By Zoë Thorkildsen, Bryce Peterson, Keri Richardson, Monique Jenkins, Allie Land, Jocelyn Cox, Bill Komiss, and Ed Flynn

Goals and Objectives

This analysis will achieve the following:

• Recommend staffing resources that can effectively and efficiently meet the demand for service.

• Review internal business processes and identify gaps and areas for improvement.

• Inform needs for resource allocations that are aligned with City needs and demand for public safety services.

• Position the MPD for future success by providing the tools to further adapt staffing and processes to future changes in demand for service.

Areas of Focus and Approach

Our report is organized into four major focus areas: staffing analysis, operations analysis, and problem nature code analysis, and business processes analysis.

Staffing Analysis

Using a workload-based approach, CNA produced estimates of the staffing required to support the MPD’s current patrol workloads and evaluated the use of different shift lengths. In addition, we analyzed breakouts by specific call response types to estimate the effects of changing response policies (e.g., implementing alternate response models for mental health calls and property crimes) on staffing needs.

Operations Analysis 

Using data collected from personnel interviews as well as review of the literature and peer agency practices, CNA assessed MPD operations and policies, including the use of one- versus two-person patrols, relative levels of civilianization, alternative response models (which also have implications for the staffing analysis), and information technology enterprise system use.

Problem Nature Code Analysis

Using calls-for-service data, including 9-1-1 call data, CNA reviewed the use of problem nature codes in the MECC using an exploratory descriptive analytical approach.

Business Process Analysis

Using information from personnel interviews as well as review of operational documents, CNA assessed business processes in the MECC, Patrol Bureau, specialty units, and the investigative functions at MPD. We used a process mapping and pain points identification approach to map how business processes currently function and areas to improve the effectiveness and efficiency of these processes.

Across each of these focus areas, CNA relied on both quantitative and qualitative data from the MPD and MECC. These data sources included calls-for-service and 9-1-1 call data from 2016 through 2020, staffing data, documentation of MPD and MECC policies and procedures (including training materials), and information gathered through interviews with MPD and MECC personnel. Data sources and analytical techniques are described in more detail in each of the sections below.

For most of the quantitative analyses in the report, we used data from 2016 through 2020. As a result of the COVID-19 pandemic as well as changes in policing practice and policy after the death of George Floyd, policing response in 2020 differed from preceding years in substantive ways. Specifically, in Minneapolis as well as other cities across the country, nearly all measures of police activity were lower in 2020. However, we included 2020 in our analyses for the following reasons:

• Despite being unusual, 2020 represents the most recent year of data available at the time we performed analysis, and timely data are almost always preferable to older data.

• For the majority of our analyses, we relied on a five-year period of data, and thus the inclusion of 2020 did not drive the results.

• Trends seen in 2020 continued into 2021 for agencies nationwide; it is unclear whether or when police activity levels will return to pre-2020 levels, so to discount 2020 data as irrelevant would be improper.

Overview of the Report

This report contains six sections, including this introductory section. Following this section are sections presenting analysis, findings, and recommendations related to the staffing analysis, operations analysis, problem nature code analysis, and business processes analysis. The report closes with a brief conclusion section.

Arlington, VA: CNA, 2022. 84p.

By Lindsay Turner, Julie Atella, Virginia Pendleton, Sophak Mom

When Minneapolis police officers killed George Floyd in May 2020, the nearby city of Brooklyn Park began urgent work, including convening listening sessions and tasking city commissions with creating a work plan to improve the Brooklyn Park Police Department.

In December 2020, the City of Brooklyn Park hired Wilder Research to uncover the root causes of violence in Brooklyn Park, understand community perceptions of the Brooklyn Park Police Department, create research-driven recommendations to improve community safety, and develop a tool to assess and improve the Brooklyn Park Police Department’s performance. Wilder Research reviewed existing research on community safety and policing, analyzed Brooklyn Park specific community survey data related to the root causes of violence, and conducted interviews with residents and employees of Brooklyn Park.

High-level findings:

• There are risks of violence when people are not economically secure or connected to their community.

• There are disparities in Brooklyn Park that likely contribute to violence and disorder.

• Improving traditional policing may not improve safety.

• Brooklyn Park Police Department policies and interviewee themes support that procedural justice is a key strength; even so, some BPPD policies and Minnesota laws conflict with best practices.

Recommendations:

• Focus on prevention. To improve safety, the city should address inequities, and ensure that the social conditions where safety thrives are equally distributed across races and places in Brooklyn Park.

• Improve interventions. The city should explore using community-based mental health and substance use responses, school-based safety workers, and other efforts to reimagine police responsibilities. The city should also partner with community stakeholders to expand focused deterrence initiatives, and interventions including treatment and restorative justice.

• Assess BPPD for improvements. We developed a scorecard to measure BPPD performance. We recommend the city, BPPD, and community members impacted by systemic marginalization and police contact partner to assess and recommend changes to BPPD.

St. Paul MN: Wilder Research, 2021. 115p.

By Anna Granias, Ryan Evans, Daniel Lee, Nicole MartinRogers, Emma Connell, With expert consultant Jose Vega

On May 25, 2020, a Black Minneapolis resident, George Floyd, was murdered by a Minneapolis police officer, Derek Chauvin. The officer kneeled on Mr. Floyd’s neck for over nine minutes, while two other Minneapolis police officers helped pin him down for a portion of that time. Another police officer prevented several bystanders from intervening as they watched Mr. Floyd die.

Vigils and peaceful protesting began immediately after the murder, at the scene (38th Street and Chicago Avenue) and in other locations, and continued through June 7, 2020. Civil unrest, including violence and destructive behavior, started within 24 hours at the scene and in other parts of Minneapolis and Saint Paul, in the state of Minnesota, around the U.S., and internationally. Looting and arson were widespread, and local police and emergency responders could not respond to many calls for help— either because they couldn't safely access the area or were too overwhelmed. Minnesota State Law Enforcement Agencies, including the Minnesota State Patrol, Minnesota Department of Natural Resources Law Enforcement Division, and other agencies, along with the Minnesota National Guard were called upon by the governor to provide services outside of their specific jurisdiction and training. Although these state-level entities were better equipped to respond to this particular crisis than local jurisdictions due to their training, equipment, and number of officers, they did not have experience responding to a large-scale civil disturbance and extended period of civil unrest such as what occurred in Minneapolis after Mr. Floyd’s murder.

External review commissioned

In February 2021, the Minnesota Department of Public Safety (DPS) contracted with Wilder Research to conduct an external review of the state’s response to civil unrest that occurred May 26-June 7, 2020, following the murder of George Floyd. DPS requested that the review:

• Objectively evaluate what the state did well and did not do well.

• Identify actions and options that may have produced different, or possibly better, outcomes.

• Provide recommendations to the Commissioner of Public Safety to assist state and local governmental units, including cities and counties, in responding effectively to potential periods of regional or statewide civil unrest in the future.

St. Paul: Wilder Foundation, 2022. 129p.

United States Department of Justice Civil Rights Division and United States Attorney's Office District of Minnesota Civil Division

FROM THE EXECUTIVE SUMMERY: On April 21, 2021, the Department of Justice opened a pattern or practice investigation ofthe Minneapolis Police Department (MPD) and the City of Minneapolis. By then, Derek Chauvin had been convicted in state court for the tragic murder of George Floyd in 2020. Inthe years before, shootings by other MPD officers had generated public outcry , culminating in weeks of civil unrest after George Floyd was killed. Our federal investigation focused on the police department as a whole , not the acts of any one officer. To be sure, many MPD officers do their difficult work with professionalism ,courage, and respect. Nevertheless, our investigation found that the systemic problems in MPD made what happened to George Floyd possible.

United States Department of Justice Civil Rights Division. June 16, 2023