story as a great example of how a simple plan, a small gesture of care and support, can have a big impact on a chief going through the inevitable challenges of the job. I realize that many chiefs have created these types of plans, surrounding themselves with personal care and support resources. However, I am also aware that most chiefs do not have such plans.

Or they may have the plans, but have not shared them with the peers they hope will respond to support them.

One of the goals of the MCPA’s Strategic and Tactical Plan is to “Provide strong professional and personal support to CLEOs”. One of the key actions of this goal is to establish a structured “Peer Support System” for chiefs. I will be leading that effort, along with Executive Director Andy Skoogman and others. Our goal is to develop a simple and defined plan for chiefs to use on a regional basis. We will then provide training to assist them in creating their individual and personalized peer support plans. I already have several active and retired chiefs who have shown strong interest in providing their personal experiences in critical incidents, both professional and personal, to assist in this process.

I want to close with this one reminder: There is one primary person that is responsible for your personal care and support… YOU! Our goal is to give you the support and resources you need to take care of yourself, and to give you access to the abundance of resources (including Chaplain Dan!) the MCPA can provide. This coordinated system of care is a great foundation for your personal health and fitness care plan!

Fall 2015

PASTOR DAN CARLSON CHAPLAIN EX-OFFICIO BOARD MEMBER MINNESOTA CHIEFS OF POLICE ASSOCIATION

9

Legal Update

U.S. Supreme Court Case Update for Law Enforcement for the Term of 2014-2015 The U.S. Supreme Court recently wrapped up its latest term (ending in July) with a number of interesting cases related to law enforcement. Below is a sampling of the cases and the rulings from our court.

Johnson v United States (8-1 decision)

PETER ORPUT WASHINGTON COUNTY ATTORNEY PETER IVY CHIEF DEPUTY CARVER COUNTY ATTORNEY CO-COUNSEL MINNESOTA CHIEFS OF POLICE ASSOCIATION

Johnson was a white supremacist who started the Aryan Liberation Movement.1 He bragged to an undercover cop about his selling of firearms so the cop arrested him and had him charged with being an armed career criminal. Under the Armed Career Criminal Act (ACCA) portion of the charge Johnson is due a mandatory 15-year sentence. In order to ring the bell for an armed career criminal enhancement, Johnson had to have three prior “violent” felonies. Johnson had priors for attempted simple robbery, simple robbery and possession of a short barreled shotgun. After the judge put the boots to Johnson, he complained that the definition of violent crimes was vague under the federal statute involved.2 The court found that the term “Armed Career Criminal” is unconstitutionally vague. The court held that the ACCA defines a “violent felony” as one involving “conduct that presents a serious potential risk of physical injury to another”. Our courts have held that laws that do not give ordinary people fair notice of what conduct is punished or can be enforced arbitrarily violate the Due Process Clause of the Fifth Amendment. Because the ACCA gives no guidelines for how the court can assess whether the conduct in question poses a “serious potential risk of physical injury” and therefore qualifies as a violent felony, the law allows for unpredictable and arbitrary enforcement in violation of the Due Process Clause.

Kingsley v Hendrickson (5-4 decision) Kingsley was arrested for drugs and thrown in the local jail where jail deputies tazed the daylights out of him when he became unruly. Kingsley sued alleging a civil rights violation under 42 U.S.C§. 1983. Kingsley claimed that the tazing was objectively unreasonable, an instance of “excessive force” in violation of the Fourteenth Amendment’s due process clause. The officers countered that the relevant standard is a subjective one, akin to whether the action constituted a “cruel and unusual punishment” in violation of the Eighth Amendment. The court found that the standard juries should use in determining whether the force used by officers was reasonable is an objective test. What a reasonably trained officer would have done in the circumstances is not a subjective test.

Los Angeles v Patel (5-4 decision) Mr. Patel got a motel room in Los Angeles where he was to meet with his “friend”, a married woman. The only problem for him was that the city had an ordinance insisting that all motels gather information on each room renter so that cops can peruse the hotel registration records at will. Patel challenged police access to hotel records claiming a privacy interest. The court found the ordinance authorized unreasonable searches by police.

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MINNESOTA POLICE CHIEF

"We hold that the provision of the Los Angeles Municipal Code that requires hotel operators to make their registries available to the police on demand is facially unconstitutional because it penalizes them for declining to turn over their records without affording them any opportunity for pre-compliance review."

"In most contexts, business owners can be afforded at least an opportunity to contest an administrative search's propriety without unduly compromising the government's ability" to enforce the law, Justice Sonia Sotomayor said. And allowing a judge to approve the search in advance "alters the dynamic between officer and the hotel to be searched and reduces the risk that officers will use these administrative searches as a pretext to harass business owners."

Police may obtain a search warrant if they suspect criminal activity at a motel or hotel and a hotel operator refuses to voluntarily allow officers to view their records. The court’s opinion has no impact on municipal ordinances that compel hotel operators to gather and maintain guest information. Additionally, most hotels will provide the requested information without a warrant or other legal process. Law enforcement can avoid Fourth Amendment problems, however, if they get a warrant or even an administrative subpoena. The opinion says that administrative subpoenas are typically a simple form, can be issued by the individual seeking the records and does not require probable cause.

Ohio v Clark (9-0 decision) Clark beat his girlfriend’s three-year-old son. A day care teacher saw the obvious damage to the kid and asked him about the injuries. She then reported the incident and later testified in court

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11

Legal Update

as to what the kid told her after he was found to be incompetent to testify. Clark complained that under the Confrontation Clause to our Constitution he could not be convicted without an opportunity to confront his accusers and by offering the teacher’s statements as to what the kid told her the prosecutor violated his right to confront his witnesses. The court ruled that the kid’s statements to his teacher were non-testimonial because the totality of the circumstances showed the primary purpose of the conversation was not to create an out-of-court substitute for trial testimony. Here, there was an ongoing emergency because the child, who had obvious injuries, could have been released into the hands of his abuser, and therefore, the primary purpose of the teachers’ questions was most likely to protect the child. Moreover, a very young child who does not understand the details of the criminal justice system is unlikely to be speaking for the purpose of creating evidence. The court also held that a mandatory reporting statute does not convert a conversation between a concerned teacher and a student into a law enforcement mission aimed primarily at gathering evidence for a prosecution.

McFadden v U.S. (9-0 decision) McFadden was marketing “bath salts”, analogue drugs that were touted as a legal substitute for cocaine or meth. The Federal Analogue Act precludes one from selling any rubbish that is substantially similar to those listed on the federal controlled substances schedules, 21 U.S.C. Sec. 802(32)(A), and then treats those analogues as controlled substances if they are intended for human consumption. The Controlled Substances Act, 21 U.S. C. Sec. 841(a)(1), in turn, makes it “unlawful for any person knowingly or intentionally…to manufacture, distribute, or dispense, or possess with intent to manufacture, distribute, or dispense, a controlled substance.”

McFadden claimed that he was not guilty as the drugs he was selling were not specifically listed as controlled substances in federal statutes. The court found, however, that the “knowledge requirement may be met by showing that the defendant knew he possessed a substance listed on the schedules, even if he did not know which substance it was.” The court explained that a suspect in a drug organization who distributes a white powder listed on the schedules is still guilty, even if he does not know precisely what substance it is. Alternatively, the “knowledge requirement” may also be met by showing that the defendant knew the identity of the substance he possessed.”

The court said an example would be a defendant who knows he is distributing heroin but does not know that heroin is listed on the schedules. “Because ignorance of the law is typically no defense,” the court said, “this defendant would…be guilty of knowingly distributing ‘a controlled substance.’”

Applying these principles to analogues, the court held that knowledge can be established, first, “by evidence that a defendant knew that the substance with which he was dealing is some controlled substance – that is, one actually listed on the federal drug schedules or treated as such by operation of the Analogue Act – regardless of whether he knew the particular identity of the substance,” or, second, “by evidence that the defendant knew the specific analogue he was dealing with, even if he did not know its legal status as an analogue.” The court reversed McFadden’s guilty verdict because the trial court should have instructed the jury that the state must prove that the defendant knew the stuff he was selling was controlled.

San Francisco v Sheehan (8-0 decision) Sheehan is a mentally ill woman who was living in a group home when a worker called police to report that Sheehan threatened to kill him. Cops came to the home, entered Sheehan’s room and ended up shooting her when she attacked officers with a knife. She sued claiming the police violated her civil rights under 42 U.S.C§. 1983. The court held that cops are entitled to qualified 12

MINNESOTA POLICE CHIEF

immunity unless they have violated a clearly established constitutional or statutory right. A right is not clearly established unless a reasonable official in a cop’s shoes would have understood his actions to be in violation of that right. In this case, the officers’ entry into Sheehan’s room without a warrant did not violate the Fourth Amendment because law enforcement officers may enter a home without a warrant in an emergency situation when there is potential for injury to the occupant. The court also held that the officers’ use of force was reasonable under the circumstances, even to the extent of firing multiple rounds.

Rodriguez v U.S. (6-3 decision) A Nebraska cop on patrol saw Rodriguez’ car swerve on the road so he pulled him over. After issuing a warning, the officer then got out his canine, asked for permission to search Rodriguez’ car with the K9, Rodriguez refused but the cop did it anyway, finding drug tainted cash in the car.

The court found that the officer unreasonably detained the driver after the purpose of the car stop was resolved.

Heien v North Carolina (9-1 decision) Heien was pulled over by a cop for only having one working brake light. The cop reasonably thought that the laws of North Carolina demanded that cars have two brake lights operable, but he was wrong. After the cop got Heien pulled over, he was given consent to get the cocaine out of Heien’s car. Heien challenged the cop’s stopping of his car as he did not violate any laws, thus no reasonable suspicion to support the stop. The court held that a police officer's reasonable mistake of law can indeed provide the individualized suspicion required by the Fourth Amendment to justify a traffic stop based upon that understanding. The officer’s mistake of law was found to be objectively reasonable justifying the car stop.

There you have it-a brief overview of some of the cases our U.S. Supreme Court decided this past term. For a detailed analysis of any of these cases and their ramifications for police practices, please contact your city attorney or the authors.

1 2

Johnson should be reminded that his “movement” had failed at least four times in the past century and a half in Germany) 18 U.S.C. 924 (e).

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Department of Public Safety

Wireless Emergency Alert System — A New Tool for Emergency Incident Commanders

MONA DOHMAN COMMISSIONER DEPARTMENT OF PUBLIC SAFETY

People in danger need information fast especially if they’re being asked to evacuate or take cover. In cases of an active shooter, improvised explosive device, a fire, train derailments or other life-threatening event, a locally issued, Wireless Emergency Alert (WEA) is one of the latest and most effective options for an incident commander. This new alert option, which goes to newermodel cell phones, is changing the way people find out when, where, why and how evacuation or sheltering will take place.

WEAs are one component of the Integrated Public Alert and Warning System (IPAWS), a national system originally created to provide the president of the United States the ability to alert and warn the nation. IPAWS is used by the National Weather Service to issue warnings about tornadoes and other specific severe-weather events.

In Minnesota, IPAWS has also been used for AMBER alerts. In fact, the first successful WEA for a kidnapped child was issued here in February 2013. In another (unlikely, but possible) scenario, the state would use wireless emergency alerts to help the public evacuate or shelter in place if there were an incident at one of our nuclear generating plants.

Counties, cities of the first class and tribal nations can become authorized WEA users. There’s a process to go through, and before authorization, FEMA and the DPS Division of Homeland Security and Emergency Management (DPS-HSEM) collaborate to ensure the local jurisdiction has: • officials who have taken FEMA IPAWS training • submitted an application to be an authorized alerting point • applied for a Memorandum of Agreement with FEMA DPS-HSEM reviews each application and signs the permission statement.

The Statewide Emergency Communications Board (SECB) has an IPAWS committee made up of members from DPS-HSEM, DPS Emergency Communications Networks, county emergency managers, PSAP (9-1-1 Center) coordinators and other partners. Under the leadership of committee chair and Bloomington Fire Chief Ulie Seal, the committee is finalizing policies and practices for local use of WEAs. They have also updated the Statewide Emergency Alert Plan and approved the specific codes for use during local emergencies.

A WEA must be used only to warn the public of an event that is urgent, severe and certain.

Examples include a hazardous materials spill, a school shooting, a train derailment and fire, or a toxic chemical spill. You’ll need to know the following codes, approved by the SECB for local use by incident commanders: • Civil Danger Warning (CDW) which may include messaging to avoid the area • Evacuation Immediate (EVI) • Shelter in Place Warning (SPW) • Civil Emergency Message (CEM) Your emergency manager and PSAP coordinator may have attended one of the training sessions put on across the state by the IPAWS committee members. I hope that police chiefs will connect with EMs and PSAP managers to learn more about your community’s involvement with IPAWS. At this writing, 39 of Minnesota’s 87 counties are approved (or in the process of being approved) as local alerting points. To gain approval, jurisdictions have upgraded their local mass-notification system with the IPAWS software, and training is being provided by vendors. The IPAWS committee

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MINNESOTA POLICE CHIEF

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augments that training with sessions at state and regional events, and fact sheets on the system are being distributed at oil-transport awareness classes. The IPAWS committee is also completing a best practices guide and finalizing a workshop to help locals develop effective warning messages and use this tool to their full advantage. Police chiefs are welcome to attend a workshop in their area.

For information on upcoming opportunities or other questions about WEA call or email HSEM Warning and Communications Officer John Dooley at John.Dooley@state.mn.us or 651-201-7498.

The leaders and committee members moving this project along believe the training sessions will be valuable to emergency response personnel in your community. As commissioner of public safety, I hope law enforcement leaders across Minnesota will take advantage of opportunities to learn about the Integrated Public Alert and Warning System and integrate it into your local arsenal of life-saving tools and practices.

There are details on IPAWS and the WEA System on the Department of Public Safety website under “Emergency Response.” The information includes a map that shows which counties and cities are IPAWS Ready.

Fall 2015

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15

Social Media Survey

Community Building and Crime Solving Benefits of Social Media If your agency isn’t on social media yet, maybe these numbers from the Minnesota Chiefs of Police Association’s (MCPA) recent survey will help make the case for engaging your communities online.

MCPA, in conjunction with a student researcher in Metro State’s criminal justice program, conducted a social media survey in which 141 agency

DOES YOUR AGENCY HAVE A SOCIAL MEDIA PRESENCE (HAVE A SOCIAL MEDIA SITE SET UP)?

No

25%

Yes

75%

leaders responded during February and March of 2015. More than 75 percent of chiefs who responded said they are using some form of social media. Interesting enough (but not surprising), 60 percent said they’ve solved at least one crime using it, and 77 percent say social media has improved police-community relations.

Of the respondents who are NOT using social media, more than 40 percent said it was because of a lack of resources. While resources are always a concern, we’ve come to a point where it’s difficult to stay in touch with your community if an agency is not on social media.

@MNPoliceChiefs

HAS SOCIAL MEDIA HELPED YOUR AGENCY SOLVE CRIMES IN YOUR JURISDICTION?

HAS SOCIAL MEDIA IMPROVED POLICE/ COMMUNITY RELATIONS IN YOUR JURISDICTION?

No

24%

Don’t Know

Don’t Know

21%

15%

No

Yes

61%

2%

Yes

77%

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POST Board

POST Board to Focus on Auditing, Education Accountability and Communication Outreach It is an exciting time at the Minnesota Board of Peace Officer Standards and Training (POST) as we are close to adopting a strategic plan. Like any leader in an agency, I recognize the importance of developing a plan that fundamentally guides the POST Board’s day-to-day operations and makes a strong case to state legislators regarding the importance of our work and what is at stake if we do not receive adequate funding to maintain our statutory responsibilities. Through our planning process, we identified arenas of focus for the next 3-5 years. These include:

NATHAN R. GOVE EXECUTIVE DIRECTOR MINNESOTA POST BOARD

• Strengthening our Compliance and Auditing Function to more efficiently meet oversight responsibilities, maintain professionalism of peace officers and preserve stakeholder support of our industry across the state. Changes are already underway at POST with the hiring of a new standard’s coordinator, the development of a schedule to ensure all agencies are reviewed by POST every 4-5 years, updating our complaint process to reflect best practices and exploring options for tracking CEU’s.

• Higher Education Consistency and Accountability: POST is currently in the process of mandated statewide recertification of all Professional Peace Officer Education programs. This will be an excellent opportunity for POST to take a leadership role to drive desired higher education outcomes and ensure alignment with best practices as part of this recertification process.

• Second-Career Applicants: POST is working to develop a more efficient process for entrance into the peace officer profession. POST is committed to working closely with stakeholders to ensure the applicant pool is meeting agencies’ needs while maintaining Minnesota’s timehonored high standards for peace officers.

• Update Licensing Exam: POST will be starting the process to overhaul its existing licensing exam due to the recent adoption of new learning objectives and their expected implementation in the fall of 2017.

The strategic planning process included input from stakeholders, priorities identified by the executive committee and full board vetting of proposed strategies and associated actions. The final plan will be presented to the POST Board for adoption at its October 22nd board meeting.

Other strategies focus on increasing the POST Board’s visibility as a critical entity in the education and professionalism of the peace officer industry here in Minnesota and proactively seeking legislative support to upgrade POST functions and tools that support professional accountability, POST resources and increased transparency. We look forward to our continued partnership with your members as POST works hard to respond effectively to the ever-changing landscape of the law enforcement profession.

Fall 2015

17

Managing Technology

How Much Technology is Enough?

How Do You Manage it All?

BY JOE SHEERAN, MCPA COMMUNICATIONS DIRECTOR

Chief Harder isn’t just trying to implement a body camera program.

He’s trying to bring the smaller agency up to 21st century technology expectations.

“We’re in an age of accountability,” he says. When there’s a need to document police-community interactions, advanced technology is a great way to do it, he and other chiefs say. At a certain point though, chiefs have to determine how much technology is enough, especially when they’re trying to sell these expenditures to cash-strapped city councils.

Since taking over as chief in 2010, he’s added in-car computers and hopes to build up his body camera stock to six, at least one for each on-duty

After extensive research into the technology and data storage around body-worn cameras, Breckenridge Police Chief Nate Harder thought he had a handle on the two test cameras he was deploying.

“I really did my homework, but the data usage was just more than we anticipated,” he says. “It really took us by surprise.”

He opted for Taser’s body camera and used Evidence.com to store the video. Over the past five years, the two cameras, video data storage and licensing have cost around $6,400.

It doesn’t sound like a lot, but in his nine-person department (which includes two part-time officers), there’s little wiggle room in the budget.

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officer and two or three backups. He anticipates these devices to take a pounding on the streets.

While body cameras tend to dominate the data storage conversation, they’re not the only piece of technology ringing up costs and concern for chiefs.

Take Duluth, which is not an uncommon example for an agency its size. It has body camera data stored on the cloud, which is acuminating at 300 videos a day. That comes out to about 120,000 per year. Compare that with just 80,000 squad-car videos in six years, which by the way, are stored on a separate server, according to Duluth Lieutenant Laura Marquardt, whose job duties include managing the department’s IT systems.

Those are just two of eight different places where investigators might have to look during a case.

About 100 city-deployed surveillance cameras feed a city hall server. Six interview rooms are on a separate drive. Private security camera footage lives on DVD’s. Cell phone and home computer data collected into evidence in certain cases remains on yet another server. There’s also the area’s Joint Forensic Taskforce with data over in Superior, Wisconsin (where, by law, it must remain separate from other data). Finally, Automated License Plate Reader data, also by order of state law, must remain on its own separate server.

The department is exploring how to integrate as much of this data as law, data practices requirements, state security measures and its budget allows on a third-party remote server, commonly known as “The Cloud.”

When integrated, the new system will save a lot of time.

These cumbersome set-ups tend to evolve out of a few key factors, Fall 2015

Breckenridge Officer Kris Karlgaard ready for patrol, armed with his department’s technology upgrades.

including public budgeting constraints and unanticipated technology advances. Now compound that with potential legislative and state administrative mandates in the areas of security, transparency and oversight and accountability that could shift what technology departments must buy and how they must be used.

When it comes to body cameras for example, the legislature has yet to determine whether there will be a data-retention mandate, which impacts anticipating storage costs and policy around what’s recorded. Hopefully, in 2016 the legislature passes a clear data classification law as to what is private or public. If it doesn’t, departments won’t know until at least 2017 their storage, retrieval and redaction technology needs.

Chiefs like Lester Prairie’s Robert Carlson and his fellow McCloud

County colleagues want these questions answered before they invest in body cameras and storage systems.

In Janesville, Chief Dave Ulmen says his south central Minnesota town doesn’t have the personnel to sort out all of the video, nor is he experiencing a community push for the technology, so he’s holding off.

Here’s another consideration that big agency information technology directors and some small chiefs echo, third-party storage (or the cloud) is preferred to servers physically located in an agency. However, for security reasons, federal and state mandates won’t allow the Bureau of Criminal Apprehension (BCA) to approve law enforcement’s use of many third-party cloud vendors or allow certain types of data to be cloud stored.

Tom Venables, Burnsville’s information technology director, is a 19

Managing Technology www.nexportcampus.com/PATROL

big cloud storage advocate. He believes there are a number of advantages when it comes to storage efficiency, transparency and accountability, and long-term costs.

Where do you want to spend your time: setting up and maintaining technology infrastructure and IT or on using that technology to advance your agency’s core mission? He asks.

Since you’re purchasing a service and not equipment, it’s much easier and less costly when needs change. As with cell phone companies, vendors are becoming more flexible in allowing agencies to trade in cameras, readers and other gadgets when new devices become available.

Venables and Chief Harder both say third party systems generally have better mechanisms to track who is accessing data and when, which is key in complying with Minnesota’s public records laws. They also have more advanced storage options which helps cut costs when holding onto data that you’ll likely never need to access. In addition, their backup systems are generally more robust.

Tim Lynaugh, business technologies manager for Metro Transit Police, is another cloud storage advocate. He suggests if you can, which is not the case for many departments, wait to make the big purchase. Right now there are a small number of players with the expertise and security acceptance to operate in the law enforcement market. As more companies enter 20

the market, options and prices should improve. Lynaugh warns though just because an agency is waiting to make the purchase, don’t hold off on your research. Some departments looking into this issue have their top people on it.

As you proceed, talk to as many people as possible already using the technology you’re considering.

Chief Harder relied on a wide net of sources, including his old FBINA contacts in other states. Lynaugh suggests contacting Florida agencies, among others, because of their similar data practices laws. The BCA also advises agencies work with them to ensure they’re complying with state and federal records management requirements. It’s a complex web, but you don’t have to navigate it alone.

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Body-worn Camera Survey

Support Rising for Body-worn Cameras private/non-public. (See figure 2) This feedback is critical as MCPA formulates its strategy for the 2016 legislative session.

Many chiefs are waiting until the legislature establishes data practices rules for body cameras before purchasing the technology. Only about a third of departments taking the survey have body-worn cameras; however, more than 80 percent of agencies in the survey that don’t have these cameras plan to acquire them within five years. (See Figure 3)

ARE YOU GENERALLY IN FAVOR OF BODY-WORN CAMERAS?

FIGURE 2

13%

No

3%

22

80 70 60 50 40 30 20 10 0

76%

Strongly support Somewhat support Oppose Strongly oppose

37% 26%

31% 31%

29% 22%

26% 15%16%

2%

3%

16% 2% 0%

Body camera footage captured in a residence is private/non-public.

84%

Body camera data captured in a generally public area, such as out on the street, a mall, a sports venue is public except if it is subject to an on-going investigation.

Yes

Body camera data is private/non-public except in cases when an officer uses force that results in serious bodily harm.

FIGURE 1

Need more evidence

Aside from privacy and data classification, the second biggest concern chiefs had about body-worn cameras was cost, especially when it comes to data storage and redaction.

(See figure 4) Interestingly, you’ll notice in Figure 4 that no respondent indicated a concern about using cameras as an evidence gathering tool.

Nearly 90 percent of respondents attest to its evidence gathering value. Also, more than 90 percent see cameras as valuable in improving transparency with the public.

DATA CLASSIFICATION

All body camera data is private/ non-public under any circumstance.

Chiefs who took the body-worn camera survey generally support the evidence collecting and transparency tool. In fact, general support has risen to nearly 85 percent up from 70 percent in an Minnesota Chiefs of Police Association (MCPA) January survey (See figure 1).

While support seems to be growing, the survey indicates deep anxiety around citizens’ privacy, with 76 percent of survey respondents saying body camera footage captured in a residence should be classified as

MINNESOTA POLICE CHIEF

BIGGEST CONCERNS ABOUT BODY-WORN CAMERAS FIGURE 4

WE INTEND TO ACQUIRE AND DEPLOY BODY-WORN CAMERAS IN: FIGURE 3 30%

30

60

27%

50

25 20

18%

17% 9%

22.9%

20

11.4%

10

5 0

40 30

15 10

60%

6-12 months

1-2 years

2-3 years

within 5 years

never

0

5.7% Privacy issues

Cost

Technical Implemenation

Not enough Information

0% Not a reliable evidence tool

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23

Reflecting Our Communities

Building Departments That Reflect Our Communities

BY DR. BOOKER HODGES, Ph.D., MEMBER OF THE BLACK, ASIAN, AND LATINO POLICE OFFICER ASSOCIATIONS

Pillar number one (Building trust and legitimacy) of the President’s Task Force on 21st Century Policing recommends that law enforcement organizations hire workforces that are reflective of the communities they are charged with serving. This has renewed the push, both nationally and locally, to have law enforcement organizations that are reflective of their communities demographics. I will take this a step further and say that law enforcement organizations should strive to hire workforces that are also reflective of their communities projected demographics. For instance, according to the Minnesota State Demographic Center, people of color currently comprise approximately 17 percent of the state’s population and by 2025 that number is expected to be 22 percent. According to the Minnesota POST Board there are currently 11,675 licensed peace officers in the state and of those 1,147 (9.8 percent) are females. The POST Board does not track the race of those whom they issue licenses but most estimates put the number of officers of color in the state at approximately 400 (3.4 percent). As you can see, we still have a considerable amount of work to do in our state when it comes to hiring workforces that are reflective of the communities we serve.

Fortunately for us we have several chiefs and a sheriff to look to who have successfully hired workforces that are reflective of their communities.

24

MCPA board member Chief John Harrington (center) and members of the Somali American Police Association at the June Somali Independence Day celebration in Minneapolis.

Retired Dakota County Sheriff Don Gudmundson was awarded the Minneapolis NAACP’s Presidents Award in 2009 for having the most diverse law enforcement organization in the state. Retired Sheriff Gudmundson’s work is worth mentioning because he was able to attract candidates of color to an area that served a largely rural and suburban population. Retired Sheriff Gudmundson’s work also contributed to St. Cloud Police Chief Blair Anderson becoming one of Minnesota’s few chiefs of color.

Metro Transit Chief John Harrington has amassed Minnesota’s most diverse law enforcement agency with approximately 35 percent of his workforce being people of color.

Adding to this, Chief Harrington recently hired Minnesota’s first Somali female officer and his workforce is also more diverse than most in regards to gender. State Fair Police Chief Art Blakey has had a hand in one-way or another with getting many people of color and women hired within the state over the last two decades.

Retired Sheriff Gudmundson, Chiefs Harrington and Blakey have many things in common but the one thing that has made each of them successful in this regard is their stated goal and subsequent actions of diversifying their respective agencies.

If agencies want to diversify, those who are charged with leading them must have diversifying their organization as one of their top priorities. Nothing MINNESOTA POLICE CHIEF

research to support such selection criteria practice.

25 In fact, according the 22% Minnesota Bureau of Currently 20 Mediation Services 17% Year 2025 (BMS) 15 officers have 15 been disciplined for alcohol related offenses 10 in comparison to one officer being disciplined 5 3.4% for financial impropriety since 2006. Written 0 People of Color Officers of Color tests that often contain questions that are bias towards those who else mentioned after this is more are not members of the dominant critical to the success of diversifying an population are also still being used organization than its leadership. when research doesn’t support their Second to leadership comes the effectiveness at predicting if someone is realization that the current hiring going to be a good officer or not. process utilized by most agencies in Lastly, your agency must be welcoming the state enacts barriers that hinder to diverse candidates and have a diversity efforts. The hiring process positive reputation among officers of should be revised to exclude tests and color, female officers and community certain selection criteria that are not members. Chiefs Blakey, Harrington supported by research. For example, and retired Sheriff Gudmundson less than perfect credit is often used to were successful at establishing weed candidates out of the selection a reputation among officers of process despite there not being any

Diversity needs to meet population

Fall 2015

color and female officers that their organizations were welcoming and as a result diverse candidates flocked to their organizations. Partnering with organizations like the Minnesota’s Women’s, Latino, Black, Asian and Somali Police Officer Associations is something organizations may want to consider when they are looking at ways to create working environments that attract diverse candidates.

It is often said that the workforce that you hire today will be the workforce that you have tomorrow. If we don’t change the way we do business, our workforces will continue to lack diversity. As stated previously, we have approximately 400 officers of color in Minnesota and that’s about 1,585 short of what we need to have for workforces that reflect the population we serve.

Members of the Minnesota Chiefs of Police Association have demonstrated leadership that is committed both in action and in words alike on countless occasions and I am confident that we will make headway on this important issue.

25

Department ProfileAnnandale

Creating a Rural Department with High Retention and Topnotch Training

BY JEFF HERR, CHIEF OF POLICE, ANNANDALE POLICE DEPARTMENT

Tell us about changes and trends in your town.

It was supposed to be a few-years stint in Annandale before heading back home to a Winona-area agency. Instead it turned into 23 years of service and counting.

Since I started back in 1992, the Annandale Police Department and city have grown from Chief Morris, myself and a few part-time officers patrolling a 2,400-person community to five full-time officers with some part-time officers serving 3,600. The population more than doubles during the summer months thanks to our great lakes, fishing and 4th of July festivities.

While the community remains a great place in which to live and serve, we’ve seen a substantial rise in calls for

Live-fire shoothouse training.

26

service, from about 600 when I started to nearly 3,000. The nature of the calls has become more significant over the last decade, including two homicides in the last three years. Growth in St. Cloud and the sprawling Twin Cities suburbs has also brought an uptick in thefts and illegal drug activity.

However, our philosophy is making sure that officers get out into the community, deal with the daily issues that concern people and in turn we earn their respect and cooperation in preventing the spread of crime.

Tell us about the results your commitment to training has produced.

Becoming chief was also somewhat unexpected. From the start I excelled at building our training capacity. I credit

Bill Everett for developing my passion for quality training. When I started, he was a part-time Annandale officer.

In the early 1990s, I started building our training program, which has evolved to include a state-of-the art facility with classrooms, an outside residential training house, school/commuter bus and a large, indoor, climate controlled, live-fire shoothouse. Area agencies, including the Wright County Sheriff’s Office, use our facilities for firearm, tactical and SWAT training.

As planning and construction wrapped up on that facility in 2000, Chief Morris called me into the office. He was retiring after three decades and recommending to city council I replace him as chief.

Officers prep behind door in live-fire shoothouse.

MINNESOTA POLICE CHIEF

arresting criminals and conducting investigations get promoted to roles that take them away from some of the job’s most fulfilling parts.

In a small agency, I still get to do a lot of that, including training.

Tell us about your community collaborations.

Unlike chiefs in a lot of bigger cities, I am typically in full uniform, assisting my officers on calls and investigations.

As a chief, I’ve also been very fortunate to have hired and retained some very talented officers, which is due largely to strong community support. Our officers understand the importance of building relationships with citizens and community leaders for continued collaboration and public safety success.

Here’s the irony in a successful law enforcement career: those who excel at things like community policing, patrol,

Like many cities, we lost our school resource program in the financial downturn. After working diligently

Annandale Police Department

At first, I was nervous but excited for the new challenge even though it was so close to the opening of the new training center. Fifteen years later I can say there have been no regrets accepting the position.

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27

Department ProfileAnnandale

Holt triathlon on the swim course.

with school administrators, staff and city representatives, we devised a plan to re-establish a school resource officer (SRO) presence.

Our department is very active with informative community presentations, from drug awareness campaigns to helping businesses develop emergency action plans during a critical incident to fire department collaboration in promoting bike safety.

Our involvement in planning and supporting community events such as the Heart of the Lake Triathlon and the 4th of July celebration ensured safe and successful events.

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What is an event in your department you are most proud of?

Many small police departments struggle to maintain a foothold in their community due to contracting with larger sheriff’s offices or larger agencies. Our council supports the department and believes in our long range goals and the direction of our leadership. The city has made it very clear they see the value in having local police officers committed to the community.

There have been times in the past that this dynamic has been difficult, especially with two homicides in recent years altering many views of what is generally considered a small town community. These events have also caused to the Annandale Police Department to evaluate methods of policing and long term goals to provide stability in the community.

What are the goals for the department’s future?

Maintain continuity in the department by providing an excellent working environment with the following conditions: keep up with technology and information systems, continue to build officers confidence through training and resources, maintain positive attitudes, compensate our officers fairly, build on our SRO program and continue to unite our community through various community service programs.

28

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Vendor ProfileRanger Chevrolet

Ranger Chevrolet-Buick-GMC RANGER CHEVROLET RANGER CHEVROLET-BUICK-GMC Hibbing, MN

The Minnesota Chiefs of Police Association (MCPA) values its vendor relationships. It is proud to highlight industry vendors who bring vital products and services to the law enforcement community. We are pleased to feature Ranger Chevrolet-Buick-GMC in this issue.

What geographic areas do you serve?

All of Minnesota

800-894-7579 rangergm.com Don Hilligoss, CEO 218-263-7578 rangergmdon@yahoo.com Bob O’Hara 218-349-8955 rwohara01@aol.com

What product(s)/service(s) do you bring to the law enforcement community?

We have the opportunity to provide all of the Chevrolet police vehicles through the State of Minnesota contracts. Included are the new Tahoe 4x4 Pursuit, SSV and 2wd Pursuit models along with the Impala police sedan and the roomiest sedan of all, the Caprice PPV.

Representative to Minnesota’s law enforcement community

What is your company mission or philosophy?

Ranger Chevrolet feels that by helping law enforcement agencies we are doing our small part to help every person in some way.

Is there something you are particularly proud about your company as it relates to Minnesota’s law enforcement community (i.e. a new product, an innovative service, a situation where a true win/win situation was created)?

We are proud to have the state contracts for all of the special police vehicles produced by Chevrolet. That gives us the chance to compare all of the product lines to get the right vehicle for each department. We have been able to have some units in stock and have been able to supply units to fill a need quickly.

30

How has your involvement with the MCPA helped your business?

I have been involved with the MCPA’s law enforcement exhibit for many years. It’s a great chance to meet law enforcement officers and the people they work with. I have a son who is a deputy sheriff and have learned a lot about the job done by law enforcement and what vehicle fits the job. We have been able to increase our business in the last five years with much thanks to MCPA. Our dealer group has also made several acquisitions to include a Dodge and a Ford franchise in Hibbing and we have been awarded the state contract for the Ford Police Interceptor Sedan AWD. We have the unique ability to compare all newest models and can help show the differences and what works best.

Looking into the future, do you see any trends that will strongly affect the law enforcement community in your area of specialty?

The vehicle used for police service today varies so much. Instead of producing all similar vehicles, manufacturers build sedans that are engineered to offer the traditional rear wheel drive, front wheel drive and now all wheel drive sedans and SUV’s. With the changes driven by fuel economy, safety and budget allowances, having more than one vehicle style to offer is very important and we do that.

MINNESOTA POLICE CHIEF

One thing hasn’t changed in 30 years our commitment to patients Mayo One has gone through a lot of change since we started flying patients in 1984.

Late 1980s carrying red blood cells for patients Upgrade to Instrument Flight Rules (IFR Navigation) Early activation (auto-launch) training offered to law enforcement Night Vision Goggles for all crew in 2006 New EC145 helicopters in 2008 Expansion of non-precision GPS approaches to several area hospitals Use of thawed plasma and Tranexamic Acid (TXA) While a lot has changed at Mayo One in thirty years, our primary value—the needs of our patients come first—has always remained constant. You can count on our commitment to work with you to provide the best care to the patients we serve together.

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Contact Bob O’Hara at 800-894-7579 or 218-349-8955 or rwohara01@aol.com

Torch Run

Law Enforcement Torch Run Unified Relay Across America – THANK YOU! This past June, the Special Olympics Unified Relay Across America (URAA) combined with the traditional Final Leg to make its way through Minnesota while carrying the Flame of Hope to Los Angeles for the 2015 World Summer Games. On Thursday, June 18, over 200 law enforcement members came together with relay-participants, athletes and sponsors to celebrate.

THANK YOU to all who came out to help cheer on our athletes participating in Minnesota Summer Games and LA 2015 World Games!

32

Tip-A-Cop for Special Olympics Minnesota Engage your department and the community while raising funds and awareness for Special Olympics Minnesota!

Get your department involved with the Law Enforcement Torch Run by hosting a Tip-a-Cop! This program is a great way to get your community involved, and only require a small number of volunteers. Partner your department with a local restaurant to host Tip-a-

Cop night. Volunteers will help serve, and in return will collect tip conations that will benefit Special Olympics Minnesota. These events are fun for not only the restaurant patrons, but for your department, too!

For more information, please contact Chad Trench: Chad.Trench@somn.org | 612-604-1256

MINNESOTA POLICE CHIEF

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HealthEast Emergency Vehicle Services...........29 Hennepin Technical College Customized Training LE Services....................16 Henricksen PSG.................................................29 Hiway Federal Credit Union.............. Back Cover Identisys Inc.......................................................29 Mayo One .......................................................... 31 MN Highway Safety and Research Center.......15 Patrol.................................................................. 20 Ranger Chevrolet............................................... 31 Saint Mary’s University......................................27 Securonet ...........................................................18 SPRINT............................................................... 21 Wold Architects and Engineers......................... 20 1:15 PM Page 1

Psychological Services for Law Enforcement • Pre-employment screening • Promotional and management assessments • Fitness-for-duty examinations • Validated by research • Psychological services for public safety since 1991 • Over 100 local, state and federal public safety agencies served

Dave Bentrud Chief of Police, Waite Park

320-229-2661

Tim Eggebraaten Chief of Police, Detroit Lakes

218-844-7407

John Harrington Chief of Police, Metro Transit

612-349-7200

Eric Klang Chief of Police, Pequot Lakes

Gary L. Fischler & Associates, PA

218-568-8111

CONSULTING & FORENSIC PSYCHOLOGISTS

Stephanie Revering Chief of Police, Crystal

763-531-1010

Michael Risvold Chief of Police, Wayzata

952-404-5340

Jeff Tate Chief of Police, Shakopee

952-233-9421

CHAPLAIN EX-OFFICIO Pastor Dan Carlson MCPA 612-554-4405 EXECUTIVE DIRECTOR Andy Skoogman MCPA 651-457-0677

1735 Medical Arts Building 825 Nicollet Mall Minneapolis, MN 55402 612.333.3825 • 877.370.7309

www.psycheval.com

The Minnesota Police Chief, the official magazine of The Minnesota Chiefs of Police Association, is published quarterly to serve the police leadership in Minnesota. Association members receive Minnesota Police Chief as a benefit of membership. The Minnesota Police Chief is published by the Minnesota Chiefs of Police Association,1951 Woodlane Drive, Woodbury, MN 55125.

It is the policy of the Minnesota Chiefs of Police Association that all articles reflect only the views of the author and that publication of articles or advertisements within Minnesota Police Chief does not constitute endorsement by the Association or its agents of products, services, or views expressed herein. No representation is made as to the accuracy here of and the publication is printed subject to errors and omissions.

Editorial contributions to the Minnesota Police Chief are always welcome. Contributions should be sent to the Managing Editor and are subject to review and acceptance by the Magazine Committee. Editorial contributions will be handled with reasonable care; however, the publisher assumes no responsibility for the safety of artwork, photographs, or manuscripts.

SENIOR EDITOR Joe Sheeran Joe@mnchiefs.org 651/457-0677

34

PRODUCTION MANAGER Margaret Winchell margaret@pierreproductions.com 612/599-7332

ADVERTISING REPRESENTATIVE Charles Kasbohm, Synergetic Endeavors MCPA@SynergeticEndeavors.com 651/340-4848

MINNESOTA POLICE CHIEF

Minnesota police chiefs:

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You must file citations electronically in Minnesota beginning July 1, 2016.

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PocketJet full-page mobile thermal printer

PRSRT STD U.S. Postage

Minnesota Chiefs of Police Association 1951 Woodlane Drive Woodbury, MN 55125

PAID

Permit No. 6009 Twin Cities, MN

Thank You

Hiway Federal Credit Union (Hiway) would like to extend our deepest gratitude to you for serving your community and our great state of Minnesota. We are proud to have a legacy of serving you and improving the financial lives of the public safety community since 1931. When you have a saving or borrowing need, call or visit us online to see how we can help you.

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