HomeMy WebLinkAbout2025-03-24 City Council Workshop Packet
AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:00 P.M. Monday, March 24, 2025
City Hall, Council Chambers
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. Police Staffing Study Results
F. ADJOURNMENT
RULES OF CIVILITY FOR THE CITY COUNCIL, BOARDS, COMMISSIONS AND OUR COMMUNITY
Following are rules of civility the City of Maplewood expects of everyone appearing at Council Meetings - elected
officials, staff and citizens. It is hoped that by following these simple rules, everyone’s opinions can be heard
and understood in a reasonable manner. We appreciate the fact that when appearing at Council meetings, it is
understood that everyone will follow these principles:
Speak only for yourself, not for other council members or citizens - unless specifically tasked by your colleagues
to speak for the group or for citizens in the form of a petition.
Show respect during comments and/or discussions, listen actively and do not interrupt or talk amongst each
other.
Be respectful of the process, keeping order and decorum. Do not be critical of council members, staff or others
in public.
Be respectful of each other’s time keeping remarks brief, to the point and non-repetitive.
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CITY COUNCIL WORKSHOPSTAFF REPORT
Meeting Date March 24, 2025
REPORT TO:Michael Sable, City Manager
REPORT FROM: Brian Bierdeman, Public Safety Director
PRESENTER:Brian Bierdeman, Public Safety Director
Dr. Matt Bostrom, Center for Values-Based Initiatives
AGENDA ITEM: Police Staffing Study Results
Action Requested:MotionDiscussionPublic Hearing
Form of Action: Resolution OrdinanceContract/Agreement Proclamation
Policy Issue:
As part of its strategic goals, the Maplewood Police Department has completed the first
comprehensive Staffing and Efficiency Study in the department’s history. The primary objective of
this initiative was to provide recommendations grounded in national best practices, ensuring the
department remains effective, responsive, and well-aligned with the evolving needs of the
community. A key secondary goal was to strengthen community trust by identifying public
expectations for policing services and aligning them with the department’s values, ultimately
fostering a shared vision of safety, service, and accountability.
Recommended Action:
City Council discussion. No action required.
Fiscal Impact:
Is There a Fiscal Impact? No Yes, the true or estimated cost is $0.00.
Financing source(s): Adopted Budget Budget Modification New Revenue Source
Use of Reserves Other: N/A.
Strategic Plan Relevance:
Community InclusivenessFinancial & Asset MgmtEnvironmental Stewardship
Integrated Communication Operational EffectivenessTargeted Redevelopment
Background:
In 2024, the City Council approved a comprehensive staffing study for the Maplewood Police
Department. Following a highly competitive selection process, the Center for Values-Based
Initiatives (CVBI) was chosen to lead this important project. Over the past five months, CVBI
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conducted an in-depth examination of the department, incorporating extensive input from both
internal stakeholders and the community.
The study evaluated current staffing levels, resource allocation, and deployment strategies to
ensure operational efficiency and alignment with community expectations. CVBI's methodology
focused on collecting and analyzing data that could be seamlessly integrated into the department's
mission, vision, values, and existing policies and practices.
The attached report presents recommendations and areas for thoughtful consideration. Rather than
calling for significant structural changes, the recommendations are strategic calibrations designed
to enhance organizational efficiency, employee morale, community safety, sound governance, and
mutual trust between the department and those it serves. These enhancements build upon a
foundation of strong organizational culture, a focus on employee well-being, and a deliberate
commitment to earning community trust while delivering on the department's mission. Notably, the
study also reaffirms the Maplewood Police Department's role as a regional leader in progressive
public safety practices, innovation, and community-focused policing, positioning the agency as a
model for others seeking to balance service, accountability, and excellence.
Attachments:
1.Police Staffing Study Report
2.Police Staffing Study Presentation
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TABLE OF CONTENTS
Executive Summary ......................................................................................................................................... 4
Chapter 1 Community and Safety Engagement ................................................................................................. 5
Section 1: Introduction .......................................................................................................................................... 6
Section 2: Community engagement ...................................................................................................................... 7
Section 3: Staff engagement ............................................................................................................................... 11
Section 4: Overview of results ............................................................................................................................. 12
Section 5: Community and staff pre-intervention trust-based survey ............................................................... 22
Section 6: Mayor and City Council interviews ..................................................................................................... 27
Section 7: Conclusion .......................................................................................................................................... 29
Chapter 2 Established Benchmarks ................................................................................................................ 31
Section 1: Introduction ........................................................................................................................................ 32
Section 2: City of Maplewood ............................................................................................................................. 34
Section 3: Benchmark communities .................................................................................................................... 40
Section 4: Comparison of police budgets ............................................................................................................ 57
Section 5: Conclusion .......................................................................................................................................... 58
Chapter 3 Technology and Data Study........................................................................................................... 59
Section 1: Executive summary ............................................................................................................................ 60
Section 2: Introduction ........................................................................................................................................ 61
Section 3: Guiding principles for police technology and data management ...................................................... 63
Section 4: Public safety generates and collects a significant amount of data .................................................... 64
Section 5: How can Maplewood fully utilize the value of information to enhance department operations? ... 78
Section 6
technology and data needs? ............................................................................................................. 80
Section 7: Maplewood Police Department technology and data practices policies ........................................... 82
Section 8: City of Maplewood records security and data retention policies ...................................................... 87
Section 9: Current technological challenges and opportunities ......................................................................... 92
Section 10: Discussion ......................................................................................................................................... 97
Chapter 4 Assessment of Workload Distribution .......................................................................................... 101
Section 1: Introduction ...................................................................................................................................... 102
Section 2: Overall calls for services ................................................................................................................... 108
Section 3: Resident calls for service .................................................................................................................. 110
Section 4: Police department staffing allocation .............................................................................................. 120
Section 5: Patrol deployment model................................................................................................................. 128
Section 6: Non-patrol units, programs, and job duties ..................................................................................... 132
Section 7: Conclusion ........................................................................................................................................ 144
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Chapter 5 Organizational Structure .............................................................................................................. 147
Section 1: Introduction ...................................................................................................................................... 148
Section 2: Span of control ................................................................................................................................. 150
Section 3: Additional qualitative input .............................................................................................................. 159
Section 4: Non-sworn staffing ........................................................................................................................... 170
Section 5: How could administrative and civilian/non-licensed staff be further utilized? ............................... 179
Section 6: Community and staff expectations and recommendations ............................................................. 181
Section 7: Personnel allocation, succession planning, and communication ..................................................... 183
Section 8: Concept for holistic community safety response ............................................................................. 185
Section 9: Recommended organizational structure .......................................................................................... 191
Chapter 6 Conclusion and Summary of Commendations and Recommendations ........................................... 193
Section 1: Conclusion ........................................................................................................................................ 194
Section 2: Summary of commendations ........................................................................................................... 196
Section 3: Summary of recommendations ........................................................................................................ 199
Span of control and supervision ................................................................................................................ 199
Current opportunities and emerging needs .............................................................................................. 203
Effectiveness and efficiency ....................................................................................................................... 206
Future considerations ................................................................................................................................ 211
References .................................................................................................................................................. 214
Appendices ................................................................................................................................................ 220
Appendix for Chapter 1 ..................................................................................................................................... 220
Appendix for Chapter 2 ..................................................................................................................................... 244
Appendix for Chapter 3 ..................................................................................................................................... 246
Appendix for Chapter 5 ..................................................................................................................................... 382
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The primary goal of this project was to offer the Maplewood Police Department (MPD) recommendations
grounded in best practices through a comprehensive safety staffing study. The secondary goal was to build
community trust in the MPD by identifying expectations for policing services and aligning the values shared
between the community and the department.
The Center for Values-Based Initiatives (CVBI) examined the department's current staffing levels, allocation, and
deployment practices to ensure optimal performance and alignment with community needs.
mission, vision, values, as well as its policies and practices. This approach is a proven method for enhancing
organizational performance and building greater trust between the police and the community.
This final report contains the following high-level categories identified by the City of Maplewood:
1.Evaluate Current Staffing: Analyze current staffing levels, shifts, and roles within the MPD.
2.Assess Workload Distribution: Examine the distribution of workload among officers and support staff.
3.Benchmarking: Compare MPD's staffing levels and practices with similar-sized departments in comparable
communities.
4.Community Needs Analysis: Assess the community's needs and expectations from the police department.
5.Recommendations: Provide actionable recommendations for staffing adjustments, deployment strategies,
and potential reorganization to enhance efficiency and effectiveness.
To highlight noteworthy commendations and recommendations throughout this report, the CVBI included callout
boxes. The green callout boxes represent positive findings, the red callout boxes represent priority
recommendations, and the yellow callout boxes represent considerations for future planning. This includes 29
prioritized recommendations and considerations for future planning and 23 commendations for effectiveness and
efficiency. These recommendations and areas for consideration do not call for major changes; instead, they are
calibrations that will enhance staff morale, organizational efficiency, community safety, good governance, and
mutual trust.
This report is organized by chapters and include Community and Safety Engagement,Established Benchmarks,
Technology and Data, Assessment of Workload Distribution,Organizational StructureConclusion and Summary of
Commendations and Recommendations,References, andAppendices. Given that this report includes
organizational recommendations and may be referenced in the future, the CVBI has included the supporting
documentation that guided both the commendations and recommendations.
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CHAPTER 1
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60
50
40
30
20
10
0
RespectHonestyService
Primary Values
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40
35
30
25
20
15
10
5
0
Cultural CompetenceEmotional IntelligenceServant LeadershipHigh Integrity/Character
Primary Themes
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Police departments offer a wide range of response and investigation services, and over time, the number of these
services has grown. However, it is uncommon for a police department to reduce services, as they often lack a
clear way to assess which of these accumulated services are still expected by the community. As a result, police
departments may be providing services that current residents no longer need or seek.
To improve clarity that the MPD is providing the services that are most expected the CVBI
asked the community-based focus groups the below questions.
1.What do you see as the core services for Maplewood Police Department:
a.When a resident calls 911?
b.After a crime has been committed?
2.Which MPD programs are most important to you?
The CVBI received numerous responses from the community to its questions. Figure 1.5 below is a list of the
unedited responses.
Figure 1.5
Community Expectations for Police Services
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Dear Staff Members,
I am asking for your help.
gain clarity in your perceptions of our service, I need you to complete a brief survey. By doing so, you will help
us improve the Maplewood Police Department shaping our services, policies, and practices.
Your answers and opinions are strictly confidential and should only require a few minutes.
Thank you for joining me in this effort to increase mutual trust and respect.
Serving together,
Brian Bierdeman
Chief
Maplewood Police Department
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Figure 1.6
Survey of Perceptions of Police Trust
INCREASING COMMUNITY/PUBLIC SAFETY TRUST
Thank you for providing your answers to the following brief questions:
1.The MPD make decisions based on facts.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
2.The MPD treats each people with respect.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
3.
quality of service to all people.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
4.The MPD are dealing with the things that matter to the community.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
5.The MPD, in some neighborhoods, may exceed their authority.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
6.The MPD respond quickly to calls for assistance.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
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Strongly Disagree
7.The MPD resolve crimes where violence is involved.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
8.Community members feel a moral duty to follow police orders.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
9.Community members are supportive of how the MPD act.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
10.Community members would help the MPD if asked.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
11.Overall, the Maplewood police officers are doing a good job.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
12.Overall, the police in the United States are doing a good job.
Strongly Agree
Somewhat Agree
Neutral / No Opinion
Somewhat Disagree
Strongly Disagree
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13.
(1=Most Important. Ideally, try to identify your top 2 or 3.)
____ Make decisions based on facts.
____ Treat people with respect.
____ Provide the same quality of service to all.
____ Respond quickly to calls for assistance.
____ Resolve violent crimes.
____ Other ____________________________.
What is your age? (Not required)
18-24
25-34
35-44
45-54
55-64
65 or older
With which racial identity/ethnic origin do you most identify? (Not required)
American Indian or Alaska Native
Asian
Black or African American
Hispanic or Latino
Native Hawaiian or Other Pacific Islander
White
Two or more races or ethnicities
Other race ________
Thank you for helping us improve the Maplewood Police Department!
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CHAPTER 2
ESTABLISHED BENCHMARKS
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In this chapter the CVBI utilized the following data gathering and assessment factors:
Identification of the number of police employees and annual budget for:
o Patrol
o Investigations
o Administration
o Peace Officer Standards and Training (POST) Board licensed positions (i.e., sworn)
o Non-licensed positions (i.e., non-sworn)
o Volunteers
Identification of staffing levels and assignments, including:
o Authorized
o Actual
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Documentation of physical policing structures and facilities
Documentation of police response vehicles, including
o Number
o Purpose
o Capability
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Account ID Description 2024 General fund final
101-401-000-4010 WAGES/FULL-TIME EMPLOYEES $6,759,249
101-401-000-4011 OVERTIME PAY $460,494
101-401-000-4020 WAGES/PART-TIME $0
101-401-000-4025 WAGES/TEMPORARY $61,200
101-401-000-4030 LEAVE BENEFITS $83,957
101-401-000-4040 RETIREMENT BENEFITS $1,475,447
101-401-000-4050 INSURANCE BENEFITS $1,006,051
101-401-000-4090 WORKERS COMPENSATION $503,951
101-401-000-4110 SUPPLIES OFFICE $6,000
101-401-000-4120 PROGRAM SUPPLIES $12,000
101-401-000-4140 SUPPLIES VEHICLE $0
101-401-000-4150 SUPPLIES RANGE $28,000
101-401-000-4155 SUPPLIES COE $18,000
101-401-000-4160 SUPPLIES EQUIPMENT $100,000
101-401-000-4165 SMALL EQUIPMENT $10,000
101-401-000-4170 BOOKS $0
101-401-000-4210 FUEL & OIL $80,000
101-401-000-4240 UNIFORMS & CLOTHING $89,000
101-401-000-4290 MISCELLANEOUS COMMODITIES $10,000
101-401-000-4310 TELEPHONE $44,000
101-401-000-4330 POSTAGE $2,700
101-401-000-4370 INSURANCE $115,500
101-401-000-4380 SUBSCRIPTIONS & MEMBERSHIPS $24,000
101-401-000-4390 TRAVEL & TRAINING $90,000
101-401-000-4391 EDUCATION REIMBURSEMENTS $0
101-401-000-4400 VEHICLE ALLOWANCE $0
101-401-000-4420 REPAIR & MAINT/VEHICLE $75,000
101-401-000-4430 REPAIRS & MTNCE./EQUIPMENT $10,000
101-401-000-4440 REPAIR & MAINT/RADIO $8,000
101-401-000-4475 FEES FOR DISPATCHING $293,624
101-401-000-4480 FEES FOR SERVICE $490,000
101-401-000-4482 PROSECUTION FEES $201,960
101-401-000-4490 FEES CONSULTING $0
101-401-000-4520 OUTSIDE RENTAL EQUIPMENT $0
101-401-000-4530 OUTSIDE RENTAL-PROPERTY/BLDGS $0
101-401-000-4540 INTERNAL RENTAL VEHICLE $0
101-401-000-4550 DUPLICATING COSTS $9,000
101-401-000-4580 INTERNAL I. T. CHARGES $362,980
101-401-000-4610 VEHICLES $0
101-401-000-4630 EQUIPMENT OFFICE $0
101-401-000-4640 EQUIPMENT OTHER $0
101-401-000-4730 BUILDING IMPROVEMENT $0
101-401-000-4940 CASH OVER & SHORT $0
$12,430,113
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Director of Public Safety
Chief Law Enforcement Officer
Chief of Police and Fire
1.0 FTE
Deputy DirectorDeputy Director
Administrative Support
Assistant Chief Assistant Chief
Fire/Emergency ManagementManagerPolice/Patrol & Investigation
Administration Operations
1.0 FTE
1.0 FTE1.0 FTE
Public Safety Officer
Fire Marshal Patrol Sergeants
(Reclassification)
1.0 FTE4.0 FTE
3.0 FTE
Community Outreach,
Education, & Intervention Information Analyst Patrol Officers
Sergeant
1.0 FTE16.0 FTE
1.0 FTE
School Resource Officers Public Safety Officers
3.0 FTE3.5 FTE
Community Engagement
Investigative Sergeant
Officer
1.0 FTE
1.0 FTE
Public Safety Educator
Fire & Life SafetyDetectives
Crime Prevention
3.0 FTE
1.0 FTE
Technology Specialist VCET Investigator
1.0 FTE1.0 FTE
Deputy Fire Chiefs
2 PAID-ON-CALL
Fire Captains
5 PAID-ON-CALL
Firefighters
35 PAID-ON-CALL
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CHAPTER 3
TECHNOLOGY AND DATA STUDY
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he CVBI offered some constructive recommendations. These recommendations
are not major changes; they are calibrations that will result in even higher staff morale, organizational efficiency,
community safety, good governance, and increased mutual trust.
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Evaluate current MPD information systems, databases, and data utilization.
Analyze data collected to improve department performance, accountability, and adherence to MPD's
mission and values.
Interview relevant city staff and review documentation on MPD hardware, software, and applications.
Benchmark MPD technology systems against best practices identified by organizations such as the
National Policing Institute and CISA.
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INTEGRATED PROGRAM SUMMARY
System/Application Function/Purpose System Interoperability System Manager
Central Square PRO Incident Reporting RCECC CAD RCSO
(CS Pro) Crime Stat Reporting District Court System Maplewood IT
Issue Citations State Statute Service Police Records
Citation Submission BCA
Report Redaction NCIC
NOP Log MobileCAD
Forfeiture Management
Evidence Management
Report Creation
Data Storage
Investigations
Information and Intelligence
Records Checks
Case
Permit to Purchase
OFP Log
Trespass Notice
Maintenance
Expungements
Sealed Records
Axon Evidence.com Digital Evidence RCECC CAD Maplewood IT
Management NCIC & BCA Hotlist Axon
Digital Evidence Case
Management
BWC/ICV Storage
Digital Evidence Redaction
Camera Registry
BWC/ICV Device
Management
Squad Camera Device
Management
ALPR Management
Aladtec Officer Scheduling Tyler EERP
Officer Hour Tracking Aladtec
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INTEGRATED PROGRAM SUMMARY
System/Application Function/Purpose System Interoperability System Manager
RCECC CAD 911 Processing Visinet RCSO
Call For Service Tracking Crystal Reports
Unit Tracking Imagetrend
Data Collection Mobile CAD
NCIC Queries Cradlepoint GPS
LightsOn Program NCIC
Axon Evidence.com
Visinet Unit Information RCECC CAD RCSO
Call For Service Information Cradlepoint GPS
Crystal Reports Unit Information RCECC CAD RCSO
CAD Data Export
Traffic Stop Data Collection
NB Officer Response Stats
LightsOn Program
CAD Mobile Office CFS Assignments RCECC CAD RCSO
Unit Locations NCIC
NCIC Queries Ticket Writer
Data Collection CS Pro
eCharging GM and Felony Charging DMT State of Minnesota
Search Warrants
MyBCA DVS Access eCharging State of Minnesota
Vehicle Crash Reporting NCIC
POR MNJIS
Supplemental Reporting
System
Suspense Files
Background/Criminal
History
Checks for Employees
POR Maintenance
Expungements
Sealed Records
NCIC Validations Validate current NCIC NCIC FBI
Entries
PS Portals NCIC Queries N/A FBI
Hot Files
User Management
Tyler EERP Employee Pay Aladtec Export Tyler
EERP AP Maplewood IT
EERP General Ledger Maplewood FN
EERP HR
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INTEGRATED PROGRAM SUMMARY
System/Application Function/Purpose System Interoperability System Manager
Tyler EERP Accounts Inputting agency bills for EERP General Ledger Tyler
Payable payment EERP HR Maplewood IT
Creating invoices for Maplewood FN
services
(OT/Inspections/False
Alarm Fees)
Tyler EERP General Agency Budget EERP Payroll Tyler
Ledger Management EERP AP Maplewood IT
EERP HR Maplewood FN
Tyler EERP Human Employee Information EERP Payroll Tyler
Resources Employee Pay Rate EERP HR Maplewood IT
Employee Discipline EERP General Ledger Maplewood FN
State Statute Service Maintenance of State District Court System State of Minnesota
Statutes and Local
Ordinances for
eTicketing and CS Pro
District Court Information from PM and CS Pro State of Minnesota
System M Citations sent to courts State Statute Service
for
input into their systems
Microsoft Suite Misc Office Functions N/A Microsoft
Virtual Meetings Maplewood IT
File Storage
LaserFiche File Repository for LaserFiche Forms Maplewood IT
Permanent Documents
LaserFiche Forms Electronic Form Creation LaserFiche Maplewood IT
WorkFlow Processing
Digital Approval Process
FTO for example
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ADDITIONAL SYSTEMS/APPLICATIONS
Web Portal/Program Function/Purpose
City of Maplewood Website Department information
Solicitor Information
Disaster Information
Online Complaint/Compliment
Microsoft Teams Chat
Video Calls
Collaboration
TightRope Carousel Internal building communications
ExaqVision Camera Trailer Management
Camera Trailer Footage
Traffic Cloud Speed-sign management
Lifelink Central AED Management
Lucas Management
MN POST Board POST License Management
Training
TargetSolutions Training Tracking
Training Information Repository
POST Training Compliance
eGrants State of MN Grant Management
NeoGov Performance Management
OnBoarding
MN Courts Partner Calendar Court Scheduling
BCA NextTest CJIS Compliance
CJIS Training
Ring Neighbors Public Information
CLEAR Data warehouse
Axon BWC
Office of State Procurement State Bid Purchasing
MileStone XProtect City Video System
Lexipol Policy Management
Crime Stoppers Receipt of Public Crime Stopper Reports
T-Mobile Cell phone management
State Auditor Reporting of Forfeitures and Abandoned Property
Facebook Public Information
Agency Promotion
S2 Access Control System
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ADDITIONAL SYSTEMS/APPLICATIONS
Web Portal/Program Function/Purpose
Axon Evidence Upload Facilitate Digital Evidence Upload
EXAMPLES OF STAFF RESPONSIBILITIES FOR TECHNOLOGY SUPPORT
Support/Repair Contact Technology Purchased/Maintained By
IT Service Desk All Cell phone questions MWIT
IT Service Desk Desktop Computers and Monitors MWIT
IT Service Desk iPads/Printers/Other Peripherals MWIT
IT Service Desk BWC/Axon Fleet user questions MWIT
IT Service Desk Dell Squad Computer MWIT
IT Service Desk Axon Evidence.com MWIT
IT Service Desk & Records Supervisor Zuercher/RMS MWIT
IT Service Desk City Camera and Door security MWIT
IT Service Desk & AVI Training Room MWIT & AVI
Police Vehicles
IT Service Desk & PD DC Radar MPD & MWIT
IT Service Desk & PD Sgt IBIS MPD & MWIT
IT Service Desk & PD LT/Det/Ofr Drones MPD & MWIT
IT Service Desk & St. Paul Radio DC/LT/Sgt Motorola Radio MPD & MWIT
PD LT/Sgt Narcan MPD
IT Service Desk & PD LT/Sgt Squad Operations/Wiring MWIT, MW Mechanics, EATI
PD LT ALPR MPD
PD DC Geotab MPD
First Aid
PD LT/Sgt AED MPD
PD LT/ Sgt Medical Bag Supplies MPD
IT Service Desk & ECC Support CAD issues MPD
IT Service Desk & BCA Service Desk eCharging MPD
My BCA MPD
PD LT/Sgt Taser 7 MPD & MWIT
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Operational Policy 2410-02:Law Enforcement Incident Priorities All employee assigned to call-taking and
dispatching.
Table 4.1 shows the Ramsey County Emergency Communication Center (RCECC) public safety incident priorities
for call-taking and dispatching.
Table 4.1
Police Incident Priorities For Call-Taking and Dispatching
All Examples are Representative
Priority Description
1
2
2A
3
4
5
6
7
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Table 4.2 shows the RCECC prioritization schedule for calls for service from the time they were answered to the
time dispatched.
Table 4.3 shows the RCECC guidance for general call response practices based on the priority for the call for
service.
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The national range for relief factor is 120 to 130 FTEs to cover 100 staff full-time positions. MPD employees are
available to perform their primary assigned duties for 1620 to 1740 hours out of 2080 hours. Therefore, the
- 84%. The CVBI notes the MPD FTE relief factor is within the range of national and
state law enforcement agencies (Wilson & Weiss, 2012).
These total hours of leave time do not include employees who are on extended leave due to military obligations,
work-related injuries, or on FMLA.The City should be mindful that changes in the FMLA law will likely increase the
number of FTEs on unpaid leave and the need to backfill the temporary vacancy with staff working on an overtime
basis.
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22500
22000
21500
21000
20500
20000
19500
19000
20202021202220232024
Calls for Service
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62
60
58
56
54
52
50
48
46
MondayTuesdayWednesdayThursdayFridaySaturdaySunday
Calls for Service
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5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Calls for Service
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3000
2500
2000
1500
1000
500
0
JANFEBMARAPRMAYJUNJULAUGSEPOCTNOVDEC
Calls for Service
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Toensure consistent patrol staffing, the MPD utilizes a staffing model based on 10-hour shifts with rotating days
off. This model has officers working opposite shifts (i.e., day-off schedule and day-off schedule). For
example, the January 2025 day off rotation is:
12/301/2: work 4 days and off 5 days
1/81/12:work 5 days and off 4 days
1/171/21:work 5 days and off 5 days
1/271/30: Restart rotation cycle (i.e.,work 4 days and off 5 days)
The shift rotation works the days when the is off.
The MPD patrol schedule results in several weeks wherein the officers work less than 40 hours. This means that
annually the officer accrue 260 hours of required time. This required time is fulfilled by the use of 88
hours of personal holiday time and/or covering shifts when the MPD is below full staffing. Additionally, the MPD
requires 20 hours of community outreach and engagement (COE) time. This COE requirement may be fulfilled via
required time or overtime.
the MPD patrol division deployment model includes the following staffing model:
Day shift: 5 officers and 1 sergeant with a minimum of 3 officers
Power shift: 3 officers with a minimum of 4 officers between the hours of 1000 and 1600
Afternoon shift: 4 officers and 1 sergeant with a minimum of 5 officers between the hours of 1600 and
2000
Midnight shift: 5 officers and 1 sergeant with a minimum of 5 officers between the hours of 2000 and
0200; between the hours of 0200 and 0600, minimum staff is 3 officers.
Minimum of 1 sergeant or 1 officer-in-charge (OIC) at all times. If the patrol division drops below
minimum sergeant staffing, the MPD has a policy to appoint an OIC. This OIC is an on-duty officer who is
assigned as the temporary shift supervisor who has the authority and responsibility of a patrol sergeant.
As staffing allows, the MPD assigns officers to each of the four patrol areas noted in Figure 4.5 and some
as floating officers who work at-large throughout the city.
Table 4.24 shows the MPD patrol staffing for a 24 hour period and includes the number of officers and sergeants
working per shift. This table also includes staffing targets for full staffing and minimum staffing.
Table 4.24
MPD Patrol Staffing
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Toensure consistent patrol staffing, the MPD follows an organizational culturally accepted patrol deployment
model. Table 4.25 shows an example of the MPD 2025 Police Division daily patrol lineup. This lineup sheet is
available to department staff and provides for easy identification of the names and numbers of officers working
on any giving day and time in the City of Maplewood. The CVBI commends the MPD for having a detailed, printed,
and available chart for daily patrol staffing.
Table 4.25
Maplewood Police Lineup
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Community Service Officer (CSO). CSOs augment patrol deployment by enabling officers to be more available to
respond to high-priority life and safety calls for service. The MPD utilizes four CSOs. These are uniformed, but non-
sworn, officers who assist with calls for service such as lost property, minor theft reports with no suspect
information, vehicle towing, recovery of property, and animal complaints. These CSOs work 40 hours per week
typically between the hours of 0600 to 0300 with varying 8 to 12 hours shifts.
Toincrease the effectiveness of the patrol division, the MPD utilizes an e-roll call application and the problem-
solving strategies/modules within the CentralSquare Records Management System (RMS). In this way, RMS is able
to provide focus for proactive patrols. A simple example is an e-roll call entry made by an officer or sergeant
recommending extra patrolling in areas with community complaints about daytime vehicular speeding.
Additionally, via daily roll calls, the sergeant ensures that the area squad completes their directed patrols and
records their actions in the e-roll call log. This process provides consistent documentation of the actions
(e.g., 4 vehicles stopped for speeding, 3 drivers cited, and 1 driver warned). To determine if the goal of the
directed patrols has been achieved, e-roll call is monitored by sergeants and the patrol lieutenant
For larger community safety problems, the MPD utilizes an additional problem-solving strategy. These are
problems that create negative quality of life issues for the community. Some examples of these larger problems
include properties receiving numerous citizen/neighbor complaints for code violations, excessive police calls for
service, and unusual vehicle and foot traffic coming and going from a residence. When a supervisor identifies
these issues in a neighborhood, they work with other sergeants and officers to create a Scan, Analyze, Respond,
Assess (SARA) problem-solving plan. This plan is implemented, and daily progress is documented and monitored
bythe sergeants and officer. Once the problem has been resolved, the lieutenant closes out the SARA plan.
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INVESTIGATIONS 2019 2020 2021 2022 2023 2024 Average
Total Cases 35,466 33,917 33,453 31,743 34,692 37,432 34,451
Cases assigned to Investigations 1,980 1,879 1,694 2,121 2,040 1,851 1,927.5
Homicide Cases 1 0 1 2 0 2 1
Robbery Cases 32 43 37 46 40 34 38.6
Aggravated Assault Cases 73 72 84 79 89 97 82.3
Burglary Cases 282 301 283 209 130 159 227.3
Larceny Cases 1,103 624 575 624 639 631 699.3
Theft from Auto 609 844 1,061 792 313 213 638.6
Motor Vehicle Theft 191 260 258 328 159 103 216.5
Narcotics 158 135 130 136 157 84 133.3
Total # of Arrest 1,519 1,013 826 979 1,245 1,122 1,117.3
On-view Arrest 916 553 446 598 850 777 690
Summoned Arrest 603 460 380 381 395 345 427.3
Declined (Not Prosecuted) 181 122 113 113 115 64 118
Unfounded 851 851 934 777 583 859 809.1
Exceptional Clearance 3 17 2 5 2 2 5.1
Pended 2,821 2,829 3,037 2,883 1,942 1,687 2,533.1
Turned Over To (TOT) Other Agency 65 47 56 58 52 37 52.5
Total Cited for Crime 2,307 996 647 812 1,397 2,268 1,404.5
Total #of Juveniles Arrested 224 90 76 84 116 87 112.8
4,157 4,777 3,531 3,034 2,460 2,390 3,391.5
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Crime Analytics and Mapping
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Table 4.30
All Property and Evidence Recovered 2019 2023
5 Year
Property 2020 2021 2022 2023
Avg
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The national range for relief factor is 120 to 130 FTEs to cover 100 staff full-time positions. MPD employees are
available to perform their primary assigned duties for 1620
FTE relief factor is 78% 84%. The CVBI notes the MPD FTE relief factor is within the range of national and state
law enforcement agencies (Wilson & Weiss, 2012).
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The CVBI also explored the responsibilities and tasks associated with MPD Records Unit. This unit includes
the management of the departments records, property, and evidence. The CVBI examined the three
primary positions: the Administrative Office Supervisor, Records Unit Specialist, Property and Evidence
Technician. The responsibilities of the Administrative Office Supervisor include the following:
Essential Responsibilities
1.Building Security Management. Manage the security and access to the MPD via key card access by
coordinating access with IT staff.
2.Coordinates tasks related to criminal histories and records management and assists Records staff in
providing customer service.
3.Data Practices Subject Matter Expert (SME). As the MPD data practices SME, there is a requirement to
continuously increase knowledge of law and practices associated with all MPD data. This includes
reviewing records requests and responses for compliance with Minnesota law.
4.Financial Management. Review monthly invoicing and submit payment for department accounts. Assist Deputy
Chief Busack with budget preparation as needed.
5.Criminal History Coordination. Run and distribute the employment criminal histories for all city positions.
Ensure proper logging of criminal history dissemination in compliance with BCA requirements.
6.Procurement and Purchase Management. Manage purchasing card expenses for MPD for office supplies,
award purchases, some officer uniform purchases as needed. Scan and enter all invoices, descriptions,
and codes into the Citys finance software.
7.Safety Equipment Management. Manage the State of Minnesota Ballistic Vest Reimbursements
program. This includes tracking invoices, completing financial forms, submitting requests for
reimbursement, and assuring that reimbursements have been received.
8.Office Supply Coordination. Coordinate and maintain MPD office supplies and award supply materials.
9.Petty Cash Management. Code and enter MPD Receipts in the Citys Tyler Finance System and petty cash
processing. Submit monthly cash to Finance Department from the MPD Petty Cash account.
10.Assist with creation, tracking and fulfillment of Awards programs, including the annual Joe Bergeron
Memorial Award.
11.Document, register training courses in Target Solutions
12.Review and update Police Records Procedures
13.Coordinate background checks for all Police Officer and Police Department candidates; coordinate
with background investigators to scan, share and distribute background information as needed.
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14.Manage On-boarding and Off-boarding of Police Department employees in a variety of systems
15.
16.
17.
18.Supervise and coordinate the Records Unit
19.Serves as the Point of Contact for our Records Management System (RMS) and meets regularly with
Ramsey County Zuercher User Group.
20.
Minimum Qualifications
The MPDs Records Specialists manage law enforcement records, legal orders, general and protected data
requests, and permits. These staff members also serves as the departments subject matter expert (SME) for
data practices. Additionally, they coordinate tasks related to criminal histories and MPD customer service
responses. The MPD has four staff members who fulfill the responsibilities of the record specialists. Their
responsibilities include the following:
Essential Responsibilities
1.Building Security Management. Manage the security and access to the MPD by escorting visitors into the
PD as needed.
2.Primary MPD Customer Service Point of Contact. Provide customer service to general public in
person and on the telephone; sort and distribute daily messages and mail.
3.Data Practices Subject Matter Expert (SME). As the MPD data practices SME, there is a requirement to
continuously increase knowledge of law and practices associated with all MPD data. This includes
reviewing all records requests and responses for compliance with Minnesota law.
4.Report Coordination and Distribution. Distribute police reports consistent with MN Data Practices Act
and MN State Laws. This includes being as transparent as the law allows with public information, as
well as providing the legal expertise necessary to know when and how to redact specific aspects of
MPD reports.
5.Firearm Permit Management. Manage the process required for the legal purchase of firearms. These
responsibilities include collecting application submissions, accessing, collecting, and assessing
relevant data via the BCA gun permit portal. In addition, coordinate approvals and denials with the
Professional Standards Lieutenant; create the official permit, and deliver it within the statutory time
requirements. Manage the approved permits by electronically scanning and storing them in the records
management system.
6.Legal Order Management. Manage all Orders for Protection and No Contact Orders. This includes all
data collection and management of the information required for the official reporting and
notification systems throughout City, County, and State.
7.Financial Management. Code and enter MPD Receipts in the Citys Tyler Finance System and petty cash
processing. Submit monthly cash to Finance Department.
8.Criminal History Coordination. Serve as the MPD criminal history SME. Coordinate usage of the criminal
history system and the corresponding legal distribution of criminal histories for MPD detectives.
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9.Records Request Management. Manage in-person, mail, fax, or email requests for records. These requests
include residents, police departments, county departments, and state agencies. In a timely manner,
gather and distribute all reports in accordance with MN data practices.
10.Conduct Background/Record Checks. Conduct background/record checks for all City License Permits as
well as all outside record check request from other agencies.
11.Expungements. Research, review and prepare expungement cases for confirmation by Professional
Standards Lieutenant. Prepare and log case for expungement/sealing.
12.Petty Cash Management. Track, copy, document, and report deposits from the MPD Petty Cash
account.
Minimum Qualifications for this position include the following:
High School Diploma or GED with considerable work-related experience (associates degree
desired)
Significant clerical experience involving data entry and retrieval, operation of standard office
equipment and customer service
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Records Specialist Job Duties and Responsibilities
The MPDs records specialists manage law enforcement records, legal orders, general and protected data
requests, and permits. These staff members also serves as the departments subject matter expert (SME) for
data practices. Additionally, they coordinate tasks related to criminal histories and MPD customer service
responses. The MPD has four staff members who fulfill the responsibilities of the record specialists. The CVBI
recommends their duties include the following:
Essential Responsibilities
1.Building Security Management. Manage the security and access to the MPD by escorting visitors into the
PD as needed.
2.Primary MPD Customer Service Point of Contact. Provide customer service to general public in
person and on the telephone; sort and distribute daily messages and mail.
3.Data Practices Subject Matter Expert (SME). As the MPD data practices SME, there is a requirement to
continuously increase knowledge of law and practices associated with all MPD data. This includes
reviewing all records requests and responses for compliance with Minnesota law.
4.Report Coordination and Distribution. Distribute police reports consistent with MN Data Practices Act
and MN State Laws. This includes being as transparent as the law allows with public information, as
well as providing the legal expertise necessary to know when and how to redact specific aspects of
MPD reports.
5.Firearm Permit Management. Manage the process required for the legal purchase of firearms. These
responsibilities include collecting application submissions, accessing, collecting, and assessing
relevant data via the BCA gun permit portal. In addition, coordinate approvals and denials with the
Professional Standards Lieutenant; create the official permit, and deliver it within the statutory time
requirements. Manage the approved permits by electronically scanning and storing them in the records
management system.
6.Legal Order Management. Manage all Orders for Protection and No Contact Orders. This includes all
data collection and management of the information required for the official reporting and
notification systems throughout City, County, and State.
7.Financial Management. Code and enter MPD Receipts in the Citys Tyler Finance System and petty cash
processing. Submit monthly cash to Finance Department.
8.Criminal History Coordination. Serve as the MPD criminal history SME. Coordinate usage of the criminal
history system and the corresponding legal distribution of criminal histories for MPD detectives.
9.Records Request Management. Manage in-person, mail, fax, or email requests for records. These requests
include residents, police departments, county departments, and state agencies. In a timely manner,
gather and distribute all reports in accordance with MN data practices.
10.Conduct Background/Record Checks. Conduct background/record checks for all City License Permits as
well as all outside record check request from other agencies.
11.Expungements. Research, review and prepare expungement cases for confirmation by Professional
Standards Lieutenant. Prepare and log case for expungement/sealing.
12.Petty Cash Management. Track, copy, document, and report deposits from the MPD Petty Cash
account.
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Proposed additional records unit responsibilities. To manage police records using best practices, the CVBI
recommends the following additional Records Unit responsibilities and duties:
The CVBI further recommends the following minimum qualifications for this position:
High School Diploma or GED with considerable work-related experience (associates degree
preferred)
Significant clerical experience involving data management and retrieval, operation of standard
office equipment and customer service
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Public Safety
Director
(1)
Deputy Chief
(1)
PatrolInvestigations
Administration/Professional
LieutenantLieutenant
Standards Lieutenant
(1) (1)
(1)
Patrol Investigations
Professional Standards
SergeantsSergeant
Sergeant
(6)(1)
(1)
Patrol
Records
Detectives
Officers
Supervisor
(5)
(33)
(1)
DWIAuto Theft
Records
Officer Detectives
Specialists
(1)(2)
(4)
Neighborhood Safety
Property/Evidence
RSCO VCET
Team
Technician
(1)
(3-4)
(1)
Community Service
BCA VCRU
Officer
(1)
(.5)
Community Service
SRO
Officers
(1)
(3.5)
Community
Crime Analyst
Outreach
(1)
Specialist
(1)
IT
Technician
(1)
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The national range for relief factor is 120 to 130 FTEs to cover 100 staff full-time positions. MPD
employees are available to perform their primary assigned duties for 1620 to 1740 hours out of 2080 hours.
- 84%. The CVBI notes the MPD FTE relief factor is within the range
of national and state law enforcement agencies (Wilson & Weiss, 2012; see p. 121).
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Recommendation 10
Increased FMLA Leave Time. The City should be mindful that changes in the FMLA law will likely increase the
number of FTEs on unpaid leave and the need to backfill the temporary vacancy with staff working on an overtime
basis (see p. 121).
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Records Unit. Currently, the MPD Records Unit Specialists are responsible for the below essential
responsibilities 1 through 12. The CVBI is recommending that some responsibilities assigned to the Property
and Evidence Technician be reassigned to the Records Unit.
Essential Responsibilities
1.Building Security Management. Manage the security and access to the MPD by escorting visitors into the
PD as needed.
2.Primary MPD Customer Service Point of Contact. Provide customer service to general public in
person and on the telephone; sort and distribute daily messages and mail.
3.Data Practices Subject Matter Expert (SME). As the MPD data practices SME, there is a requirement to
continuously increase knowledge of law and practices associated with all MPD data. This includes
reviewing all records requests and responses for compliance with Minnesota law.
4.Report Coordination and Distribution. Distribute police reports consistent with MN Data Practices Act
and MN State Laws. This includes being as transparent as the law allows with public information, as
well as providing the legal expertise necessary to know when and how to redact specific aspects of
MPD reports.
5.Firearm Permit Management. Manage the process required for the legal purchase of firearms. These
responsibilities include collecting application submissions, accessing, collecting, and assessing
relevant data via the BCA gun permit portal. In addition, coordinate approvals and denials with the
Professional Standards Lieutenant; create the official permit, and deliver it within the statutory time
requirements. Manage the approved permits by electronically scanning and storing them in the records
management system.
6.Legal Order Management. Manage all Orders for Protection and No Contact Orders. This includes all
data collection and management of the information required for the official reporting and
notification systems throughout City, County, and State.
7.Financial Management. Code and enter MPD Receipts in the Tyler Finance System and petty cash
processing. Submit monthly cash to Finance Department.
8.Criminal History Coordination. Serve as the MPD criminal history SME. Coordinate usage of the criminal
history system and the corresponding legal distribution of criminal histories for MPD detectives.
9.Records Request Management. Manage in-person, mail, fax, or email requests for records. These requests
include residents, police departments, county departments, and state agencies. In a timely manner,
gather and distribute all reports in accordance with MN data practices.
10.Conduct Background/Record Checks. Conduct background/record checks for all City License Permits as
well as all outside record check request from other agencies.
11.Expungements. Research, review and prepare expungement cases for confirmation by Professional
Standards Lieutenant. Prepare and log case for expungement/sealing.
12.Petty Cash Management. Track, copy, document, and report deposits from the MPD Petty Cash
account.
13.
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14.
15.Review accuracy of digital evidence. This work includes identifying and resolving mislabeled Axon files.
The inaccuracies could be simple as missing category type or something as vital as a case number
The CVBI recommends the following minimum qualifications for this position include the following:
High School Diploma or GED with considerable work-related experience (a degree desired)
Significant clerical experience involving data management and retrieval, operation of standard office
equipment and customer service
Recommendation 14
Records Unit.
Recommendation 15
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Recommendation 29
Increasing Population Density.
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Donner, C. M., & Olson, D. E. (2019). Fair treatment in policing: testing the relationship between internal and
external procedural justice. Journal of Crime and Justice, 43(3), 393408.
https://doi.org/10.1080/0735648X.2019.1677262
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Tyler, T. R. (2017). Value-driven behavior and the law. In F. Parisi (Ed.), The Oxford handbook of law and
economics, Volume 1, Methodology and Concepts (pp. 402421). Oxford University Press.
https://doi.org/10.1093/oxfordhb/9780199684267.001.0001
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Increasing Community/Police Trust
And Core Expectations
Staff Worksheet
Community Recommendations
Aggregate
Maplewood Police Department
November 20, 2024
To increase trust between you and the Maplewood Police Department, what type of people should be hired?
64 Recommendations
Honesty (15)
Honest
o Honorable
o Honest
Integrity
o Do the right thing
o Keep your word
o Strong moral character
o Values, beliefs
Courageous
o maintain integrity in group
o does not overreact because of fear
Self-awareness
Responsible
o Invested (driven to uphold their oath and community)
Accountable to community and co-workers
Respect (18)
Respectful
o Respectful to all
o Respectful to everyone
o Every circumstance/situation
Compassion
o Compassion
o Empathetic
Good listener
o People who listen
o Validation that the person is being heard
o Open ended questions (Seek to understand)
Understand own biases (implicit bias)
o Not afraid of people who do not look like them
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Respect (continued)
Effective communicator
o Ability to speak more than one language
o Culturally able to understand the different community groups
o Voice tone
o Eye contract
Service (31)
Self-initiated service
o Remember they are in a service role
o Self-starter
Knowledge to do their duties
Good Appearance (how they present themselves)
o Physically fit
Able and willing to build relationships
o Approachable
o Human (not robotic)
o Relatable
o First impression (Approach people with appropriate posture/language)
Willing to learn
o Able to learn
Care about people
o Genuine (care about other people)
o Part of the community
o Care about the community
o Have the knowledge of the community they serve
Team player
o Able/willing to be a team player
o Team player
Mental and emotionally healthy (resiliency)
Patient
o Not impulsive
Seek mutually positive outcomes
o Take time to resolve the situation
o Not jump to conclusions
Critical thinker
o Assess the situation
o Think outside the box (Resourceful)
o Curious (think of how to do things better)
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Options for Summary Primary Terms
Honesty Honesty Honesty
Respect Respect Respect
Service Service Service
Leadership Leadership
Compassion
Note: Regarding Summary Primary Terms, one employee recommended Honesty, Respect, Service, and
Leadership and all the rest of the employees chose Honesty, Respect, and Service.
Community responses to the question: What do you see as the core services for Maplewood Police Department
When a resident calls 911?
Provide safety
Show up to the scene and assess
Respond as quickly as possible
Provide service
Calm demeanor
Seek a win-win situation or outcome
We want them to come quickly
We want them to fix it
We want them to be able to discern the needs and connect the best resources
De-escalate
Minimal/appropriate amount of force to overcome resistance
After a crime has been committed?
Follow up communication
All of the above
Educate them on the next steps
Arrest perpetrators
Make information available electronically
Write court-ready reports
Be able to share public information
Draw in the neighbors as appropriate
Prevention opportunities
Case number and contact information
Promptly answer all message from citizens and victims
Communicate the circumstances appropriately
Sense of urgency
Solve the crime
Arrest the perpetrator
Protect victims
Assure safety of community
Write a report
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Investigation
Appear for court
Look for crime patterns
Respectful of victims and witnesses
Ongoing communication
Responses to the question: Which MPD programs are most important to you?
MAC
Partnerships with positive youth alternative providers
Citizen Academy
Shop with a cop
Community outreach-minded
Conduct a community survey
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Increasing Community/Police Trust
and Core Expectations
Lieutenants
Community Recommendations Aggregate
Maplewood Police Department
November 20, 2024
To increase trust between you and the Maplewood Police Department, what type of people should be hired?
Staff members were asked:
Values?
Do you recommend adding or removing any community recommendations?
Four Additional Recommendations (highlighted in yellow)
Honesty (18)
Honest
o Honorable
o Honest
Integrity
o Do the right thing
o Keep your word
o Strong moral character
o Values, beliefs
Courageous
o Maintain integrity in group
o Does not overreact because of fear
o Maintain self-control
o Confidence to act
Do the right things without second-guessing themselves
Self-awareness
Responsible
o Invested (driven to uphold their oath and community)
Accountable to community and co-workers
Respect (18)
Respectful
o Respectful to all
o Respectful to everyone
o Every circumstance/situation
Compassion
o Compassion
o Empathetic
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Good listener
o People who listen
o Validation that the person is being heard
o Open ended questions (Seek to understand)
Understand own biases (implicit bias)
o Not afraid of people who do not look like them
Effective communicator
o Ability to speak more than one language
o Culturally able to understand the different community groups
o Voice tone
o Eye contract
Service (32)
Self-initiated service
o Remember they are in a service role
o Self-starter
Knowledge to do their duties
Good Appearance (how they present themselves)
o Physically fit
Able and willing to build relationships
o Approachable
o Human (not robotic)
o Relatable
o First impression (Approach people with appropriate posture/language)
Humility
o Willing to learn
o Able to learn
Care about people
o Genuine (care about other people)
o Part of the community
o Care about the community
o Have the knowledge of the community they serve
Team player
o Able/willing to be a team player
o Team player
Mental and emotionally healthy (resiliency)
Patient
o Not impulsive
Seek mutually positive outcomes
o Take time to resolve the situation
o Not jump to conclusions
Critical thinker
o Assess the situation
o Think outside the box (Resourceful)
o Curious (think of how to do things better)
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Increasing Community/Police Trust
And Core Expectations
Supervisors
Community Recommendations
Aggregate
Maplewood Police Department
November 20, 2024
To increase trust between you and the Maplewood Police Department, what type of people should be hired?
Staff members were asked:
Values?
Do you recommend adding or removing any community recommendations?
3 Additional Recommendations (highlighted in green)
Honesty (17)
Honest
o Honorable
o Honest
Integrity
o Do the right thing
o Keep your word
o Strong moral character
o Values, beliefs
Courageous
o maintain integrity in group
o does not overreact because of fear
o Self-control
o Ability to maintain composure
Self-awareness
Responsible
o Invested (driven to uphold their oath and community)
Accountable to community and co-workers
Respect (18)
Respectful
o Respectful to all
o Respectful to everyone
o Every circumstance/situation
Compassion
o Compassion
o Empathetic
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Good listener
o People who listen
o Validation that the person is being heard
o Open ended questions (Seek to understand)
Understand own biases (implicit bias)
o Not afraid of people who do not look like them
Effective communicator
o Ability to speak more than one language
o Culturally able to understand the different community groups
o Voice tone
o Eye contract
Service (31)
Self-initiated service
o Remember they are in a service role
o Self-starter
Knowledge to do their duties
Good Appearance (how they present themselves)
o Physically fit
Able and willing to build relationships
o Approachable
o Human (not robotic)
o Relatable
o First impression (Approach people with appropriate posture/language)
Willing to learn
o Able to learn
Care about people
o Genuine (care about other people)
o Part of the community
o Care about the community
o Have the knowledge of the community they serve
Team player (emphasized)
o Able/willing to be a team player
o Team player
Mental and emotionally healthy (resiliency)
Patient
o Not impulsive
Seek mutually positive outcomes
o Take time to resolve the situation
o Not jump to conclusions
Critical thinker
o Assess the situation
o Think outside the box (Resourceful)
o Curious (think of how to do things better)
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And Core Expectations
First Line Staff
Community Recommendations
Aggregate
Maplewood Police Department
November 20, 2024
To increase trust between you and the Maplewood Police Department, what type of people should be hired?
Staff members were asked:
Values?
Do you recommend adding or removing any community recommendations?
8 Additional Recommendations (highlighted in blue)
Honesty (18)
Honest
o Honorable
o Honest
Integrity
o Do the right thing
o Keep your word
o Strong moral character
o Values, beliefs
Courageous
o maintain integrity in group
o does not overreact because of fear
o treat each situation appropriately
o have confidence in your training and skills
Self-awareness
Responsible
o Invested (driven to uphold their oath and community)
Accountable to community and co-workers
Transparent
Respect (19)
Respectful
o Respectful to all
o Respectful to everyone
o Every circumstance/situation
o Respect for authority (chain of command)
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Compassion
o Compassion
o Empathetic
Good listener
o People who listen
o Validation that the person is being heard
o Open ended questions (Seek to understand)
Effective communicator
o Ability to speak more than one language
o Culturally able to understand the different community groups
o Voice tone
o Eye contract
Understand own biases (implicit bias)
o Not afraid of people who do not look like them
Service (35)
Self-initiated service
o Remember they are in a service role
o Self-starter
Knowledge to do their duties
Good Appearance (how they present themselves)
o Physically fit
Proud of our work
Desire to do the job
o Not just going through the motions
Able and willing to build relationships
o Approachable
o Human (not robotic)
o Relatable
o First impression (Approach people with appropriate posture/language)
Willing to learn (Humble)
o Able to learn
Care about people
o Genuine (care about other people)
o Part of the community
o Care about the community
o Have the knowledge of the community they serve
Team player
o Able/willing to be a team player
o Team player
Mental and emotionally healthy (resiliency)
Patient
o Not impulsive
Seek mutually positive outcomes
o Take time to resolve the situation
o Not jump to conclusions
Critical thinker
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o Assess the situation
o Think outside the box (Resourceful)
o Curious (think of how to do things better)
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City of Maplewood
RECORDS RETENTION, PRESERVATION AND DESTRUCTION POLICIES AND
PROCEDURES MANUAL
Updated: 2017
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Table of Contents
I. Purpose .............................................................................................................................................. 1
II. Legal Authority and Statutory Requirements ........................................................................................ 1
III.Definitions .......................................................................................................................................... 2
IV. Steps in Implementing an Effective Records Management Program ...................................................... 3
1.Taking an Inventory ....................................................................................................................... 3
2.Developing Your Own Records Retention Schedule for Records Not Listed on the Retention
Schedule ...................................................................................................................................... 3
3.Identifying and Protecting Permanent and Vital Records of Your Department ................................. 3
4.Setting up a Records Storage Area ................................................................................................. 4
5.Instituting an Annual Housecleaning Plan ...................................................................................... 5
6.Developing Clear Procedures for Records Disposition ..................................................................... 5
7.Keeping up with Legislative Changes Affecting the Records Retention Schedule ............................... 6
V. Current Issues Affecting Records Retention, Preservation and
Destruction Practices ........................................................................................................................... 6
VI. Appendix: Forms .................................................................................................................................. 8
Records Inventory Worksheet .................................................................................................. 9
Records Destruction Report ................................................................................................... 11
PR-1 Form (Authority to Dispose Form) .................................................................................. 13
Transfer of Records to State Archives Form ............................................................................. 15
Records Center Labels ............................................................................................................ 17
Records Retrieval Form ......................................................................................................... 18
PURPOSE
This manual has been drafted with the purpose of developing a set of uniform policies and procedures to be
followed by each department in establishing and implementing their internal records management system. It is
intended to be used as a blueprint by all departments in their efforts to ensure the preservation of those
government records needed for proper functioning and the destruction of those inactive government records that
no longer have a value to the department.
II.LEGAL AUTHORITY AND STATUTORY REQUIREMENTS
Several state statutes govern what entities/individuals are involved in the process and what statutory
requirements each of them must adhere to. Those statutory citations and their brief descriptions are as follows:
Minn. Statute 15.17
necessary to a full and accurate knowledge of his/her official activities. It also stipulates that the chief
administrative officer has the duty to preserve and care
his/her successor at the expiration of his/her authority.
Minn. Statute 138.17 establishes the State Records Disposition Panel as an entity with the final authority over the
decisions relating to the retention and disposition of government records. This entity is charged with the duty of
creating and updating the General Records Retention Schedule for Minnesota Cities that the City of Maplewood
adopted as its official records retention document.
This statute also mandates that the government must maintain a permanent list of records that are disposed of
and that the government officials must institute a program for the preservation of records vital to the continuity
of its operations. Furthermore, this statute provides that any records determined to be not-public must be
disposed of in such a manner as to prevent their contents from being discernable.
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Minn. Statute 138.19 authorizes the Records Disposition Panel to act upon applications for the disposition of
government records.
Minn. Rules 1205.1500 requires the City of Maplewood to ensure all data created and received are periodically
assessed to ensure they are accurate, complete, current and thoroughly indexed. It also creates a duty of the
responsible authority to ensure that data collected are necessary for its operations and are disposed of when they
reach the end of their cycle of usefulness according to the approved records retention schedule.
III.DEFINITIONS
Government Record is defined by Minn. Statute 138.17(b)(1) as state and local records, including all cards,
correspondence, discs, maps, memoranda, microfilms, papers, photographs, recordings, reports, tapes, writings,
optical disks, and other data, information or documentary material, regardless of physical form or characteristics,
storage media or conditions of use, made or received by an officer or agency of the state and an officer or agency
of a county, city, town, school district, municipal subdivision or corporation or other public authority or political
entity within the state pursuant to state law or in connection with the transaction of public business by an officer
or agency.
According to §138.17(4) government records are not data and information that do not become part of an official
transaction and extra copies of documents kept only for convenience of reference.
Retention Period refers to the minimum amount of time the city is required by the Records Disposition Panel to
keep a certain record. The City of Maplewood may choose to follow a retention schedule for a particular
government record that extends beyond this minimally prescribed timeframe (such as our current practice to
keep any audio/video recordings of the city/commission meetings for 5 years, whereas the records retention
schedule prescribes a timeframe of 3 months after approval of the official minutes).
Records Disposition Panel is an entity comprised of the Attorney General, State Auditor and the Director of the
Minnesota Historical Society whose powers are created and defined by §138.17 and is tasked with the creation
and maintenance of the Records Retention Schedule and the approval of applications for records destruction
among other duties.
General Records Retention Schedule for Minnesota Cities
further text) is a document created by the state Records Disposition Panel that outlines minimum retention
periods for common municipal government records. It also identifies the most frequently created or used
municipal government records grouped within a record series and further described as public, private and/or
confidential and whether they are archival or not.
For a current copy or the records retention schedule please contact City Clerk or reference the following website:
www. http://www.mnhs.org/preserve/records/retentionsched.html
IV.STEPS IN IMPLEMENTING AN EFFECTIVE RECORDS MANAGEMENT SYSTEM
Each record created or used by your department has a lifecycle that goes through two major stages: retention and
preservation or destruction. Minnesota Rule 1205.1500 clearly allocates a duty of the state and local agencies to
not only ensure proper retention and preservation of government records but also a duty to destroy those
government records when they are no longer required to be kept, especially if they are classified as private or
confidential data on individuals. The following are some suggested steps in implementing a successful records
management:
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1.Taking an Inventory
Taking an inventory of records maintained by your department is the first step in implementing an
effective records management system. In order for this process to be all-encompassing, it must include
not only those records currently stored in your immediate area but also any inactive records maintained
in other designated off-site storage facilities that your department might be using.
The City of Maplewood has adopted the General Records Retention Schedule for Minnesota Cities as its
official records retention document. This schedule already identifies the most commonly used or
generated government records which are organized under a common record series title. Comparing your
own department records inventory with the record types found in the records retention schedule will
assist you in identifying those records that already have an assigned retention period and data practices
classification and those records maintained by your department that are not on the general records
retention schedule and, thus, do not have an assigned retention period or data practices classification.
2.Developing Your Own Records Retention Schedule for Records Not Listed on the Retention Schedule
Implement this step for those records that are not listed on the General Records Retention Schedule but
are still being commonly created or used by your department in the course of its regular operations. Fill
out the form titled Records Inventory Worksheet on page 9 and submit it to the City Clerk. The City Clerk
will forward it to the State Archives so that it can be reviewed, commented on and approved by the
Disposition Panel before those records can be disposed of.
3.Identifying and Protecting Permanent and Vital Records of Your Department
During the process of inventorying your department records, refer to the general records retention
schedule to identify any records designated as permanent. These records need to be preserved because
they document important events that have historical, research, evidentiary or other vital value for the
community. Some of these permanent records are also classified as archival.
Generally, those that are classified as archival can be eligible for transfer to the State Archives. (Refer to
the form titled Transfer of Records to State Archives on page 15 to be used when applying for a transfer of
permanent records to the State Archives.) Those that are not designated as archival are normally
permanently retained by the department.
To address any space/storage issues or record deterioration issues it is recommended that any such
official paper record or an official electronic record stored on your computer gets transferred into
Laserfiche in a TIFF file format. Conversely, any official electronic email record can be converted to .pst
file format and stored on a DVD.
It is important to note that the general records retention schedule does not specify that any particular
record needs to be kept in a specific format or on a specific media. The records retention schedule applies
4.Setting Up a Records Storage Area
For those records that are not currently being used during the course of daily operations, but have not
reached the end of retention period, each department should have a designated on-site records storage
area where their inactive records are being kept. There are several concerns that must be addressed in
choosing and maintaining such storage facility:
-Location consider choosing a space adjacent to your department that is easily accessible by staff and
away from the public area and that contains enough storage capacity for your current and future
department needs.
0
- Storage environment ensure that the storage area maintains a constant temperature of around 70
F with a relative humidity of around 50%. Keep it clutter free and equip it with adequate shelving
capable of carrying the weight of multiple boxes and metal cabinets for storing those records that
have longer retention periods or need to be secured under a lock. If using boxes to store your records
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order to comply with the state fire code. Reduce the influx of direct light by covering any windows
and making sure the lights are turned off when not in use.
-Storage Containers it is recommended to use standard size cardboard boxes for storing your inactive
records that have permanent or longer retention periods and are not currently being accessed or are
near the end of their retention cycle.
For those records that are inactive but still accessed from time to time consider using filing folders.
-Adequate filing and indexing system - develop an indexing system that will ensure each storage
container is adequately labeled. This will ease your retrieval process and enable you to properly
conduct a regular systematic maintenance of those records according to their assigned retention
period.
-Any indexing system needs to include several important elements: your department name; box
number; record series number found in the records retention schedule; detailed contents; retention
period and a scheduled destruction date. Please refer to the form labeled Records Center Labels on
page 17 as a guide.
It is also a good practice to keep an electronic inventory database that contains above information as
well as the shelf location for a particular record.
-Access rights and retrieval record assigning access rights by limiting access to only selected staff
members will enable your department to exercise a centralized control over the retrieval of and
access to important and security sensitive records. Keeping a retrieval record for each record
removed from the storage area will enable you to easily keep track of user custody chain or any
missing documents.
5.Instituting an Annual Housecleaning Plan
In order to keep up with the mounting volume of records retained and ensure proper and efficient
compliance with legal requirements expressed in Minnesota State Statues, each department should
schedule an annual housecleaning event in order to dispose of those records that are no longer required
to be kept.
6.Developing clear procedures for records disposition
A disposal of a record may involve either its physical destruction or its migration to State Archives, if
eligible.
a.Records listed on the records retentions schedule:
Ideally, your department should institute a filing system described above that would provide for an easy
reference to the required retention period of a particular record. If not, to determine the destruction
date, refer to the General Records Retention Schedule prior to the destruction of any record. The general
records retention schedule that the City of Maplewood adopted provides an ongoing authority to dispose
of its records. Therefore, unless your department has made an administrative decision to keep a
particular record for longer than prescribed in the records retention schedule, your department has the
authority to dispose of a record that has reached the end of its retention period without submitting an
application or a request for the destruction to the Records Disposition Panel.
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Prior to the destruction of any record, make sure to fill out a State prescribed form found on page 11 of
this manual. (For a digital data-entry version of this or any other form in this manual please contact the
City Clerk). This form must be submitted to the City Clerk for approval before any record(s) can be
destroyed. Once approved, the City Clerk will notify you department and scan the approved form into the
central depository of permanent records in order to comply with Minn. Statute 138.17.
A physical destruction can be completed in several different ways depending on the type of a record
incineration, or a simple disposal in the trash.
For any records that are classified as not-public by State or Federal Law, every attempt must be made to
provide proper safeguard measures not only during the retention period but also during the destruction
process by choosing methods such as shredding, incineration or secure digital destruction.
For records designated as permanent in the records retention schedule, your department may submit an
application to State Archives to physically transfer those records to the Minnesota Historical Society. An
application form is included on page 15 of this manual. Once records are physically transferred to the
Historical Society, the ownership of those records is turned over to them as well. Therefore, it is
recommended that any such permanent records get scanned into Laserfiche in order to provide an ease
of access and reference not only for staff but also for the public at large.
b.Records not listed on the records retention schedule
If a particular record is not covered in the records retention schedule, as may be the case with some old
submit an application first to the City Clerk who will then forward it to the State Archives who will then
forward it to the State Disposition Panel. The required application is found on page 13 of this manual. Do
not dispose of any records until your department has received a notification from the City Clerk after the
approval from the State Disposition Panel.
7.Keeping up with legislative changes affecting the records retention schedule
Periodically, the records retention schedule goes through updates due to new legislative initiatives that
can affect either the retention period or data classification of a particular record. The Records Disposition
Panel completed the latest revision in March 2011 to update the 2008 version of the retention schedule
due to a few legislative changes. For your ease of reference, the Records Disposition Panel also provides a
quick overview and explanation of those changes in the first few pages of the document itself.
V.CURRENT ISSUES AFFECTING RECORDS RETENTION, PRESERVATION AND DESTRUCTION PRACTICES
Over the last couple of decades, a widespread reliance on the technology in the process of generating, receiving,
disseminating and storing government records has introduced certain new legal, administrative and practical
issues that need to be addressed in the overall records management program.
Conversion and Migration:
As stated earlier, what constitutes a government record and how it should be treated in the records management
depends on the content of the record itself. This is to say that an official government record can be converted
from a paper to a digital or electronic format (and vice versa) without losing its official designation providing its
content, context and structure are intact.
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The following are a few issues to consider in converting your department records into different formats:
-Authenticity: An email that is considered a government record can be converted from its
to be considered authentic in the legal sense it must be printed in a manner that preserves all of its
electronic components such as name of the recipient and sender(expanding it to include the directory of
any email address) , date and time, subject, text and any corresponding attachments, etc.
-Longevity: When making decisions about a conversion of a record, consider how long a record
needs to be kept according to the records retention schedule and whether your intended conversion
format is the best fit for that purpose. For example, those records that have a shorter retention lifespan,
such as transitory email messages or dog licenses with the retention period of 2 years are normally best
kept in their original format. On the other hand, a correspondence that has a permanent designation
could be scanned into Laserfiche, if originally in the paper format, or transferred to a non-writable DVD as
-mail correspondence.
-Technology Changes: When making a decision about converting your official government record
to a different format or migrating it to a different storage media, consider choosing a standard format
that is not proprietary and will allow for any future conversions or upgrades. For example, when
generating a scanned image of the document consider using a TIFF file format instead of a PDF.
File Naming Considerations:
to be organized and controlled in such a way as to ensure easy compliance with the various record management
and data practices laws. One way to facilitate this task is to set up a department-wide policy that addresses
proper procedures in naming your computer files. Consider requiring at least some of the following several
elements in naming any computer file: a unique file name that is descriptive enough to easily identify the record
on the records retention schedule; date; author name; draft or official version, etc. (e.g., Jim Smith Code Violation
Letter November 2011). This initial effort in assigning a proper file name will facilitate not only your record
retrieval but also your attempt to track and manage your electronic records throughout their retention lifecycle.
VI.APPENDIX: FORMS
retention, preservation and destruction management practices:
Records Inventory Worksheet- to be used by each department in the process of developing their own
retention schedule.
Records Destruction Report to be used by each department to log all government records
destroyed according to the general records retention schedule. This form must be kept permanently.
PR-1 Form (Authority to Dispose Form) to be used by each department for the destruction of all
government records not listed on the general records retention schedule.
Transfer of Records to State Archives Form to be used when applying to the Minnesota Historical
Society for the transfer of permanent and archival government records.
Records Center Labels to be used when labeling your stored government records.
Records Retrieval Form- to be used to document and track user custody chain.
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This tutorial will cover the following topics:
Overview of user roles
Basic user role
General user role
Privileged user role
Security user role
In December 2022, the CJIS Security Policy changed the format of the training requirements from level- based
security awareness training to role-based security and privacy training.
These formats generally align as follows:
Level One = Basic user role
Level Two = General user role
Level Three = General user role
Level Four = Privileged user role
LASO Training = Security user role
Changes from the previous CJIS Security Policy
The most significant changes are that Levels Two and Three were combined and the previous LASO training,
which was separate, was brought in as a regular role.
Another major change was that all Security and Privacy training must be administered prior to authorizing
access to the information system and annually thereafter. This is different from the previous 6-month/2-year
rule, where training could be completed within 6 months of starting the job and every two years after.
This training is designed for all individuals with unescorted access to a physically secure location. These
individuals should not have access to CJI as a normal part of their job function. However, because they may
have unescorted access to a secure location, they may encounter CJI and need to understand the
ramifications of interacting with it.
Role description
The Basic user role will include individuals that are employed in roles like building services (janitorial,
maintenance, etc.) at a facility which processes or stores CJI (e.g., a police station, prison, etc.).
Training time
The approximate time this training will take in CJIS Online is 10-15 minutes. No test is currently required;
however, users will be required to confirm completion of the training and acknowledge their understanding
of the material presented.
This training is designed for users with the authorization to use an information system. In this case,
refers to all connections to the criminal justice information repositories and the
equipment used to establish said connections (e.g., computers, routers, and switches in a police station).
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Role description
The General user role will include individuals that are employed in roles that involve authorized access to CJI,
such as NCIC Operators, Administrative Assistants who may handle CJI while doing their job, people who
take fingerprints, and CAD users.
Note: The majority of the users will most likely be assigned to this role.
Training time
The approximate time the General user training will take in CJIS Online is 1 hour, not including the test. The test
contains a total of 25 randomly selected questions representing each section of the training.
This training is designed for users with the authorization to perform security-related functions that general
users are not authorized to perform.
Role description
The Privileged user role will include individuals that are employed in roles like IT personnel, Networking and
Security services, software development, etc. People who have access to maintain back-end systems would
also be assigned to this role.
Training time
The approximate time the Privileged user training (by itself) will take in CJIS Online is 30 minutes, not
including the test. The test contains a total of 10 randomly selected questions representing each section of
the training.
Note: If combined with General user training, the Privileged user training could take up to 1-1/2 hours and the
test will contain a total of 25 questions.
This training is designed for users with the responsibility to ensure the confidentiality, integrity, and availability
of CJI and the implementation of technology in a manner compliant with the CJIS Security Policy.
Role description
This training is designed primarily for the Local Agency Security Officer (LASO) or Authorized Recipient Security
Officer (ARSO) of an agency. However, other job functions which include information security responsibilities,
such as Chief Information Security Officer, Security Manager, Cybersecurity Analyst, or Emergency Response
team members, may also need to take this training.
Training time
The approximate time the Security user training (by itself) will take in CJIS Online is 30 minutes, not including
the test. The test contains a total of 10 randomly selected questions representing each section of the
training.
Note: If combined with General and Privileged user trainings, the Security user training could take up to 2
hours and the test will contain a total of 30 questions.
If combined with the Privileged user training (but not General), the Security user training could take up to an
hour and the test will contain a total of 15 questions.
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CJDN Security Policy Maplewood
Police Department
January 2023
This document shall be considered the official CJDN Security Policy for Maplewood Police
Department regarding the physical and personnel security of the CJDN system. All staff must follow
the policies contained herein. This will assure proper usage of the system and adherence to all local,
state, and federal regulations that govern the use of the MNJIS computer system.
The Terminal Agency Coordinator (TAC) for Maplewood Police Department is Stephanie Shea. The
TAC manages the operation of the CJDN terminal on a local agency level and is responsible for
ensuring that all state and local policies are enforced regarding the use of the CJDN terminal.
Access to CJDN System
Access to the CJDN shall be limited to employees who have been certified by the BCA to operate the
terminal. Currently, at Maplewood Police Department, this is limited to (Who Has Access, i.e., TAC,
Dispatchers, Records Personnel, etc.). All other personnel of Maplewood Police Department must
make their Criminal Justice inquiries through their CJDN operators.
Staff having access to the CJDN system must meet the follow requirements:
1)Be an employee of Maplewood Police Department.
2)Successfully pass a State and National fingerprint background check.
3)Complete Basic Security Awareness Training and pass a Single Certification exam prior to
having access to the CJDN.
A potential new employee of the Maplewood Police Department shall have a background check
completed before they are hired. Purpose code will be used when running the criminal history
on that person.
New employees of the Maplewood Police Department shall be fingerprinted prior to having
unescorted access to areas where criminal justice information is processed. The fingerprint cards will
be sent to the BCA for a background check.
The FBI fingerprint-based background check results letters on CJDN operators, appropriate IT personnel,
and other agency personnel having unescorted access to the terminals are to be kept on file and
available upon request during an audit.
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The TAC will issue a unique username and password to authorized users with access to the CJDN and
Portals XL.
Training
NCIC requires personnel accessing the CJDN for their duties must receive basic MNJIS training and
testing within the first 6 months of hire and biennial refreshers thereafter. All training must be
documented.
Maplewood Police Department
Awareness Training and the Single Certification testing. Additional training is provided on
Launch Pad, and classroom instruction, by the BCA regarding NCIC/MNJIS applications. Training will
be documented and subject to auditing.
Security of Terminal
The CJDN terminal(s) and Criminal Justice Information for Maplewood Police Department is
maintained in a secure area. Only authorized personnel who have passed a State and National
fingerprint background check are allowed unescorted access to the secure area(s).
All personnel who have direct responsibility to configure and maintain computer systems and
networks with direct access to FBI CJIS systems must successfully pass a fingerprint based background
check and complete level 4 Security Awareness Training .
Criminal History responses, as well as all other CJDN printouts will be destroyed when no longer
needed. These documents will be shredded or degaussed at Maplewood Police Department.
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Appendix E
City Policy Requests for Data About You and Your Rights as a Data Subject
Workshop Packet Page Number 267 of 409
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What is a .................................................................................................................. 1
When the City Has Data About You ..................................................................................................... 1
Your Rights under the Government Data Practices Act ........................................................................ 2
How to Make a Request for Your Data ................................................................................................ 3
How We Respond to a Data Request .................................................................................................. 3
Data Request Contacts ....................................................................................................................... 5
Copy Costs Data Subjects ................................................................................................................. 6
Data Request Form Data Subject ...................................................................................................... 7
Standards for Verifying Identity .......................................................................................................... 8
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When government has information recorded in any form (paper, hard drive, voicemail, video, email, etc.),
that information is called
data. The Data Practices Act gives you, as a data subject, certain rights. This policy explains your rights as a
data subject, and tells you how to request data about you, your minor child, or someone for whom you
are the legal guardian.
The City of Maplewood has data on many people, such as employees, job applicants, vendors, etc. We can
collect and keep data about you only when we have a legal purpose to have the data. We must also keep
allgovernment data in a way that makes it easy for you to access data about you.
These classifications determine
who is legally allowed to see the data. Data about you are classified by state law as public, private, or
confidential. Here are some examples:
The Data Practices Act presumes that all government data are public unless a state or federal law says that
the data are not public. We must give public data to anyone who asks. It does not matter who is asking for
the data or why the person wants the data. The following are examples of public data about you that we
history; most permit/license
application data; the name, age, sex and last known address of any adult person cited, arrested or
incarcerated; etc.
We cannot give private data to the general public. We can share your private data with you, with someone
who has your permission, with our government entity staff whose job requires or permits them to see the
data, and with others as permitted by law or court order. The following are examples of private data
about you that we might have: your social security number; an employee home address; an employee
medical data; absentee voter names before the close of voting; an identity of a juvenile suspect or
arrestee; etc.
Confidential data have the most protection. Neither the public nor you can access confidential data even
when the confidential data are about you. We can share confidential data about you with our government
entity staff who have a work assignment to see the data, and to others as permitted by law or court order.
The following is an example of confidential data about you: real property estimated or appraised values
until negotiating parties enter into an agreement for the purchase/sale of the property; an identity of an
individual who registers a complaint concerning the use of real property; civil/criminal investigative data
while the investigation is ongoing; etc.
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As a data subject, you have the following rights:
You have the right to look at (inspect), free of charge, public and private data that we keep about you.
You also have the right to get copies of public and private data about you. The Data Practices Act allows us
to charge for copies. You have the right to look at data, free of charge, before deciding to request copies.
Also, if you ask, we will tell you whether we keep data about you and whether the data are public,
private, or confidential.
As a parent, you have the right to look at and get copies of public and private data about your minor
children (under the age of 18). As a legally appointed guardian, you have the right to look at and get copies
of public and private data about an individual for whom you are appointed guardian.
Minors have the right to ask us not to give data about them to their parent or guardian. If you are a minor,
we will tell you that you have this right. We will ask you to put your request in writing and to include the
reasons that we should deny your parents access to the data. We will make the final decision about your
request based on your best interest.
When we ask you to provide data about yourself that are not public, we must give you a notice called a
Tennessen warning. The notice controls what we do with the data that we collect from you. Usually, we
can use and release the data only in the ways described in the notice.
We will ask for your written permission if we need to use or release private data about you in a different
way, or if you ask us to release the data to another person. This permission is called informed consent.
The Data Practices Act requires us to protect your data. We have established appropriate safeguards to
ensure that your data are safe.
In the unfortunate event that we determine a security breach has occurred and an unauthorized person
has gained access to your data, we will notify you as required by law.
You have the right to challenge the accuracy and/or completeness of public and private data about you.
You also have the right to appeal our decision. If you are a minor, your parent or guardian has the right to
challenge data about you.
You can ask to look at (inspect) data at our offices, or ask for copies of data that we have about you, your
minor child, or an individual for whom you have been appointed legal guardian.
Make a written request by using our online form or by submitting the data request form (page 7) by email
or mail. You can also submit your request by emailing the Responsible Authority
andrea.sindt@maplewoodmn.gov.
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If you do not choose to use the data request form, your request should:
You may make a standing data request to inspect or receive copies of data on an ongoing basis. Your
standing data request must be in writing and may require prepayment of the fees. Any standing data
request will automatically expire after sixty (60) days, at which time, if you still wish to receive data, you
must renew your request in writing.
We require proof of your identity before we can respond to your request for data. If you are requesting
guardian, you must show legal documentation of your guardianship. Please see the Standards for Verifying
Identity document on page 8. If you do not provide proof that you are the data subject, we cannot
respond to your request.
Upon receiving your request, we will review it.
If you do not understand some of the data (technical terminology, abbreviations, or acronyms), please tell
the person who provided the data to you. We will give you an explanation if you ask.
The Data Practices Act does not require us to create or collect new data in response to a data request, or
to provide data in a specific form or arrangement if we do not keep the data in that form or arrangement.
For example, if the data you request are on paper only, we are not required to create electronic
documents to respond to your request. If we agree to create data in response to your request, we will
work with you on the details of your request, including cost and response time.
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In addition, we are not required to respond to questions that are not about your data requests, or that
are not requests for government data.
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Andrea Sindt, City Clerk City of
Maplewood
1830 County Road B E, Maplewood MN 55109 651-
249-2002 Phone
andrea.sindt@maplewoodmn.gov
1830 County Road B E, Maplewood MN 55109 651-
249-2054 Phone
nancy.steele@maplewoodmn.gov
Brian Bierdeman, Public Safety Director City of
Maplewood
1830 County Road B E, Maplewood MN 55109 651-
249-2602 Phone
brian.bierdeman@maplewoodmn.gov
Minnesota Statutes, section 13.04, subdivision 3 allows us to charge for copies.
We may charge the actual cost of making copies for data about you. In determining the actual cost, we
include the employee time to create and send the copies, the cost of the materials onto which we are
copying the data (paper, CD, DVD, flash drive, etc.), and mailing costs such as postage (if any).
The City will not charge for an employee time if it takes less than 15 minutes of staff time to make
copies or transmit electronic files.
In addition to the actual employee time the City may also charge the actual cost of the material/media
and postage as follows:
If your request is for copies of data that we cannot copy ourselves, such as photographs, we will charge
you the actual cost we must pay an outside vendor for the copies.
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CityofMaplewood
OfficeoftheCityClerk
1830CountyRoadBEast|Maplewood,MN55109
651-249-2000
andrea.sindt@maplewoodmn.gov
Workshop Packet Page Number 274 of 409
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The following constitute proof of identity:
Note: Individuals who do not inspect data or pick up copies of data in person may be required to provide
either notarized or certified copies of the documents that are required or an affidavit of ID.
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City of Maplewood
Policy for Ensuring the Security of Not
Public Data
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Policy for Ensuring the Security of Not Public Data
Legal requirement
The adoption of this policy by the City of Maplewood satisfies the requirement in Minnesota Statutes, section
13.05, subd. 5, to establish procedures ensuring appropriate access to not public data. By incorporating
employee access to not public data in the City of Maplewood Data Inventory (required by Minnesota Statutes,
section 13.025, subd. 1), in the individual position description, or both, the Policy limits access to
not public data to employees whose work assignment reasonably requires access.
Please direct all questions regarding this policy to the City of Maplewood Data Practices Compliance Official
(DPCO):
Andrea Sindt
andrea.sindt@maplewoodmn.gov Phone:
651-249-2002
Fax: 651-249-2009
1830 County Road B E Maplewood MN
55109
Procedures implementing this policy
Data inventory
Under the requirement in Minnesota Statutes, section 13.025, subd. 1, the City of Maplewood has
prepared a Data Inventory which identifies and describes all not public data on individuals maintained
by the City. To comply with the requirement in section 13.05, subd. 5, the City of Maplewood has also
modified its Data Inventory to represent the employees who have access to not public data.
In the event of a temporary duty as assigned by a supervisor, an employee may access certain not public
data, for as long as the work is assigned to the employee.
In addition to the employees listed in the Data Inventory, the Responsible Authority/ Data Practices
Compliance Official (DPCO), the Department Heads, and the Legal Counsels may have access to all
not public data maintained by the City of Maplewood if necessary for specified duties. Any access to not
public data will be strictly limited to the data necessary to complete the work assignment.
Employee position description
Position descriptions may contain provisions identifying any not public data accessible to the employee
when a work assignment reasonably requires access.
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Data sharing with authorized entities or individuals
State or federal law may authorize the sharing of not public data in specific circumstances. Not public data
may be shared with another entity if a federal or state law allows or mandates it.
Individuals will have notice of any sharing in applicable Tennessen warnings (see Minnesota Statutes,
sharing of not
public data will be strictly limited to the data necessary or required to comply with the applicable law.
Ensuring that not public data are not accessed without a work assignment
Within the City of Maplewood, departments may assign tasks by employee or by job classification. If a
department maintains not public data that all employees within its department do not have a work
assignment allowing access to the data, the department will ensure that the not public data are secure.
This policy also applies to the departments that share workspaces with other departments within the City
of Maplewood where not public data are maintained.
Recommended actions for ensuring appropriate access include the following:
Assigning appropriate security roles, limiting access to appropriate shared network drives,
and implementing password protections for not public electronic data.
Password protecting employee computers and locking computers before leaving
workstations.
Securing not public data within locked work spaces and in locked file cabinets.
Shredding not public documents before disposing of them.
Penalties for unlawfully accessing not public data
The City of Maplewood will utilize the penalties for unlawful access to not public data as provided for in
Minnesota Statutes, section 13.09, if necessary. Penalties include suspension, dismissal, or referring the
matter to the appropriate prosecutorial authority who may pursue a criminal misdemeanor charge.
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Your Right to See Public Data ............................................................................................................. 1
How to Request Public Data ............................................................................................................... 1
How We Will Respond to Your Data Request ...................................................................................... 1
Requests for Summary Data ............................................................................................................... 2
Data Request Contacts ....................................................................................................................... 3
Copy Costs When You Request Public Data ....................................................................................... 4
Data Request Form Requesting Public Data ...................................................................................... 5
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The Government Data Practices Act (Minnesota Statutes, Chapter 13) presumes that all
government data are public unless a state or federal law says the data are not public.
Government data means all recorded information a government entity has, including paper, email,
flash drives, CDs, DVDs, photographs, etc.
The law also says that the City of Maplewood must keep all government data in a way that makes
it easy for you to access public data. You have the right to look at (inspect), free of charge, all
public data that we keep. You also have the right to get copies of public data. The Data Practices
Act allows us to charge for copies. You have the right to look at data, free of charge, before
deciding to request copies.
You can ask to look at (inspect) data at our offices, or ask for copies of public data that we keep.
Make a written request by using our online form or by submitting the data request form (page 5)
by email or mail. You can also submit your request by emailing the Responsible Authority
andrea.sindt@maplewoodmn.gov.
If you do not use the data request form, your request should:
You may make a standing data request to inspect or receive copies of data on an ongoing basis.
Your standing data request must be in writing and may require prepayment of the fees. Any
standing data request will automatically expire after sixty (60) days, at which time, if you still wish
to receive data, you must renew your request in writing.
You are not required to identify yourself or explain the reason for your data request. However,
you may need to provide us with some personal information for practical reasons (for example: if
you want us to mail copies to you, you need to provide us with an address or P.O. Box). If we do
not understand your request and have no way to contact you, we cannot respond to your
request.
Upon receiving your written request, we will review it.
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If you do not understand some of the data (technical terminology, abbreviations, or acronyms),
please tell the person who provided the data to you. We will give you an explanation if you ask.
The Data Practices Act does not require us to create or collect new data in response to a data
request, or to provide data in a specific form or arrangement if we do not keep the data in that
form or arrangement. For example, if the data you request are on paper only, we are not required
to create electronic documents to respond to your request. If we agree to create data in response
to your request, we will work with you on the details of your request, including cost and response
time.
We are also not required to respond to questions that are not about your data requests, or
requests for government data.
Summary data are statistical records or reports created by removing identifying information about
individuals from entirely private or confidential data. We will prepare summary data if you request
it in writing and pre-pay for the cost of creating the data.
You may use the data request form on page 5 to request summary data. We will respond to your
request within ten business days with the data or details of when the data will be ready and how
much we will charge you.
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Andrea Sindt, City
Clerk City of
Maplewood
1830 County Road B E, Maplewood MN
55109 651-249-2002 Phone
andrea.sindt@maplewoodmn.gov
1830 County Road B E, Maplewood MN
55109 651-249-2054 Phone
nancy.steele@maplewoodmn.gov
Brian Bierdeman, Public Safety Director
City of Maplewood
1830 County Road B E, Maplewood MN
55109 651-249-2602 Phone
brian.bierdeman@maplewoodmn.gov
Workshop Packet Page Number 283 of 409
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Minnesota Statutes, section 13.03, subdivision 3(c) allows us to charge for copies.
The City will not charge a fee if 10 or fewer pages are requested; otherwise there is a $0.25 fee
per page, black and white, single sided or a $0.75 per page for a color copy.
The charge for most other types of copies, when a charge is not set by statute or rule, is the
actual cost of searching for and retrieving the data, and making the copies or electronically
sending the data.
The City will not charge for an employee time if it takes less than 15 minutes of staff time to
search, retrieve, make copies or transmit electronic files.
If, based on your request, we find it necessary for a higher-paid employee to search for and
retrieve the data, we will calculate search and retrieval charges at the higher salary/wage.
In addition to the actual employee time the City may also charge the actual cost of the
material/media and postage as follows:
If possible, and upon request, we will provide you with an estimation of the total cost of
supplying copies.
If your request is for copies of data that we cannot copy ourselves, such as photographs, we will
charge you the actual cost we must pay an outside vendor for the copies.
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CityofMaplewood
OfficeoftheCityClerk
1830CountyRoadBEast|Maplewood,MN55109
651-249-2000
andrea.sindt@maplewoodmn.gov
Request Date
Requester Name
Address(ifyourequestdatabemailed)
Phone number/email address
Describethedatayouarerequestingbelow(oruseaseparateattachmentforlargerrequests):
Workshop Packet Page Number 285 of 409
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45610
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Page 1144556610
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Workshop Packet Page Number 287 of 409
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Workshop Packet Page Number 288 of 409
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of Closed
Public
Type
a
to
Data
Data
Data
Recordings
MAINTAINED
or
DATAName of Record, File, Process,Form Applicants AppraisalAttorneyAudioMeetingsContractor/Subcontractor Employee Data
Workshop Packet Page Number 289 of 409
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to
on an
work
a
of
Assignment
as needed
basis.
part
an
union
as
employees
Work
on
&13.
needed
basis
other
6
as
an
Council)
Employee
City council/commission members; other staff on an asneededspecific work assignment.HR; department heads, otheremployeesbasis as part of specificassignment; union representatives pursuantsubds.HR;
HR attorneys; department heads; city council on an as needed basis;representatives pursuant to subd. 6; POST Board pursuant to§626.8457.HR; HR attorneys; FIN; department heads on an
as needed basis; other employeesonCity Manager; department heads;as needed basis.
City
Citation for Classification§13.601(2),(3)§13.43(4)§13.43(4);§13.39§13.43(4)§13.43(7)(a)
Communications,
Attorneys,
Classification
Data PrivatePrivatePrivate/ConfidentialPrivatePrivate/Confidential
Resources,
city
Human
listed
ways
members;
on
certain
those
Office,
former
of
city
operations more
etc.
and
except
the
city
§13.43(2).
to
enrollment forms;
informs,
current
make
occurrence
applicants, volunteers,
data
to
(City
listed
benefit
applicants
upon
costs,
are
cut
Description Letters and electronic correspondence with city council/commissiondata onin subd. 3(a)All data, records, files and forms pertainingemployees, independent contractors collected
in the course of their work history with the city. Exceptions to privatedataActive personnel discipline investigation file. Certain private/confidential data become publicconditions
listed in §13.43(2).Includes such data, records, files and forms relating to emergency contact information, employee medicalrecords,employee dependent(s) data, OSHA compensationThe
identity of an employee when submittingtoefficient.
ADMINISTRATION
-
BY
Officials
Files
Legal
Identity
and
Type
Personnel
Data
MAINTAINED
or
DATAName of Record, File, Process,Form Elected/AppointedEmployeeData/GeneralEmployee Personnel Data/Discipline/Investigations/GrievanceEmployee Personnel Data/MedicalEmployee Suggestion
Data/Employee
Workshop Packet Page Number 290 of 409
E1, Attachment 1
as
an
council.
on
as needed
absentee absentee
city
Assignment
an
on
community
Work
Work
certain employees
officials,officials,
basis.
employees
Manager,
council, appointed
City
Council)
EmployeeAssignment Electionballot board members.Electionballot board members.City Clerk, business licensingspecialist,on an asneeded
certainneeded basis.City council, appointed consultants, community development director, certainemployeesbasis.
Employee
HR;City consultants,development director,
City
(3)(a)(3)(b)
Citation for Classification§13.37(1)(a)§13.591(1);§13.59§13.591(2)§13.59 Citation for Classification§203B.04(d);§203B.12§13.37(2)§13.204
Communications,
or
Attorneys,
PRACTICES)
ClassificationClassification
DATA
Data Private/NonpublicConfidential/Protect ed NonpublicPrivate/NonpublicPrivate/Nonpublic Data PrivatePrivatePrivate
Resources,
LICENSES,
Human
with
lists,
to
position.
paid
Office,
statement
prior
the collective
BUSINESS
not
plans,
customer
to
market
projections,
ballots
account
studies
business
management
created
design,
bank
provided,DL/ID#
or
(ELECTIONS,
(City
the
absentee
funds
DOB,
feasibility
return,
returns,
OFFICE
Description Management positions that have not been presented during bargaining process or interest arbitration, including informationcollectedprepareFinancial information, credit reports,
financial statements, net worthcalculations,income/expensebalance sheets, customer lists, incometaxandpublic funds.Business plans, income/expense projections not related to the assistanceincome
tax returns, design, market and feasibility studies not paid withpublic Description SSN,Sealedopening by election officials.Taxsubmitted to obtain a business license, SSN.
CLERK
CITY
ADMINISTRATION
Type
BY
BY
request data request
received
Applications
File,
Data
-
or
Type
Ballots/Sealed
Ballots
Data
Record,
Form
Data
financial
of
MAINTAINED
MAINTAINED
Relations
or
after benefit
DATAName of Record, File, Process,Form LaborInformationTIFF or assistance/benefit before benefitreceived TIFF or financial assistance/benefitdata DATANameProcess,AbsenteeAbsenteeLicensing
Workshop Packet Page Number 291 of 409
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or
as
work
work
work
an
officer; other
criminalon
attorney;
as needed
Assignment
of
an
city
assignment.
of
Work
on
Work
partwork
employees
violations
enforcement
as
council;
Election officials, police department in connection withstate/local tax statutes.EmployeeAssignment Planning staff on an as needed basis as part of specificassignment;city
certainneeded basis.Codeemployeesbasis as part of specificassignment.Planning staff; other employees on an as needed basis as part of specificassignment.Employee Finance staff; other
employees on an as neededbasisspecific
PLANNING)
§201.091 Citation for Classification§13.44(3)§13.44(1)§13.59(1)Citation for Classification§13.37(2)
list
State
by the
ENFORCEMENT,
of
Auditor.
provided
Public
Confidential
(if
ClassificationClassification
CODE
provided
County
(if
Private.can be requested through theSecretaryor Data Privateby the data subject)/alCity).ConfidentialPrivate/Nonpublic Data Private
of
INSPECTIONS,
master list
the
certain
who
the
purpose
in
until
(BUILDING
the
under
land,
concerning
for
individuals
met
of
description of property
contained
property.
are
made
legal
acquiring
real
redevelopment.
the
DEVELOPMENT identities
of
Informationof registered voters.Description Estimated or appraised values in appraisalsselling,conditions§13.44(3)(c).Theregister complaints with the city regarding violations of state
laws/ordinancesuseNames and addresses of individualsandowned by individuals when collected in surveys conducted by the city for the purpose of planning, developmentand Description
DEPARTMENT
FINANCE
COMMUNITY
BY
BY
File, Process,
Account,
List
TypeType
Numbers
Voter
Data
Record, File, Process,
Complaint
DataData
Card
MAINTAINED
MAINTAINED
or or
Registered DATAName of Form Appraisal PropertyComplainant DataPlanning Surveys/Questionnaires DATAName of Record, Form Checking/Savings Credit
Workshop Packet Page Number 292 of 409
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work
as part as part as part
Assignment staffstaffstaff
assignment.assignment.
assignment.
Work
work
departmentdepartmentdepartment
Internal auditor; City Attorney; Police Department; certain employees on an as needed basis as part of specificassignment.Employee Fireof specific work Fireof specific work Fireof specific
workassignment.Fire department staff as part of specific work assignment; other employees on an as needed basis as part of specific
and
§13.392 Citation for Classification§13.82(17)§13.82(4)§13.384HIPAA§13.82(7)HIPAA
is
Classification
investigation
Confidential/Protect ed Nonpublic until final report published or audit no longer pursued. Private as to the individualssupplying information.Data PrivatePrivateConfidential until thecompleted.Privat
e
etc.
health
(with
from law
notes,
individual protected
public
service
the
drafts,
identifiable
are
to
subd.17).
requesting
DEPARTMENT
Preliminary Description 911 audio recordings for the purposeorenforcement or fire/medical emergency with respect to the individual making the call.TranscriptsexceptionunderIndividuallyinformation
(name, address, birthdate, SSN).
Report
FIRE/EMS
and
BY
Patient
issues.
Health
Emergency
Internal
Type
-
Investigation
recording
financial
Records;
Data
to
MAINTAINED
Reports or
(Protected
audio
Auditrelated DATAName of Record, File, Process,Form 911AmbulanceRoomCare Reports;Fire/ArsonPersonally Identifiable DataInformation)(PHI)
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work
Assignment
Assignment
assignment.
specific
assignment.
employees on an
other department
Work
otherother department
work
Work
work
staff
specific
Employee PNR Employee Investigative staff; prosecutingattorneys;department as needed basis as part ofspecificInvestigative staff; prosecutingattorneys;employees on an as needed basis
as partofInvestigative staff; prosecutingattorneys;employees on an as needed basis as part ofassignment.
§13.548 Citation for Classification§13.82(17)§13.82(4)§13.824;§13.82(7)§13.87(1)
Citation for Classification
Classification
ongoing
Private Data PrivatePrivate/Confidential while the investigation is Private
Data Classification
criminal history
completion of
data
from
(with exception
fire/medical
the
individual.
offenses, courts of
or
addresses, phone
other
the
public
service
RESOURCES
any
surroundings
are
includes
names,
or
following
that
identifies
vehicle
enforcement
years
requesting
NATURAL
Description
includingnumbersthat Description 911 audio recordings for the purposeorlawemergency with respect to the individual making the call.License plate number, date, time and location, picture
of plates, vehiclesandException: BCA public dataconviction, dates of conviction, sentencing data for the15a sentence.
Transcriptsto the individual protected under subd.17).
DEPARTMENT
POLICE
PARKS AND
the
BY
BY
Plate
and
History
to safety
Type
Type
caller if the
Roster
License
due
recording;
Data
Data
List,
MAINTAINEDMAINTAINED
or
or
description)
audio
DATAName of Record, File, Process,Form MailingEnrollment Data DATAName of Record, File, Process,Form 911identity of a object of the call is to receive help in a mental health emergency;
or warrantsprotectionissues; 911 audio recordings (seeAutomatedReader Data (ALPR)Background Check/Criminal
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work
workwork
prosecuting
Assignment
specific
specificspecific
an as needed an as needed
staff;
of
other approved other department other department other department
Work
needed basis as part of
Employee Investigative staff; prosecutingattorneys;department employees on an asspecific work assignment.Investigativeattorneys;employees onbasis as part ofassignment.Investigative staff;
prosecutingattorneys;employees on an as needed basis as partassignment.Investigative staff; prosecutingattorneys;employees onbasis as part ofassignment.
Citation for Classification§13.825;§13.82(7)§13.82(7)§13.82(8);§13.82(9);§260E
is
until
deadline)
Classification
day
investigation
Data Private/Confidential while the investigation is ongoing. Public triggers: a use of force resulting in a substantial bodily harm or discharge of a firearm (with redactions) and when
documents deadly use of force(14Confidentialthecompleted.PrivatePrivate
(b).
and
data data
(7)
an
care
or
of
Exceptions are
part
(7)(a)
as
investigativeinvestigative
the
§13.82
(CONTINUED)
for
inactiveinactive
investigation.
collected
oror
under
data
falls
Description Allongoinglisted in §13.82 (2), (3) & (6).Activeidentifying a victim of child abuse/neglect.Activewhen perpetrated by an individual responsibleit
DEPARTMENT
Data
POLICE
Data
BY
(BWC)
Type
Identity
Investigative
Camera
Data
MAINTAINED
or
WornAbuse
Abuse
DATAName of Record, File, Process,Form BodyCivil and Criminal InvestigativeDataChildChild
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as
work
work
an
on
Assignment
assignment.assignment.
specific
assignment.assignment.
of
of
other department other department other department
workwork
Work
partworkwork
employees
as
specificspecific
Employee Investigative staff; prosecutingattorneys;employees on an as needed basis as partassignment.Investigative staff; prosecutingattorneys;employees on an as needed basis as partofCertain
department employees on an as neededbasisspecificCertainneeded basis as part ofspecificInvestigative staff; prosecutingattorneys;employees on an as needed basis as partofCertain department
employees on an as needed basis as part of specificassignment.
Act;
Citation for Classification§13.82(8);§260E§13.82(17)(b)§609A.055(3)§13.87(2)§260B.171(5);§13.82MN Health RecordsHIPAA;§13.384;§144.293
Classification
Data ConfidentialPrivatePrivatePrivatePrivatePrivate
identify a
that
data
relatives
DWI.
including age and sex
or
or
(CONTINUED)
inactive
petty
-
or
SS13.82(2)
providers
firearms.
Description Activereporter.All data pertaining to purchase/transferofmisdemeanorMedical records obtained from healthcare
All data on juveniles (exception: dataunderif arrested/cited); juvenile traffic accidents
DEPARTMENT
POLICE
Data
BY
Offenses
Certain
Conduct (CSC)
of
Delinquent or
Type
-
Reporter
Data
Sexual
DataData
Data
MAINTAINED
or
Abuse
DATAName of Record, File, Process,Form ChildCriminalExpungementCannabis Criminal FirearmsJuvenileAllegedly DelinquentMedical
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ofof
partpart
who
work
asas
other
needed basis
-
prosecuting
workwork
basisbasis
Assignment
specific
an as
assignmentassignment.
staff;
volunteers
of
specific work
other department other department other department
Work
specificspecific
coordinator;
workworkpart
ofof
as
Employee Programemployees on an as needed basis as part of specific work assignment;participate in the program.Certain department employees on an as neededspecificCertain department
employees on an as neededspecificInvestigative staff; prosecutingattorneys;employees on an as needed basis as partassignment.Investigative staff; prosecutingattorneys;employees on an
as needed basis as partassignment.Employees on an as neededbasisassignment.Investigativeattorneys;employees onas part of a assignment.
Citation for Classification§13.37§13.37§243.166§13.82(20)§169.09§13.82(17a)§626.19(6)(a)
certain
with
Classification
Data PrivatePrivatePrivatepublic exceptions regarding level IIIoffendersPrivatePrivatePrivatePrivate
by
DPS
recovered.
undercover
the
maintained
an
to
or
on
(CONTINUED)
confiscated,
data
created
submitted
lost,
addresses.
Description Names, addresses, phone numbers,emailStolen,ReportsCommissioner.Identifyingofficer.Collected,the police department only.
DEPARTMENT
POLICE
Process,
BY
Data
(NNO)
(POR)
Report
Out
Type
Data
Officer
ID
(Drones)
Data
Night
Data
MAINTAINED
or
Accident
Data
DATAName of Record, File, Form NationalParticipant ListOperationPredatory Offender RegistrationPropertyStateUndercoverUAV
Workshop Packet Page Number 297 of 409
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needed
as
work
an
on
work
workwork
department
AssignmentAssignment
other department
other department other
Work Work
specificspecificspecific
employees
ofofof
Employee Investigative staff; prosecutingattorneys;employees on an as needed basis as partassignment.Investigative staff; prosecutingattorneys;employees on an as needed basis as partassignment.Invest
igative staff; prosecutingattorneys;employees on an as needed basis as partassignment.Employee Certainbasis as part of specificassignment.
§13.39
Citation for Classification§13.82(10)§13.82(10)§13.82(11);§626.557 Citation for Classification§13.44;
ClassificationClassification
Data PrivatePrivatePrivate Data Confidential
a
data
identify the
identifying
that
data
data
investigative
(CONTINUED)
inactive
inactive
inactive
disposition.
(7)(b).
or
or
or
or
Description Activevictim of vulnerable adult maltreatment.Activereporter.Activewhen maltreatment was perpetrated by a caregiver or facility and it falls under §13.82(7)(a)Description
Includes
WORKS
DEPARTMENT
Data
POLICEPUBLIC
BYBY
Reporter
-
Identity Investigative
TypeType
Adult
Reports
Data
DataData
MAINTAINEDMAINTAINED
or or
DATAName of Record, File, Process,Form VulnerableVulnerable Adult MaltreatmentReporter Vulnerable Adult Data DATAName of Record, File, Process,Form Environmental/HealthComplaintIdentity
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Schedule
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Maplewood
City of
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APPENDIX I: Records
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Y
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CP CENTER FOR VALUES-BASED INITIATIVESMatt Bostrom, PhD
Workshop Packet Page Number 386 of 409
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Workshop Packet Page Number 387 of 409
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CENTER FOR VALUES-BASED INITIATIVES
We listen to the community.We listen to our staff.Then we decide the best path to achieve our goals.
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Community
Workshop Packet Page Number 388 of 409
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Incorporate shared values into policies and practices beginning with mission and values
CENTER FOR VALUES-BASED INITIATIVES
Organize characteristics into broad themes
Categorize characteristics according to shared values
Increasing police trust through shared values.
Discuss characteristics of people to be hired
Workshop Packet Page Number 389 of 409
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±¤²¤ ±¢§
TREY
CENTER FOR VALUES-BASED INITIATIVES
To increase trust in the Maplewood Police Department, what type of people should be hired?
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±¤²¤ ±¢§
TREY
CENTER FOR VALUES-BASED INITIATIVES
Values and behaviors that lead to trust.
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Service
CENTER FOR VALUES-BASED INITIATIVES
Honesty
PRIMARY VALUES
Respect
0
605040302010
PERCENTAGE
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CENTER FOR VALUES-BASED INITIATIVES
ƦƚƌźƷĻͲ ķƚƓƷ ƆǒķŭĻͳ ǒƓķĻƩƭƷğƓķ͵ǒƓķĻƩƭƷğƓķźƓŭͲ ķƚƓƷ ƆǒķŭĻ͵ŭƚ ŷƚƒĻ͵ͼfeel like an officer cares about people on a ƦĻƩƭƚƓğĬƌĻ ƌĻǝĻƌ ƓƚƷ ğƓ ğƷƷźƷǒķĻ ƚŅ Lƒ ŷźŭŷĻƩ ƚƩ better than you.
10.Respectful, kind, be heard, truthful, trustworthy, 11.Respectful, helpful, hones, trustful, ЊЋ͵.ĻźƓŭ ƭƷƩğźŭŷƷ ǒƦͲ ƓƚƷ ƌǤźƓŭ ƌźƉĻͲ ͻhŷͲ ǤƚǒƩ ŭƚƓƓğ13.Nice, transparent, respectful,
understanding.14.To feel like a real person and not a subject. To
What are important examples of character for law
JDC:
AT
YOUTH enforcement/police officer to have? List them here:
respectful manner.CźŭǒƩĻ ƷŷĻ ƦƩƚĬƌĻƒ ƚǒƷ ƷŷĻƓ ğĭƷ͵ 5ƚƓƷ ğĭƷ ƷŷĻƓ think later.
1.I want them to treat me with kindness and 2.Nice, respectful, kind.Ќ͵5ƚƓƷ ĬĻ Ʃƚǒŭŷ źŅ ƷŷĻƩĻƭ Ɠƚ ƭźŭƓ ƚŅ ğŭŭƩĻƭƭźƚƓ͵ 4.Calm and nice.5.Kind, good listening, empathetic.6.Genteel nature,
a kind and gentle approach.7.Good listener, helpful, gentle.
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CENTER FOR VALUES-BASED INITIATIVES
THEMES
Cultural CompetenceEmotional IntelligenceServant LeadershipHigh Integrity
5%0%
40%35%30%25%20%15%10%
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Workshop Packet Page Number 394 of 409
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E1, Attachment 2
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Iğķ Ʒƚƚ ƒǒĭŷ ĭƌğƩźƷǤ ƚƓ ƷŷĻ ƚƩŭğƓźǩğƷźƚƓƭ ķźƩĻĭƷźƚƓͪHad too much clarity on your daily expectations?Worked in a place that could explain the foundation for its values?Worked in an organization
that provided definitions of its values?Been disciplined for being too honest, respectful, or service-minded?
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Workshop Packet Page Number 395 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
StaffingRecruitmentSelectionTrainingEvaluationPromotionBudgetPrograms
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For organizational values to matter, ƷŷĻǤ ƒǒƭƷ ķƩźǝĻͶ
Workshop Packet Page Number 396 of 409
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E1, Attachment 2
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CENTER FOR VALUES-BASED INITIATIVES
Expectations of Core Police Department Services
Workshop Packet Page Number 397 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Faith Community
Provide safetyShow up to the scene and assessRespond as quickly as possibleProvide serviceCalm demeanorSeek a win-win situation or outcome
¤¤¤¤¤¤
What do you see as the core services for the MPD when a resident calls 911?
Multicultural Advisory Committee
We want them to come quicklyWe want them to fix itWe want them to be able to discern theneeds and connect the best resourcesDe-escalateMinimal/appropriate amount of force toovercome
resistance
¤¤¤¤¤
Workshop Packet Page Number 398 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Faith Community
Follow up communicationEducate them on the next stepsArrest perpetratorsMake information available electronicallyWrite court-ready reportsBe able to share public informationDraw in the
neighbors as appropriatePrevention opportunitiesCase number and contact informationPromptly answer all message from citizens and victimsAll of the above
¤¤¤¤¤¤¤¤¤¤¤
Multicultural Advisory Committee
What do you see as the core services for the MPD after a crime has been committed?
Communicate the circumstances appropriatelySense of urgencySolve the crimeArrest the perpetratorProtect victimsAssure safety of communityWrite a reportInvestigationAppear for courtLook
for crime patternsRespectful of victims and witnessesOngoing communication
¤¤¤¤¤¤¤¤¤¤¤¤
Workshop Packet Page Number 399 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
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Workshop Packet Page Number 400 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
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Our mission is our purpose and thereason we exist.Our vision is our ultimate objective.Our core values are how we will fulfillour mission and achieve our vision.
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Workshop Packet Page Number 401 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Confirm what is already aligned with MPD values.Note possible gaps.Suggest options for closing gaps.Incorporate recommendations into staffing models, policies, and practices.
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Workshop Packet Page Number 402 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Workshop Packet Page Number 403 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Workshop Packet Page Number 404 of 409
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E1, Attachment 2
CENTER FOR VALUES-BASED INITIATIVES
Recommendations
1.Add Sergeant of Investigations2.Add Sergeant of Professional Standards and Administration3.Add permanent CSO
Workshop Packet Page Number 405 of 409
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E1, Attachment 2
Considerations
CENTER FOR VALUES-BASED INITIATIVES
1.Neighborhood Safety Team2.Online reporting3.Succession planning4.Staff performance/recognition5.Technology
Workshop Packet Page Number 406 of 409
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E1, Attachment 2
Commendations
CENTER FOR VALUES-BASED INITIATIVES
1.Shared values2.Community expectations3.Policymaker engagement4.Fiscal responsibility5.Community engagement6.Employee wellness
Workshop Packet Page Number 407 of 409
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E1, Attachment 2
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Workshop Packet Page Number 408 of 409
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E1, Attachment 2
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CENTERFORVALUES.COM
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Workshop Packet Page Number 409 of 409
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
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CP CENTER FOR VALUES-BASED INITIATIVESMatt Bostrom, PhD
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
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For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
6
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CENTER FOR VALUES-BASED INITIATIVES
We listen to the community.We listen to our staff.Then we decide the best path to achieve our goals.
¤¤¤
Community Policing
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
7
Incorporate shared values into policies and practices beginning with mission and values
CENTER FOR VALUES-BASED INITIATIVES
Organize characteristics into broad themes
Categorize characteristics according to shared values
Increasing police trust through shared values.
Discuss characteristics of people to be hired
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
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To increase trust in the Maplewood Police Department, what type of people should be hired?
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
8
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CENTER FOR VALUES-BASED INITIATIVES
Values and behaviors that lead to trust.
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
Service
CENTER FOR VALUES-BASED INITIATIVES
Honesty
PRIMARY VALUES
Respect
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PERCENTAGE
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
ƦƚƌźƷĻͲ ķƚƓƷ ƆǒķŭĻͳ ǒƓķĻƩƭƷğƓķ͵ǒƓķĻƩƭƷğƓķźƓŭͲ ķƚƓƷ ƆǒķŭĻ͵ŭƚ ŷƚƒĻ͵ͼfeel like an officer cares about people on a ƦĻƩƭƚƓğĬƌĻ ƌĻǝĻƌ ƓƚƷ ğƓ ğƷƷźƷǒķĻ ƚŅ Lƒ ŷźŭŷĻƩ ƚƩ better than you.
10.Respectful, kind, be heard, truthful, trustworthy, 11.Respectful, helpful, hones, trustful, ЊЋ͵.ĻźƓŭ ƭƷƩğźŭŷƷ ǒƦͲ ƓƚƷ ƌǤźƓŭ ƌźƉĻͲ ͻhŷͲ ǤƚǒƩ ŭƚƓƓğ13.Nice, transparent, respectful,
understanding.14.To feel like a real person and not a subject. To
What are important examples of character for law
YOUTH AT JDC: enforcement/police officer to have? List them here:
respectful manner.CźŭǒƩĻ ƷŷĻ ƦƩƚĬƌĻƒ ƚǒƷ ƷŷĻƓ ğĭƷ͵ 5ƚƓƷ ğĭƷ ƷŷĻƓ think later.
1.I want them to treat me with kindness and 2.Nice, respectful, kind.Ќ͵5ƚƓƷ ĬĻ Ʃƚǒŭŷ źŅ ƷŷĻƩĻƭ Ɠƚ ƭźŭƓ ƚŅ ğŭŭƩĻƭƭźƚƓ͵ 4.Calm and nice.5.Kind, good listening, empathetic.6.Genteel nature,
a kind and gentle approach.7.Good listener, helpful, gentle.
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
THEMES
Cultural CompetenceEmotional IntelligenceServant LeadershipHigh Integrity
5%0%
40%35%30%25%20%15%10%
PERCENTAGE
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
11
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TREY
CENTER FOR VALUES-BASED INITIATIVES
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Iğķ Ʒƚƚ ƒǒĭŷ ĭƌğƩźƷǤ ƚƓ ƷŷĻ ƚƩŭğƓźǩğƷźƚƓƭ ķźƩĻĭƷźƚƓͪHad too much clarity on your daily expectations?Worked in a place that could explain the foundation for its values?Worked in an organization
that provided definitions of its values?Been disciplined for being too honest, respectful, or service-minded?
¤¤¤¤¤
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
StaffingRecruitmentSelectionTrainingEvaluationPromotion BudgetPrograms
¤¤¤¤¤¤¤¤
For organizational values to matter, ƷŷĻǤ ƒǒƭƷ ķƩźǝĻͶ
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
13
±¤²¤ ±¢§
TREY
CENTER FOR VALUES-BASED INITIATIVES
Expectations of Core Police Department Services
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
Provide safetyShow up to the scene and assessRespond as quickly as possibleProvide serviceCalm demeanorSeek a win-win situation or outcome
¤¤¤¤¤¤
What do you see as the core services for the MPD when a resident calls 911?
Multicultural Advisory CommitteeFaith Community
We want them to come quicklyWe want them to fix itWe want them to be able to discern the needs and connect the best resources De-escalateMinimal/appropriate amount of force to overcome
resistance
¤¤¤¤¤
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
Follow up communicationEducate them on the next stepsArrest perpetratorsMake information available electronicallyWrite court-ready reportsBe able to share public informationDraw in the
neighbors as appropriatePrevention opportunitiesCase number and contact informationPromptly answer all message from citizens and victimsAll of the above
¤¤¤¤¤¤¤¤¤¤¤
Multicultural Advisory CommitteeFaith Community
What do you see as the core services for the MPD after a crime has been committed?
Communicate the circumstances appropriatelySense of urgencySolve the crimeArrest the perpetratorProtect victimsAssure safety of communityWrite a reportInvestigationAppear for courtLook
for crime patternsRespectful of victims and witnessesOngoing communication
¤¤¤¤¤¤¤¤¤¤¤¤
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
12
CENTER FOR VALUES-BASED INITIATIVES
7§¨¢§ -0$ ¯±®¦± ¬² ±¤ ¬®²³ ¨¬¯®±³ ³ ³® ¸®´Ȉ
MACPartnerships with positive youth alternative providersCitizen AcademyShop with a copCommunity outreach-mindedConduct a community survey
¤¤¤¤¤¤
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
16
CENTER FOR VALUES-BASED INITIATIVES
Confirm what is already aligned with MPD values.Note possible gaps.Suggest options for closing gaps.Incorporate recommendations into staffing models, policies, and practices.
¤¤¤¤
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For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
17
CENTER FOR VALUES-BASED INITIATIVES
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
17
CENTER FOR VALUES-BASED INITIATIVES
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
17
tğŭĻƭ ЊВВΑЋЉЌ
CENTER FOR VALUES-BASED INITIATIVES
Recommendations
1.Add Sergeant of Investigations2.Add Sergeant of Professional Standards and Administration3.Add Permanent CSO
Span of Control and Supervision
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
17
Considerations
tğŭĻƭ ЋЉЌΑЋЉЎ
CENTER FOR VALUES-BASED INITIATIVES
1.Neighborhood Safety Team2.Online reporting3.Succession planning4.Staff performance/recognition5.Technology
Current Opportunities and Emerging Needs
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
17
tğŭĻƭ ЊВЏΑЊВБ
Commendations
CENTER FOR VALUES-BASED INITIATIVES
1.Shared values2.Community expectations3.Policymaker engagement4.Fiscal responsibility5.Community engagement6.Employee wellness
For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
18
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TREY
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For the permanent record:
Meeting Date: 3/24/2025
Agenda Item: E1, Attachment 2 – Revised
19
CENTER FOR VALUES-BASED INITIATIVES
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MATT BOSTROM, PHD
CENTERFORVALUES.COM
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MATT@CENTERFORVALUES.COM
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