The Saint Paul Police Department has published this online policy manual as part of our commitment to transparency.

The online manual should be used for informational purposes only. Certain not public data have been redacted according to the Minnesota Government Data Practices Act, including sections 13.82 and 13.37. The Saint Paul Police Department manual is a living document that is updated and amended as needed, and the online manual will be updated to reflect current official policy. If there are differences between the online and official versions of department policies, the official version will take priority. Please contact the department for official versions of department policies. Thank you for viewing. 

If you wish to provide feedback on the online version of this manual, please see our feedback form.

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General Provisions 0.00-060.00

This section will spell out a brief resume of the general provisions of the manual. This section will precede the regular numbered general orders. This section will contain, but not be limited to, the index, the glossary and the authority, maintenance, and organization of the manual.

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    Saint Paul Administrative Code, Chapter 8 (Sec. 8.01)

    Department Established:

    “There is hereby established an executive department of the City of Saint Paul to be known as the police department. The head of such department shall be the chief of police, who shall be appointed in accordance with the provisions of the City Charter.”

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    The manual of the Saint Paul Police Department is hereby established, and shall hereafter be referred to as “The Department Manual.” It is, and shall be, a composite of current policies, procedures, and rules pertaining to the department as established under previously existing department orders, special orders, and approved practices. The manual describes the department’s organizational structure and lists the responsibilities and functions thereof. The Saint Paul Police Department will consider trust and transparency as well as any potential impact to public trust when implementing policies and procedures.  The manual will strive to be reflective of community values. All employees of the department are to comply with the rules and provisions herein contained. All existing manuals, orders, and other regulations which are in conflict with the contents of the department manual are hereby revoked; except the portions of existing manuals, orders, and other regulations which have not been included herein shall remain in effect where they do not conflict with the provisions of the department manual.

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    The department manual is composed of five general orders preceded by a general provision section which are hereby established and whose contents may be briefly described as follows:

    000.00 General Provisions:

    This section will spell out a brief resume of the general provisions of the manual. This section will precede the regular numbered general orders. This section will contain, but not be limited to, the index, the glossary and the authority, maintenance, and organization of the manual.

    100.00 Department Policy:

    This general order will be composed of general statements concerning the objectives and principles set forth by the chief of police to guide the department’s activities. The departments guiding principles of reasonable, necessary and actions done with respect will guide employees in their decision making.     

    200.00 Management Rules and Regulations:

    This general order contains the elements of existing rules and regulations necessary to the administration and managerial functions of the department.  

    300.00 Organization and Functions:

    This general order will outline the organizational structure of the department. It defines the responsibilities and functions of the divisions, sections, units, and titled positions within the department. Building legitimacy and trust both internally and outward with the community is an essential component of the organization and line structure systems. 

    400.00 Line Procedures:

    This general order contains those detailed rules and procedures to aid the department employees in the execution of line duties performed in the furtherance of police objectives, of trusted service provided with respect.

    600.00 Traffic and Crash Investigations:

    This general order contains the rules and procedures to aid the department employees in the execution of line duties and procedures involving traffic and crash investigations. It also contains procedures relating to the operational functions of the investigative section of citywide services, plus special related assignments and duties.

     

    Revised April 20, 2018

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    The department manual shall consist of five general orders preceded by a general provisions section. The five general orders will encompass the major categories that are necessary to accomplish the direction needed.

    A modified decimal system is used to number each general order, section and subsection of the department manual in order to provide quick reference to all material, to afford an easy means of citing specific subjects, and to maintain the flexibility of format necessary to facilitate expansion and revision of its contents.

    A typical reference under the decimal system used in the department manual would be 250.60. The 250.60 conveys several facts:

    • First, the material is in general order 2.
    • Second, that it is in section 50 of general order 2.
    • Finally, that it is located in subdivision 60 of section 50, of general order 2.
    • This reference is read as, two fifty, point sixty.
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    The Saint Paul Police Department Research and Development Unit is responsible for maintaining the index of the department manual. The manual will be indexed using the subject title and modified decimal system described in General Order 040.00: Numbering System Used in the Department Manual. Additional references or subjects may also be indexed to the numerical identifier at the discretion of the research and development unit to improve usefulness.

    The manual format will be narrative in nature and remains flexible by design to accommodate the broad range of subject matter.

    Revised July 1, 2011

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    The department manual is maintained and updated by the research and development unit. In order to achieve internal legitimacy, the Saint Paul Police Department will involve employees as well as community in the process of developing policies and procedures. 

    Any employee can make recommendations for policy change through their change of command.

    The department manual is available for all sworn and non-sworn personnel on the department’s intranet site.  All employees are able to view/print any portion(s) of the department manual via the Saint Paul Police intranet. All questions concerning manual copy distribution should be directed to the research and development unit. 

    The Saint Paul Police Department believes in building trust and legitimacy with the community we serve and as such we provide public access to the manual on our department web page.  

    Revised April 20, 2018

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    The master manual will be the responsibility of the research and development unit, and when a discrepancy exists, the master manual will be the final authority. Distribution of manual revisions will be made by the research and development unit.

    Revised April 20, 2004

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    Distribution of General Orders:

    The department uses email as a distribution method for department manual updates. Employees must review updates sent via email daily when working and having access to a department computer (also see G.O. 201.13).  

    New or Revised Departmental Directives:

    Revisions of department general orders are encouraged at any time however, at least once a year a review of all department general orders will be coordinated through the Research and Development Unit.

    Requests or suggestions for amendments to the department manual may be made by any employee of the department. Such requests or suggestions should be prepared in writing and forwarded through the chain of command, and ultimately, after approval by the chief, then onto the Research and Development unit for publication via email.

    The process for policy update recommendation is as follows:

    1. Prepare a draft of the recommended changes.This should be done by copying the original policy into a word document and then using cross-outs and additions in red font make the suggested changes to the current policy.

    2. Distribute the draft up the chain of command, with each layer providing input that is noted in the document. Once the document reaches the Deputy Chief they will ensure that all needed input (both internal and external) has been received.

    3. Once all input has been obtained and the deputy chief has a final document s/he will forward that draft to the city attorney for review. If the city attorney determines that additional review by other members of the city attorney’s office is appropriate, s/he will forward copies to the affected member(s) of the city attorney’s office for review.

    4. Once the city attorney review is completed and any recommendation are discussed with the deputy chief resulting in a final recommendation, the document will be forwarded to the assistant chief for final review and delivery to the chief for approval.

    5. The deputy chief should be sure to establish a time-line for review of the draft allowing adequate time for the review and feedback process.

      Upon approval by the chief of police, the assistant chief will forward the official signed off document to the Research and Development unit.  That unit will have the necessary documents distributed to all personnel. The department manual located on the Saint Paul Police intranet site will be updated to reflect all manual revisions.  Whenever the manual is revised, all personnel shall obtain copies of the new or revised directives via email.

      Revised January 14, 2019

     

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    If any portion of this manual is found to be illegal, or otherwise incorrect, or inapplicable, such finding shall not affect the validity of the remaining portion of the department manual.

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    • Annual leave: vacation period granted to eligible members, annually.

    • Authority: the sum total of rights and powers to act and the power to expend resources of the organization to achieve agreed upon objectives.

    • Booking: the process whereby an individual who is in custody is transferred to the appropriate correctional authority.

    • Booking Number: the person(s) referenced above is assigned a number for record keeping purposes.

    • Call: a radio transmission.

    • Chain of command: the unbroken line of authority extending from the chief of police through a single subordinate at each level of command down to the level of execution.

    • Charter:the charter of the City of Saint Paul.

    • Commanding officer: the officer having the highest rank or grade. Officers of the same grade shall rank according to the date of their appointment to that grade. For a specific period, an officer may be designated by the commanding officer to take command without regard to rank. The beat officer is the ranking officer when other patrol officers are dispatched to her/his beat to assist the officer.

    • Communications: the process of creating understanding and avoiding misunderstanding so that the appropriate action takes place.

    • Complaint number: when an officer numbers a report, s/he will place an eight digit number on the report. This number will consist of the unique six digits prefixed by the last two digits of the current year.

    • Example: The year is 2017 the complaint number will be written as:

    • 17-123456 Year/6 digit unique .

    • Computer Assisted Dispatch (CAD): the electronic system employed by the department to assist in the management and tracking of squads, calls, reports and resources.

    • Days off: days that are determined by the chief of police on which a given member is excused from duty.

    • Delegation: the process of arriving at agreement with a subordinate as to what work to do (objectives) and the limits with which to work (authority).

    • Department: the department of police.

    • Directives: can also mean special or general orders.

    • District:geographic responsible for the delivery of services to a specific area.

    • District beat: the part of a geographic area which designates the assignment of the squad to specific patrol. Also referred to as a “beat.”

    • District commander: a senior commander in charge of one of the city’s police districts.

    • Division: a major component of the department within the span of control of the chief assistant chief, and deputy chief.

    • Employee: all personnel assigned to the department; may be used interchangeably with “member”.

    • Headquarters: the police complex at 367 Grove Street, Saint Paul, Minnesota 55101.

    • Lawful order: any written or oral directive issued by a superior sworn officer to any subordinate or group of subordinates in the course of police duty which is not in violation of any law, ordinance or any departmental rule or regulation.

    • Length of service: the length of time that an employee has been engaged in the actual performance of duty.

    • Mandatory and permissive verbs: “shall”, “will”, and “must” are mandatory.

    • May: means that the action is permissible.

    • Objective: a desired end for which effort is expended, and which, if attained, fulfills the purposes of the department. Within each objective, there may be a number of ancillary objectives, each of which, if attained, contributes to the accomplishment of the police mission.

    • Off-duty: the state of a member during the period free from the performance of specified duties. Also, may be known as day-off or annual leave.

    • Officer: a sworn member of the department. The words member, or employee can also mean officer.

    • On duty: the state of a member during the period of the day when actively engaged in the performance of duties for the department.

    • Plurality of words: the singular includes the plural and the plural includes the singular.

    • Policy is:

      • Principles and values which guide the performance of a department activity. Policy is not a statement of what must be done in a particular situation; rather, it is a statement of guiding principles which should be followed in activities which are directed toward the attainment of department objectives.

      • Formulated by analyzing objectives and determining, through research, those principles which will best guide the department in achieving its objectives. Policy is based upon police ethics and experience, the desires of the community and the mandate of the law.

      • Articulated to inform the public and department employees on or about the principles this will be adhered to in the performance of the law enforcement function. Additionally, policy establishes operational standards to assist department employees in the necessary exercise of discretion in discharging their responsibilities.

      • An officer in the performance of duties is confronted with an infinite variety of complex situations which require police action. Since policy is objective rather than situation oriented, it is broad enough in scope to encompass most situations. Policy, therefore, must be stated in general terms.

    • Procedure: a method of performing an operation or a manner of proceeding on a course of action. It differs from policy in that it directs action in a particular situation to perform a specific task within the guidelines of policy. Both policies and procedures are objective oriented; however, policy establishes limits of action while procedure directs response within those limits.

    • Rank: the civil service classification of the department’s sworn personnel.

    • Rule: a specific prohibition or requirement which is stated to prevent deviation from policy or procedure. Rules allow little deviation other than for stated exceptions.

    • Section: a major organizational component within a division. An assigned title. Generally two or more units make up a section.

    • Seniority: sworn seniority in the department is established first by rank and second by aggregate time served in rank. Where conflict occurs because of identical service or dates of appointment, the member with the highest score on the promotional list from which appointments were made is deemed to be senior. In situations requiring decision or control where the officers are of equal ranks, the senior officer will make the decision and exercise control unless otherwise directed by a higher supervisory officer and department regulation.

    • Should: action is mandatory, except to the extent that if any deviation from mandatory action of conduct occurs such deviation must be based upon facts that can be clearly articulated justifying the deviation.

    • Sick leave: the period of time which an officer is excused from active duty by reason of illness or off-duty injury.

    • Squad: the smallest tactical unit - i.e., in a patrol district a one person squad is the smallest unit, in mobile field force configuration the smallest unit is six officers.

    • Superior officer: a person holding a higher supervisory or command position.

    • Supervisor: member of the department assigned to a position requiring the exercise of immediate supervision over the activities of other members and employees.

    • Sworn personnel: those departmental employees who are sworn by oath to their offices.

    • Tense of words: words used in the present tense include the future.

    • Through official channels: through the chain of command.

    • Time: All referrals to time of any activity will be based on the 24-hour clock system. Example 12:30 A.M. is 0030 hours, 4:00 P.M. is 1600 hours.

    • Tour: 8, 9 and 10 hour shifts with different start and end times.

    • Unit: the smallest organized component of the department.

    • Unit head: the highest ranking person in the unit.

    • Value: a quality of performance or accomplishment. Values are the basis for the determination of objectives and may be both ethical and functional.

    • Workweek and day: A workweek begins on Saturday at 0001 hours and ends on Friday at 2400 hours. The days are numbered as Saturday being number one and Friday being number seven. The day begins at 0001 hours and shall end at 2400 hours.

       

      Revised April 20, 2018

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100.00 Department Policy

This general order will be composed of general statements concerning the objectives and principles set forth by the chief of police to guide the department’s activities.

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    Departmental functions:

    The department shall perform the following functions:

    • Preserve the public peace, deter and prevent crime, and detect and arrest offenders.
    • Administer and enforce laws regulating, directing, controlling and restricting the movement of vehicular and pedestrian traffic, and the general use of the streets by vehicles and the public.
    • Operate a training program to maintain and improve the effectiveness and efficiency of the members of the department through best practices.
    • Prepare reports on injuries to persons and property occurring by accident or otherwise on the street, in alleys and other public places as required by law.
    • Provide a procedure for the sale, destruction or other disposition of all weapons or other articles used in the commission of crime or coming into the custody of the department; provided that where such weapon or article may be used as evidence in either a civil or criminal proceeding, it shall in no way be disposed of except upon a written order of a court of law.
    • Provide a procedure for the sale of unclaimed, lost or stolen articles coming into the custody of the department.

    Updated January 14, 2019

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    All sworn officers are required to abide by the following code of ethics which has been adopted by this department.

    As a law enforcement officer, my fundamental duty is to serve mankind; to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation, and the peaceful against violence or disorder; and to respect the constitutional rights of all people to liberty, equality, and justice.

    I will keep my private life unsullied as an example to all; maintain courageous calm in the face of danger, scorn, or ridicule; develop self-restraint; and be constantly mindful of the welfare of others. Honest in thought and deed in both my personal and official life, I will be exemplary in obeying the laws of the land and the regulations of my department. Whatever I see or hear of a confidential nature or that is confided to me in my official capacity will be kept secret unless revelation is necessary in the performance of duty. I will never act officiously or permit personal feelings, prejudice, animosities, or friendships to influence my decisions. With no compromise for crime and with relentless prosecution of criminals, I will enforce the law courteously and appropriately without fear or favor, malice, or ill will, never employing unnecessary force or violence and never accepting gratuities. I recognize the badge of my office as a symbol of public faith, and I accept it as a public trust to be held so long as I am true to the ethics of police service. I will constantly strive to achieve these objectives and ideals, dedicating myself before God to my chosen profession--law enforcement.

    Revised July 1, 2011

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    As a law enforcement officer I solemnly swear to uphold the constitution of the United States and of the State of Minnesota;

    That I will bear true faith and allegiance to the same;

    That I will enforce the laws of the United States, of the State of Minnesota, and of the City of Saint Paul impartially;

    That I will work in partnership with the public of the City of Saint Paul toward providing a safe environment and enhancing the quality of life consistent with the values of our community;

    That I will adhere to the ethical values of professionalism, integrity, responsiveness, sensitivity, respect and openness;

    That I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.

    Updated January 14, 2019

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    The purpose of the department of police is to protect and to serve. The department protects the right of all persons within its jurisdiction to be free from criminal attack, to be secure in their possessions, and to live in peace. The department serves the people of the City of Saint Paul by performing the policing function in a professional manner, and it is to these people that the department is ultimately responsible.

    In doing so, the department is committed to developing and maintaining community-oriented policing prevention programs and a problem-oriented policing philosophy.

    Revised July 1, 2011

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    A large urban society free from crime and disorder remains an unachieved ideal; nevertheless, consistent with the values of a free society, it is the primary objective of the Saint Paul Police Department. In so doing, the departments role is to keep the peace, prevent crime and disorder, and enforce the law in a fair and impartial manner recognizing both the statutory and judicial limitations of police authority and the constitutional rights of all persons. It is not the role of the department to legislate, to render legal judgments, or to punish.

    Revised July 1, 2011

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    Peace in a free society depends on voluntary compliance with the law; therefore, the primary responsibility for upholding the law lies in the partnership between the people and their police. Since crime is a social phenomenon, crime prevention is the concern of every person living in society. Society employs full-time professional police to prevent and deter crime, and when that fails, to apprehend those who violate the law.

    Crime is a symptom of ills within a society which are not the responsibility of the department to cure. The department is responsible, however, for interacting with the community to generate mutual understanding so that there may be public support for crime prevention. Community involvement is essential to facilitate a free flow of information between the public and the department so as to assist in the identification of problem areas and to inform the public of crime statistics and trends. Additional knowledge of the community is necessary so that each department employee may be instilled with a sense of concern for the crime problems and law enforcement needs to an assigned area of responsibility.

    The prevention of crime remains as a basic obligation of society. When it becomes necessary to rely on police action to secure compliance with the law, society has failed in this responsibility.

    Revised July 1, 2011

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    While there are certain crimes that cannot be easily deterred, crimes committed against property and against innocent victims in public places may be reduced by police patrol. Quality of life crime is curbed by the potential criminals fear of immediate apprehension or by the increased likelihood of detection.

    In deploying patrol forces to deter crime and to inspire public confidence, the department must strike a balance between the desirable deterrent affect of visible patrol and any undesirable appearance of oppression. In the long-run, however, it must be the people, not the department, who determine the limitations on their freedom.

    Revised July 1, 2011

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    The administration of criminal justice consists of the identification, arrest, prosecution, punishment, and rehabilitation of a law violator and it has as its objective the voluntary compliance with the law as an alternative to punishment. Once a crime has been committed, it is the duty of the department to initiate the criminal justice process by investigating, identifying and arresting the perpetrator, to obtain necessary evidence, and to cooperate in prosecution.

    As the certainty of swift and sure punishment serves as an effective deterrent to crime, the department must diligently strive to solve all crimes and to bring the perpetrators to justice.

    In situations involving concurrent jurisdiction, the department of police will have primary jurisdiction and responsibility for the investigation of all criminal offenses within the City of Saint Paul. When jurisdiction becomes a prosecution or other issue with federal, county, or other law enforcement agencies, the department will strive to cooperate with these agencies if it is mutually determined by officials involved that the successful and/or fullest prosecution under the law would be better served by turning the investigation over to the other agency.

    Revised July 1, 2011

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    The actual costs of crime are difficult to measure. There cannot be a dollar value assigned to the broken bodies, ruined lives, and human misery which are its products. However, it is possible to observe the steadily mounting cost of lost and stolen property. This loss, as well as the other costs of crime, must ultimately be borne by its victims. To minimize the losses due to crime, the department makes every reasonable effort to recover lost or stolen property, to identify its owner, and to ensure its prompt return.

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    To facilitate the safe and expeditious movement of vehicular and pedestrian traffic, the department must enforce traffic laws, investigate traffic crashes, and direct traffic. To enforce compliance with traffic laws and to develop driver awareness of the causes of traffic crashes, the department appropriately warns, cites, or arrests traffic law violators. Traffic crashes may be investigated to protect the rights of the involved parties, to care for the injured, and to determine the causes of crashes so that methods of prevention may be developed, and to gather necessary evidence to prosecute the violator.

    Officers will control an intersection, or roadway, when necessary to permit the flow of vehicular and pedestrian traffic. Officers will provide information to the public to assist them in reaching their destinations.

    Revised: July 1, 2011

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    Often because there are no other public or private agencies available, the public relies upon the department for assistance and advice in the many routine and emergency situations which develop in an urban society. For this reason and because there is frequently a potential for crime, the department regularly responds to incidents where it is not contemplated that an arrest will be made.

    Saving lives and aiding the injured, locating lost persons, keeping the peace, and providing for many other miscellaneous needs are basic services provided by the department. To satisfy these requests, the department responds to calls for service and renders such aid or advice as is necessitated or indicated by the situation.

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    In the performance of duties to serve society, an officer is often called upon to make difficult decisions. An officer must exercise discretion in situations where her/his rights and liabilities and those of the department hinge upon conduct and judgment. An officers decisions are not easily made and occasionally they involve a choice which may cause hardship or discomfort. An officer must be faithful to the oath of office, the principles of professional police service, and the objectives of the department and in the discharge of duties must not allow personal motives to govern decisions and conduct.

    All employees are expected to conduct themselves in a professional manner when engaged in department activities.

    Revised July 1, 2011

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    A police officer is the most conspicuous representative of government, and, to the majority of the people, a symbol of stability and authority upon whom they can rely. An officers conduct is closely scrutinized, and when actions are found to be excessive, unwarranted, or unjustified, they are criticized far more severely than comparable conduct of persons in other walks of life. Since the conduct of an officer, on or off duty, may reflect directly upon the department, an officer must, at all times, conduct her/himself in a manner which does not bring discredit to her/him, the department, or the city.

    Civilian employees are also expected to behave in a manner, on and off-duty, that is respectable and honorable to themselves, the department, and the city.  Civilians should refer to the Civilian Pocket Handbook, Section 7: Professional Code of Conduct.

    Revised July 1, 2011

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    No person has a constitutional right to violate the law. Nor may any person be deprived of constitutional rights merely because they are suspected of having committed a crime. The task of determining the constitutionality of a statute lies within a court of proper jurisdiction, not with an officer who seeks to properly enforce the law as it exists. Therefore, an officer may enforce any federal, state, or local statute which is valid on its face without fear of abrogating the constitutional rights of the persons violating that statute. An officer who lawfully acts within the scope of authority does not deprive persons of their civil liberties. Officers may, within the scope of authority, make reasonable inquiries, conduct investigations, and arrest on probable cause. However, when an officer exceeds authority by unreasonable conduct, s/he thereby violates the sanctity of the laws sworn to uphold.

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    The public demands that the integrity of its law enforcement officers be above reproach, and the dishonesty of a single officer may impair public confidence and cast suspicion upon the entire department. Succumbing to even minor temptation can be the genesis of a malignancy which may ultimately destroy an individuals effectiveness and may contribute to the corruption of countless others. An officer must scrupulously avoid any conduct which might compromise the integrity of her/himself, fellow officers, or the department.

    All employees are expected to act with integrity in the course of exercising their duties.

    Revised July 1, 2011

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    Effective law enforcement depends on a high degree of cooperation between the department and the public it serves. The practice of courtesy in all public contacts encourages understanding and appreciation; discourtesy breeds contempt and resistance. The majority of the public are law-abiding people who rightfully expect fair and courteous treatment by department employees. While the urgency of a situation might preclude the ordinary social amenities, discourtesy under any circumstances is indefensible. The practice of courtesy by an officer is not a manifestation of weakness; it is, on the contrary, entirely consistent with the firmness and impartiality that characterizes a professional police officer.

    All employees are expected to act with courtesy in the course of exercising their duties. To provide the community with trusted service with respect, all employees shall refrain from using abusive or indecent language, to include profanity, in the performance of their duties.  A violation of this policy may result in discipline.

    Updated January 14, 2019

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    The department is an organization with a clearly defined hierarchy of authority. This is necessary because unquestioned obedience of a superiors lawful command is essential for the safe and prompt performance of law enforcement operations. All employees shall promptly obey any lawful order of a superior in their chain of command, including any order relayed from a superior by an employee of the same or lesser rank. In the event that two orders are given which are in conflict, the employee shall follow the last order given. No penalty shall be implied for failure to comply with the first order. The most desirable means of obtaining compliance are recognition and reward of proper performance and the positive encouragement of a willingness to serve. However, negative discipline may be necessary where there is a willful disregard of lawful orders, commands, or directives.

    Revised July 1, 2011

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    There is an immediate lowering of esteem and suspicion of ineffectiveness when there is public contact by a department employee evidencing the use of intoxicants. Additionally, the stresses of law enforcement require an employee to be mentally alert and physically responsive. Except as necessary in the performance of an official assignment and only with permission from the chief of police, the consumption of intoxicants is prohibited while an employee is on duty.

    Revised July 1, 2011

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    As most police work is necessarily performed without close supervision, the responsibility for the proper performance of an officers duty lies primarily with the officer. An officer carries a responsibility for the safety of the community and fellow officers. S/he discharges that responsibility by the faithful and diligent performance of assigned duty. Anything less violates trust placed by the people, and nothing less qualifies as professional conduct.

    All employees are expected to perform responsibly and professionally in the course of exercising their duties.

    Revised July 1, 2011

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    Public employees have stable incomes upon which they may forecast future earnings. For this reason, and because of public confidence in their responsibility, it is relatively easy for department employees to contract financial obligations which, if not controlled, may become an impossible burden. Such financial distress may impair the individuals effectiveness and tends to bring discredit upon the department. Employees should avoid incurring financial obligations which are beyond their ability to reasonably satisfy from their anticipated department earnings.

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    The nature of the law enforcement task requires department employees to have the ability to work irregular duty schedules which are subject to change in meeting deployment needs. Additionally, it is necessary that an employee have adequate rest to be alert during her/his tour of duty. For these reasons, and because certain occupations inherently conflict with an employees primary responsibility to the department, the department may impose conditions on outside employment or may prohibit it altogether. Determination of the degree of limitation will be based upon the interest of the department in furthering professionalism, protecting the reputation of the employee and the department, and ensuring that the department receives full and faithful service in return for its expenditure of resources.

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    Effective management and respect for individual dignity requires that employees have means available for the proper redress of grievances. A department employee having a complaint relating to any matter affecting their employment is ensured the right of review at succeeding levels of department authority until the grievance is resolved. The right of an employee to file a grievance and its administrative review promotes efficiency and results in improved morale. Those positive benefits are defeated if employees are reluctant to file a grievance. Therefore, no action of a formal or informal nature shall be taken by the department against an employee, witness, or employee representative, merely for having filed a grievance, nor is such filing to be otherwise looked upon with disfavor by the department.

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    The Saint Paul Police Department expects a very high level of professional conduct from all employees; however, members of the department sometimes perform their duties in a manner exceeding the highest standards of the department. The official commendation of such performance and the arrangement of appropriate publicity are to be provided by the department to give full public recognition to those who have brought honor to themselves and the department.

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    It is essential that public confidence be maintained in the ability of the department to investigate and properly adjudicate complaints against its members. Additionally, the department has the responsibility to seek out and discipline those whose conduct discredits the department or impairs its effective operation. The rights of the employee, as well as those of the public must be preserved, and any investigation or hearing arising from a complaint must be conducted in an open and fair manner with truth as its primary objective. The department accepts complaints against its members and fully investigates all such complaints to the appropriate disposition.

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    Community relations are based upon the principle that in a democratic society the police are an integral and indivisible element of the public they serve. Community relations are manifested by positive interaction between the people and the police and it represents their unity and common purpose.

    A system of law enforcement is not superimposed upon an unwilling public in a free society; the law is created by the people themselves to control the behavior of those who would seek to interfere with the community welfare and existence.

    While the primary responsibility for the enforcement of the law lies with the people, the complexities of modern society and the inability of the people to personally cope with crime has required that they create the police service to assist in maintaining social order. The police represent only a portion of the total resources expended by the public to this end; however, this effort, frequently being restrictive of individual freedom, brings the police into contact with members of the public under circumstances which have a far-reaching impact upon the lives of the affected individuals. A person's encounter with the police can be a very frightening and emotionally painful experience, and under these circumstances, the risk is a challenge intrinsic in each public contact by the department.

    The department must strive for the establishment of a climate where an officer may perform duties with the acceptance, understanding, and approval of the public. Additionally, the willing and practiced participation of the people in enforcing the law is essential for the preservation of freedom.

    Updated January 14, 2019

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    Recognition of individual dignity is vital in a free system of law. Just as all persons are subject to the law, all persons have a right to dignified treatment under the law, and the protection of this right is a duty which is as binding on the department as any other.

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    Community relations are manifested in its most common form in the numerous daily encounters between individual officers and citizens. It is at this level that reality is given to the unity of the people and the police and where the greatest burden for strengthening community relations is laid.

    In dealing with people, each officer must attempt to make the contact one which inspires respect as an individual and professional, and one which generates the cooperation and approval of the public. While entitled to personal beliefs, an officer cannot allow individual feelings or prejudices to enter into public contacts. However, since an officers prejudices may be subconsciously manifested, it is incumbent upon her/him to strive for the elimination of attitudes that might impair impartiality and effectiveness.

    All employees are expected to be respectful, impartial, and free of prejudice when working with the community in the course of exercising their duties.

    Revised July 1, 2011

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    The City of Saint Paul is composed of many different communities, each with its own life style and each with its own individual crime problems. The metropolitan nature of the city is manifested by the diverse ethnic and sociological background of its people. However, all persons in each area of the city have in common the need for the protection which is afforded by fair and impartial law enforcement.

    Additionally, as a person moves throughout the city, they must be able to expect a similar police response to behavior wherever it occurs. Where the law is not evenly enforced there follows a reduction in respect for the law and a resistance to its enforcement.

    In order to respond to varying law enforcement needs in the different parts of the city, the department must have flexibility in deployment and methods of enforcement; however, enforcement policies will be formulated on a citywide basis, and applied uniformly in all areas.

    Implicit in uniform enforcement of the law is the element of evenhandedness in its application. The amount of force used or the method employed to secure compliance with the law or to make arrests is governed by the particular situation. Similar circumstances require similar treatment in all areas of the city and for all groups and individuals.

    To ensure equal treatment in similar circumstances, an officer must be alert to situations where, because of a language barrier or for some other reason, s/he may be called upon to display additional patience and understanding in dealing with what might otherwise appear to be a lack of response.

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    The department must be responsive to the needs and problems of the community. While the departments task is governed by law, the policies formulated to guide the enforcement of the law must include consideration of the public will. This responsiveness must be manifested at all levels of the department by a willingness to listen and by a genuine concern for the problems of individuals or groups. The total needs of the community must become an integral part of the programs designed to carry out the mission of the department.

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    Law enforcement operations in a free society must not be shrouded in secrecy. It is necessary that there be full public disclosure of policies and openness in matters of public interest. Consistent with protection of the legal rights of involved individuals and with consideration of the necessity for maintaining the confidentiality of the department records and of primary department responsibilities, the department will strive to disseminate accurate and factual accounts of occurrences of public interest. Additionally, the department will strive to make known and accepted its objectives and policies.

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    To promote understanding and cooperation, there must be interpersonal communication between members of the community and officers at all levels of the department. Each employee must be aware of the law enforcement needs of the community and particular assigned area of responsibility. Guided by policy, an officer must tailor performance to attain the objectives of the department and to solve the specific crime problems in the area served. The department must provide for programs to encourage productive dialogue with the public at all levels and to ensure that partnership between the police department and the people is preserved.

    Revised July 1, 2011

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    The selection process for police officers is designed to choose the most qualified and to eliminate those who are physically, ethically, emotionally, mentally, or socially unfit. Those selected, however, are representatives of the community at large and as such are subject to having the same prejudices and biases found in much of society. Exposure to crime and its aftermath can tend to harden and render insensitive an officer whose sympathetic understanding is needed to properly perform their duties. The department must provide initial and continuing training in human and community relations to help officers avoid this hardening of attitude and to imbue in each officer an understanding of her/his total role in the community.

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    Law enforcement operations consist of many diverse activities that are directed toward the attainment of department objectives. Activities such as patrolling, conducting field interviews and issuing traffic citations are not objectives in themselves; rather, they are methods of achieving the real objectives of preventing and deterring crime, arresting criminal offenders, and preventing traffic crashes.

    Decisions in law enforcement operations frequently must be made in an instant, and the lives of officers and others may depend upon the quality of those decisions. An officer is confronted in stressful situations with both criminal and non-criminal behavior, and must be capable of making a reasonable response in both cases. An officer must base conduct and action in each instance upon the facts of the situation as they reasonably appear, relying upon experience, training, and judgment to guide her/him toward lawful decisions and actions.

    Revised July 1, 2011

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    What is reasonable in terms of appropriate police action or what constitutes probable cause varies with each situation and different facts may justify an investigation, a detention, a search, an arrest, or no action at all. The requirement that legal justification be present imposes a limitation on an officers action. In every case, an officer must act reasonably within the limits of authority as defined by statute and judicial interpretation, thereby ensuring that the rights of both the individual and the public are protected.

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    Once a violator has been identified, it is the function of the department to initiate the criminal process; however, there are circumstances when a crime may occur and the department will not make a physical arrest. There may be a report written and an application for a complaint made, or in some cases, when the offense is of a minor nature, a verbal warning or other direction may be given. The decision not to make an arrest will be guided by department policy and the factual situation involved, not by the personal feelings of the officer.

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    On-duty officers within the city limits, after considering the tactical situation, are to take all steps reasonably necessary and consistent with their assignment:

    • To protect life and property
    • To keep the peace
    • To affect the enforcement of the laws of the city, state, and nation.

    Revised July 1, 2011

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    On-duty officers outside the city limits who become aware of a situation requiring police action must first consider the tactical situation then take all steps reasonably necessary on police matters of direct concern to the City of Saint Paul.

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    Off-duty officers, while within the city, have full police authority and responsibility as that of an on-duty officer within the city limits. All off-duty police authority is granted by permission of the chief of police. (See General Order 180.11: On Duty, Within City, Fully Responsible).

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    Off-duty officers, while outside of the city, have the arrest authority of a peace officer when and only when confronted with a situation that justifies their use of deadly force in the line of duty under Minnesota Statute 609.066: Authorized Use of Deadly Force by Peace Officers. Otherwise, officer arrest authority is limited to that of a private person. (See Minnesota Statute 629.37: Citizen Arrest by Private Person and Minnesota Statute 629.40, subdivision 4: Off-Duty Arrests Outside Jurisdiction)

    Updated January 14, 2019

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    Peace officer powers of Saint Paul Police officers do not extend beyond this state except as provided for in the Uniform Act on Fresh Pursuit (Minnesota Statute 626.65). Officers who are outside the boundaries of this state for extradition or other matters of direct concern to the city, are not to engage in their police activities unless necessary in the performance of their duties.

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    All sworn personnel within the city will be prepared to discharge their duties and obligations without regard to the fact that the situation may arise during their unobligated time while on duty. This order does not change past policy in permitting the individual officer to exercise discretion as to the type of action taken in minor neighborhood disagreements, or while otherwise employed during unobligated time while on duty.

    Powers, duties and obligations of an officer are not limited to those hours in which s/he is on-duty, but are in force and effect 24 hours every day of the week. An officer is required to perform these duties during the tenure of appointment whether or not under assignment or supervision and willful failure on her/his part to do so may constitute grounds for action on the part of the department.

    Revised July 1, 2011

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    The department makes every effort to ensure the safety of employees while on duty.  The general rule applied in determining whether an employee was injured on duty is whether the injury occurred within the course and scope of employment.  Each instance will be investigated and evaluated by city risk management. The particular nature of the service rendered by the employee will be considered.  The department will make reasonable efforts to accommodate persons injured on duty with a light duty assignment.  The department reserves the right to reevaluate the officers medical status at any time and to make appropriate changes to duty assignments as necessary and available.

    Revised July 1, 2011

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    The objective of traffic enforcement is to reduce traffic crashes and injuries and enhance safe driving practices by facilitating the expeditious flow of vehicular and pedestrian traffic through the public's voluntary compliance with traffic regulations. The Saint Paul Police Department seeks to achieve this objective through a combination of education and enforcement.

    The Saint Paul Police Department seeks to educate and engage with our public regarding traffic regulations through positive non-enforcement programs aimed at exposing specific problems, as well as by publishing traffic crash and injury statistics, and giving notice of changes in regulations prior to taking enforcement action.

    The Saint Paul Police Department will take enforcement action upon the detection of an illegal or potentially hazardous act without regard for factors such as attitude, intent, or frivolous excuse. Enforcement action will be in accordance with City ordinance and state and federal law. These actions may consist of a warning, citation, application for complaint, or physical arrest.

    Updated January 14, 2019

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    Traffic violation enforcement is one of the many routine tasks performed by officers, but it can be unsettling for motorists. In many cases, this is the only contact that a person may have with the Saint Paul Police Department. Officers should strive to make each contact educational and procedurally just to leave the violator with the impression that the officer has performed a necessary and legitimate task in a professional manner.

    Revised February 1, 2019

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    Since the uniform vehicle code is now being followed by a majority of the states, non-residents are rarely subjected to unfamiliar traffic signs or inconsistent regulations. Therefore, unless the traffic regulation violated is one unique to the Saint Paul area, no immunity should be granted because a person is a non-resident.

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    Street parking is restricted in various areas of the city to ensure fair access and expedite the flow of vehicular traffic. All parking regulations will be enforced with reasonableness and impartiality.

    Revised July 1, 2011

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    In an effort to determine what violations are causing crashes, the Saint Paul Police Department conducts statistical and visual surveys of traffic violations analyzing a variety of factors including but not limited to location, time, and day of week. Based upon the information obtained, the Department deploys its personnel to those specific areas to observe violations and to take enforcement action. Additionally, when the Department receives complaints of a specific traffic problem in a particular area, it specifically assigns personnel to investigate and to take appropriate enforcement action.

    Updated January 14, 2019

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    Traffic enforcement through open and visible patrol efforts correlates highly with the enhancement of safe driving practices and the reduction of traffic crashes due to the fact that these measures tend to deter motorists from knowingly violating traffic laws. However, when there is an unusual or continuing enforcement problem at a particular location, officers may park in a conspicuous location to enforce traffic through covert patrol measures.

    Updated January 14, 2019

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    As determined by the department, the investigation of traffic crashes may be necessary, not only to determine the traffic law violations, but also to obtain engineering data, to protect the rights of the individuals involved, and to assist in traffic education.

    Revised July 1, 2011

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    The people, through their elected representatives, have directed that criminal sanctions should be imposed against certain behavior and activities traditionally labeled as vice and which if left unchecked, affect quality of life and inevitably become dominated by organized criminal elements. The department is committed to the enforcement of all criminal statutes, including those defined as vice offenses. Situations where vice or conditions which foster vice, are allowed to continue are soon exploited by organized crime and money generated by vice activities are often used to finance other criminal ventures. To prevent the spread of vice conditions and its attendant invitation to organized crime, the department will take aggressive enforcement action against all commercialized vice activities, complaints of vice activity and conspicuous vice conditions that appear on the streets and in the public places of the city.

    Updated February 1, 2019

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    The department will enforce local, state, and federal statutes that prohibit possession, use, or trafficking in narcotics, non-prescription dangerous drugs, and other restricted or prohibited substances. Through a combination of aggressive enforcement and public education, the department seeks to prevent and deter the use, possession, and trafficking of such substances within the city. In so doing, the department may also conduct investigations outside the city in cooperation with appropriate law enforcement agencies to prevent the flow of illegal substances into the city.

    To prevent the spreading use of narcotics and other dangerous substances, the department engages in public education programming to inform people about the effects and hazards of drug abuse. Additionally, the department provides the public with factual information with which to make decisions regarding the use of drugs and to assist members of the public in recognizing symptoms and indications of drug use in others. An understanding and appreciation of the full effect and extent of drug abuse is essential for success in overcoming its threat. By working with and through the community, the department seeks to engage the people in a cooperative attack on this critical problem.

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    General Provisions:

    Department administration involves the efficient and fiscally responsible management of a large complex organization. Department functions involve the interaction of people, not only within ranks, but in all personal contact between its employees and members of the public. Department administration is, therefore, occupied to a large extent with improving the ability of its employees to properly perform the police task and with strengthening the relationship which exists between all employees and the public they serve. Thus, recognition of the human factor is an administrative challenge in the department's effort to provide a consistent and professional police response to the communities law enforcement needs.

    Department personnel are required to make decisions involving the public and other employees in response to both administrative and operational problems. The decision process involves more than loyalty. It requires an insight into the objectives and purposes of the department, its duty under the law and to the people, and the manner and means by which the task is to be performed and the objectives achieved. The decision must be a balance of involved interests, considering what is best for the public, the department, and any individual involved. That decision must then result in effective action directed toward the accomplishment of the departments objectives. The requirement that such insight be exercised is implicit in all decision making, and it is the thread which binds the complex and difficult law enforcement task into a coordinated and effective force.

    Administrative Reporting:

    Administrative reporting allows the police department to function properly, isolate and identify problems and trends, and develop a proactive approach to solving police related community problems. To allow management personnel the ability to discharge responsibilities effectively and efficiently, daily, quarterly and annual reporting will be a routine responsibility of all managers.

    Daily Reporting:

    Watch Commanders Tour Summary: At the end of each watch commanders tour, a summary of the tours significant activity shall be submitted to the public information officer, assistant chief, deputy chiefs and chief of police. The report which shall identify the tour watch commander, shall itemize major incidents and arrests by complaint number, the time of the incident, the suspect(s) name(s) if any, the location of the incident, the victim(s) name(s) if any, a summary of the events which took place, and the officer(s) name(s). The watch commander will also note any other occurrence considered significant.

    The chief of police, assistant chief, deputy chiefs and senior commanders in affected districts will be informed when there is a homicide, critical incident, major incident, or injured officer.

    Holdsheet: The department will produce a daily holdsheet which contains information on those persons arrested in the previous 24 hours for felony and gross misdemeanor offenses. The holdsheet is maintained on the Intranet and available to all units in the department. The document contains names, identification numbers, arrest dates, case numbers, arresting officers name, suspected offenses, and the unit the suspect is held for as well as judicial releases, Regions Hospital cases, and those suspects held for out-of-city authorities.

    Quarterly Reporting:

    Unit reporting: Quarterly reports containing significant activity of the unit will be prepared by the unit head and submitted to their respective deputy chief. These reports will contain, but are not limited to, problems experienced during the quarter, caseload analysis, and, if applicable, any special projects/initiatives, or any progress towards objectives of the division. These reports shall be in narrative form. Any statistical data compiled for/by the unit may be included in the report.

    Division Head Reporting:

    Written reports to the assistant chief will be prepared by the deputy chiefs to identify significant activity in their divisions. The deputy chiefs may use the reports prepared by their unit heads in the compilation of their quarterly report.

    Annual Reporting:

    An annual report to the City of Saint Paul will be prepared by the assistant chief highlighting significant activities/accomplishments of the department for the year. This report will contain both narrative and statistical data relevant to the departments operation and performance. This report will be made available to department personnel and the public.

    Statistical Reporting:

    The departments research and development unit will publish an annual report which summarizes and delineates demand for police service and actual offenses. This report will contain raw statistics as well as graphs and charts. The report is available to anyone via the Saint Paul Police internet. The department also complies with any city, state, or federal reporting standards.

    Releasing of Reports:

    Unless otherwise stated, approval by the chief of police or a designee will be made before external dissemination of any of the above reports.

    Updated January 14, 2019

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    A unit head has responsibility and accountability for every aspect of command. Commensurately, within policy guidelines and legal constraints, a unit head has the authority to coordinate and direct assigned personnel and other allocated resources in achieving organizational objectives. In so doing, a unit head must perform the full range of administrative functions, relying upon policy, direction, training, and personal initiative to guide and command in achieving the highest level of performance possible.

    All employees in a supervisory position are responsible and accountable for every aspect of their command.

    Revised July 1, 2011

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    Upon assuming a new assignment and continually thereafter, a unit head will critically evaluate all aspects of command, review existing policies, procedures, and programs to determine if the need for which they were enacted remains unchanged. Existing budget requests will be reviewed to ensure that any changes made or contemplated have not rendered the requests obsolete.

    Upon a change of command, the unit head being replaced will lend her/his full assistance in making her/his command transition as smooth and orderly as possible. Orientation of a new unit head should include information concerning unique problems of the command and assistance in continuing community and professional contacts relative to the command.

    Revised July 1, 2011

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    The nature of command is such that there must be a coexisting loyalty to the management of the department and to subordinates. The resolution of those loyalties, in a manner which benefits both the department and the individual, and which avoids conflicts between the two interests requires the exercise of leadership. An interest in employees and their welfare is a responsibility of command, which may extend beyond morale problems and their effect upon an individuals performance. It includes a concern for the personal problems, desires, and interests of employees and positive assistance in resolving those problems or in achieving their goals.

    However, unit heads should be cautious to avoid interfering where assistance is not required or desired.

    Revised July 1, 2011

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    Unit heads have a responsibility to maintain professional and community contacts as they relate to their command. As a representative of the department, unit heads must take an active role in the community and participate in identifying and providing for its law enforcement needs.

    Revised July 1, 2011

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    It is essential that there be planning in the police service. From the chief of police, who must devise long-range plans involving the entire resources of the department, to the police officer, who must discuss an operational plan with her/his partner while en route to a call, there exists an imperative for planning which is so great that it merges with the action itself. The requirement that an employee plan her/his action is commensurate with the degree of responsibility and accountability for the results of her/his action. In the performance of their duties, officers are confronted with an infinite variety of circumstances which require police action. In an attempt to utilize collective experience and research in assisting officers to deal with diverse situations, the department formulates procedures to direct action in certain generalized situations. As officers are routinely confronted with the unusual, it is impossible to provide standing procedures for officers to follow in each individual situation. Therefore, officers must additionally be provided with policy guidelines to assist them in the necessary exercise of discretion, and the combination of policy and procedures reinforced by training acts to provide officers with a structurally sound framework within which to function.

    In addition to developing standing procedures, the department must regularly devise single-use plans to accommodate specific needs. These plans may involve a department-wide response to a major unusual occurrence or a tactical answer to an isolated police incident. Once executed, such plans should be evaluated for the development of standing procedures or for future reference in analogous situations.

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    The result of an effort to research a problem and develop a solution, leaving nothing for the final authority to do except approve or disapprove, is traditionally known as completed staff work. In such projects, it is essential that original instructions include identification of the problem, direction, the desired scope of endeavor, and the time limit for completion. Direction should clearly indicate what is desired by way of the project. The project should include adequate research to accurately define the problem and to examine all reasonable solutions. The assigned employee should include in her/his report a recommendation and a summary of the findings supporting her/his conclusion. In completed staff work, a final step, prior to obtaining concurrences, is to notify involved organizational components of the findings and recommendations of the project.

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    In a large and complex organization such as the department, it is essential that directives communicate desired information to concerned employees as accurately as possible. Directives should be well researched, properly drafted, and subjected to staff review for concurrence. A unit head may issue an order as long as it affects her/his command only and does not conflict with department directives.

    Revised July 1, 2011

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    One of the tasks of a commanding officer or unit head is the administration of discipline.

    The exercise of discipline requires an evaluation of the human factor which, when combined with proper training, motivation, and recognition of individual and group effort, results in self-discipline.

    Discipline may range from an Oral Reprimand, where the immediate effect is on the individual, to termination.  In each case, care must be exercised to make the proper choice in obtaining a desired and just result.

    In the administration of discipline, a unit head must consider the totality of the circumstances surrounding the allegation of misconduct in making a determination whether the original action or conduct which prompted the complaint was legal and under the circumstances necessary and proper as well. Their decision must resolve those factors with the individual's interest and the probable effect of the disciplinary action upon the attainment of department objectives.

    To be effective, discipline must not only be fair in its application, it must also follow within a reasonable time the act which it is intended to correct. Therefore, there must be a prompt resolution of disciplinary cases.

    Updated January 14, 2019

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    Chain of Command:

    The chief of police must necessarily limit the number of persons who report to her/him. Therefore, to ensure unity of command, clearly defined lines of authority must be drawn so that there is an existence structural relationship between each employee and the chief of police. Each employee must be aware of her/his relative position in the organization, to whom s/he is immediately responsible, and those persons who are accountable to her/him. Employees should strive at all times to operate within the chain of command and to keep their supervisors informed as to their activities. The chief of police is available by appointment to any member of the department.

    Span of Control:

    To achieve effective direction, coordination and control, the number of employees under the immediate control of a supervisor, except first line supervisors, should not be excessive.

    First line supervisors span of control should not normally exceed 12. (See General Order 341.40: District Supervisor -- Sergeant)

    During emergencies or other unplanned situations the number of subordinates on a short-term basis, may exceed the recommended staffing level for supervisors.

    Unity of Command:

    Each organizational component shall be under the direct command of only one supervisor unless authorized by the chief of police.

    Each employee will be accountable to only one supervisor at any given time. Each employee will be responsible or accountable to her/his regular immediate supervisor except when working on a special assignment, incident, duty, event or temporarily assigned to another unit within this department. In these cases, the employee will be accountable to the first-line supervisor over that assignment, incident, duty or event.

    Revised July 1, 2011

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    Management inspection and control is necessary to ascertain if command policies, procedures, and rules are adequate and being adhered to; whether department resources are adequate and are being properly utilized; and to evaluate the overall performance and attitude of the department. The department has a formal staff inspection and control system which reports to the office of the chief. Additionally, it is the responsibility of each commanding officer or unit head to continually conduct inspections within her/his command to ensure the proper performance of assigned personnel and the most efficient use of assigned equipment, material, and facilities. Merely finding fault is not inspecting therefore, a commanding officer or unit heads responsibility does not end with discovering a deficiency or inadequacy; it includes taking positive measures to correct the problem.

    Revised July 1, 2011

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    Recruitment:

    To obtain the highest caliber of candidates possible, it is essential that the department participate in the recruitment process. An officers daily contact with the public is the departments best recruiter. By their demeanor and enthusiasm, an officer favorably impresses and attracts the type of individual which the police service needs. Because of their experience and knowledge, an officer is able to counsel persons who show an interest in law enforcement careers and to encourage qualified applicants.

    Duty Assignments:

    Allocation of personnel to specific assignments is made with the aim of establishing optimum effectiveness within the department while recognizing the needs, abilities, and preferences of individual employees.

    Advancement:

    The vitality of the department is maintained through the selection and promotion of the most qualified personnel to positions of increased responsibility. The department must help in the selection process by accurately rating and evaluating employees for promotion.

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    (See General Order 336.00: Training Unit)

    The department has an obligation to provide a professional standard of law enforcement service to the community. In fulfilling that responsibility, it is essential that the department personnel be properly trained. This is true not only at the entrance level where officers must receive basic training prior to their assumption of police responsibilities, but it is a continuous process throughout their careers. Training is provided to accommodate department needs and to actualize the interest and concern which the department has for the self-improvement and personal development of its employees.

    All Outside and Contracted Training

    All outside or contracted training, including but not limited to RRA training, must be approved by completing the SAINT PAUL POLICE DEPARTMENT TRAINING APPROVAL FORM and obtaining the required signatures.

    Employees receiving training from outside entities may be instructed on material that is in conflict with the Saint Paul Police Department’s policy and procedures.  Regardless of the sponsor or source of the training, or whether the training was authorized by the department, Saint Paul Police officers attending such training, whether on duty or off duty, must follow department policies and procedures and may only use tools, techniques or methods approved or sanctioned by the department.

    Saint Paul Police Department employee(s) are required and must agree prior to receiving outside instruction that training received from outside sources must be properly evaluated and subsequently authorized by the St. Paul Police Department Training Unit Commander and Deputy Chief of Support Services and according to department policy prior to being adopted and used in the course of their duties.

    Recruit Training:

    The training provided new officers or candidates are a continuation of the selection process whereby efforts are made to screen out those who are lacking in police aptitude. In all recruit training, emphasis is placed on developing the reasoning ability and judgment of each officer.

    Field Training Officer:

    The field training officer (FTO) program is designed to supplement academy instruction through field experience. Its goal is to provide a more individually tailored training program, stressing weak areas and those needing more attention, while at the same time insuring that each recruit masters a predetermined set of tasks before satisfactory completion of the program.

    After completion of the FTO program, officers will be on probation which serves as a final step in the officer selection process.

    On-the-Job Training:

    An officer’s training continues after academy graduation through her/his assignments with a field training officer, roll call training, and supervision. It is the responsibility of all officers to teach those with whom they work the skills and knowledge necessary to perform the job at hand. Supervisors and unit heads of all ranks have the responsibility not only to train subordinates to perform assigned tasks, but also to familiarize all subordinates with their supervisor’s job as well so employees are prepared to assume additional responsibilities, should the need arise.

    In-Service Training:

    Refresher training is periodically provided to experienced officers to update their training profiles and to evaluate the effectiveness of their prior recruit and in-service training.

    Non-Sworn / Professional Staff:

    All newly hired civilian employees shall attend the “new employee orientation” class conducted by the City of Saint Paul Office of Human Resources. This orientation seminar is designed to acquaint the individual with benefits, working conditions and regulations as well as the responsibilities and rights of employees. Additionally, the new employee will receive familiarization training from her/his immediate supervisor regarding the role purpose, goals, policies and procedures specific to this department.

    Additional training:

    Civilian employees are an integral part of our police team and will, in addition to the new employee orientation, receive specialist training as required by their duties.

    In-Service Training:

    The department’s training unit and the City of Saint Paul Office of Human Resources offer a wide variety of educational opportunities which are available to all civilian personnel. All non-sworn employees are urged to make maximum use of these opportunities to increase this knowledge and to develop and perfect new skills as well as to sharpen those already acquired.

    Civilian employees whose tasks require expertise in a specific technological area are also eligible for training at outside institutions which can be arranged through the assistant chief’s office.  

    Supervision Training:

    Once the selection process has resulted in promotion, the department provides training to prepare newly appointed supervisors and unit heads for their added responsibilities. Dependent upon the level of supervision or management involved, an attempt is made to familiarize individuals with problems which they may face and to assist them in developing suitable responses to those problems.

    Specialized Training:

    To prepare employees for new assignments, the department provides specialized training in those areas where a need has developed. Such schools have as their goal the development of specialized skills and knowledge within the frame of a police generalist.

    Supervisors as Teachers:

    The on-going training of working employees is the responsibility of their supervisors. Supervisors are expected to be familiar with the mechanics of the learning process and to routinely apply them in their supervisory tasks.

    Participation of Unit Heads and Staff Officers in Formal Training:

    It is important to assure that department policy is disseminated as accurately as possible, and to allow the department and its employees to benefit from the experience, knowledge and attitudes of commanding and staff officers at a policy-making level. Therefore, it is desirable that such officers participate in the formal training process to the greatest extent possible.

    Detached Duty for Advanced Education or Training:

    The department engages in programs whereby officers are selected to participate in advanced education or training programs as part of their assigned duty. The selection process for such courses is designed to choose the most qualified while at the same time assuring the department receives the value of the individual’s acquired knowledge.

    Encouragement to Further Education:

    In fulfilling its commitment to provide professional police service, the department encourages all employees to further their education to the highest level possible. Therefore consistent with its basic responsibilities, the department cooperates with employees as staffing would allow to arranging duty schedules and assignments, to facilitate and encourage such individual effort.  The department values advanced education and encourages all employees to pursue advanced degrees, especially if they are interested in seeking promotion.

     

    Revised May 31, 2019

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    Law enforcement professionalism is enhanced when officers perform only those tasks where there is an identified need for police knowledge and skills. To this end, the department employs civilians in those positions where there is no such demonstrated need. In addition to releasing officers for more traditional tasks, the use of civilians makes it possible to hire employees for their specialized skills, resulting in greater efficiency.

    (See General Order 193.17: Budgeting)

    Revised July 1, 2011

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    The budgetary process is required by the city charter and is an essential planning tool which enables the department to organize its financial resources in an objective-directed effort to derive the maximum return for the tax dollars expended.

    Unit heads communicate their organizational needs by means of budget requests. Such requests should be limited to those items which are necessary to continue the present standard of service, materially improve the standard of service, or reduce the cost of service. It is the responsibility of unit heads to weigh their needs carefully and to present budget estimates which incorporate reasonable and economically sound requests. If an item is requested on the basis that it will improve the standard of service, the justification should show conclusively that this objective will be reached and that the cost of the item will be returned in some concrete manner, such as the rendering of decidedly superior service to the public or by an actual saving of money over a period of time. During the preparation of annual budget requests, unit heads shall review each specialized assignment in current practice under their command to decide on its continuation. This review should include an evaluation of the initial problem or condition that required implementation of the specialized assignment and a cost-benefit analysis of the specialized assignment.

    The City of Saint Paul operates from a budget developed annually. As part of the development of the budget, goals and objectives are established by the department to guide the expenditure of authorized funds.

    Revised July 1, 2011

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    Accountability:

    Supervisors are accountable for the performance of employees under their immediate control.

    Delegation of Duties:

    A supervisor may delegate to subordinates appropriate portions of responsibilities, together with equivalent authority; but may not relinquish overall responsibility for results or any portion of accountability.

    Direction of Subordinates:

    A supervisor shall allocate resources and direction of subordinates necessary to the accomplishment of department objectives. S/he shall analyze and evaluate the personality, temperament traits, and capabilities of each subordinate in order to realize from every employee the maximum degree of service commensurate with abilities and limitations.

    Training of Subordinates:

    Supervisors shall mentor and coach employees and help facilitate training needs of their employees. Training shall be considered the process of aiding employees to gain effectiveness in their present or future assignments through the development of appropriate habits of thought, action, skill, knowledge, and attitude. Supervisors shall maintain an appropriate, professional, relationship with all subordinates.

    Guidance of Subordinates:

    A supervisor shall take a personal interest in the welfare and problems of subordinates and shall be available to employees seeking guidance and counseling. S/he shall give appropriate advice and personal instructions to immediate subordinates for the development of current duties, administrative, investigative and supervisory skills.

    Performance Evaluation:

    A supervisor shall be responsible for the appraisal and analysis of the work and accomplishment of subordinates. Such evaluation shall be based on continuous observation and inspection and shall consider personal traits as well as duty requirements.

    Supervisory Reports:

    Supervisory reports shall be made in a prompt and effective manner. All pertinent facts shall be incorporated, and the welfare of the department shall be of primary consideration. Supervisors shall reflect the feeling of subordinates to supervisors by permitting information to flow up, as well as down, the chain of command.

    Techniques of Supervision:

    A supervisor must frequently allocate resources and provide directives and orders to ensure that proper police operations are conducted. This must be done firmly with expeditious cooperation to critical police situations. A supervisor shall make use of a variety of supervisory techniques such as the following to promote satisfactory supervisor-subordinate relationships:

    • Inspiration: The ideals and objectives of public service in the police field shall be developed, exemplified and modeled by the conduct and actions of supervisors. The department goals and objectives should be paramount for guidance.
    • Explanation: Department policies and objectives shall be presented to employees. Supervisors shall adopt an attitude of guiding employees by sound logic and clear thinking, rather than by arbitrary orders and commands and shall strive for willing response and cooperation from subordinates.
    • Encouragement: Supervisors shall be aware that recognition of good work is an indispensable need in the employees relationship with the department and shall make certain that meritorious acts and accomplishments are rewarded, either by personal encouragement and praise, or by formal commendation.

    Revised July 1, 2011

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    Since emergency situations occur without warning, and their duration is often brief, officers must frequently make critical decisions without benefit of on-the-scene direction. In most police operations we will use principles of unified command. Unified command gives coherence to the police task and directs the energies of the department into an organized effort.  Proper supervision is essential to maintain a professional level of competence in law enforcement operations.

    Supervision in Field Operations:

    The department is an organization with an assignment of responsibility and accountability throughout the rank structure. To the degree that a senior officer is responsible and accountable for the performance of junior officers, s/he must be granted commensurate authority in order to properly discharge supervisory responsibility. Field supervision begins with the senior officer of the department, and it is upon them that the primary burden of training and supervising less experienced officers is placed. A field sergeant is the first level of full-time supervision, and it is a primary responsibility to guide, train, direct and motivate those over whom s/he has control.

    Command Responsibility at Police Situations:

    Command of department resources at a police situation rests with the highest ranking officer or the assigned designated officer. Such person has the authority to direct the operation and is responsible for its outcome. A senior command officer may make suggestions. However, s/he may not actively direct the operation unless s/he properly relieves the subordinate of command by so informing the highest ranking officer that s/he has been relieved of the assignment. Restoration of active command may be re-delegated by informing a subordinate s/he is again in command. A senior officer at an emergency scene who does not choose to take command may be held accountable for unfavorable developments which s/he could have prevented by assuming control.

    Inter-Unit Field Situation:

    In the event of particular units requesting assistance of another unit the requesting unit supervisors shall take command (i.e., burglary requesting the assistance of special investigations unit personnel -- burglary supervisors shall be in command).

    Inter-Division Field Situations:

    In the event of units of different divisions working on a field situation, the requesting unit shall maintain supervisory responsibility, except in situations where the special weapons and tactics (S.W.A.T.) team, bomb squad, or the forensic services unit has been summoned. In those circumstances the commands above shall assume supervisory responsibility for their portion of the field situation. Once the need for above commands is complete, the requesting unit shall resume supervisory responsibility. 

    Crime Scene Investigations:

    In the event an investigator is called to a crime scene, the investigator will assume responsibility for the scene and associated activities. S/he may delegate tasks as s/he sees fit.

    Revised May 16, 2013

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    It is the policy of the department, at all levels, to delegate to its personnel authority commensurate with assigned responsibilities. Conversely, each employee is accountable for the use of delegated authority.

    Revised June 28, 1995

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200.00 Management Rules and Regulations

This general order contains the elements of existing rules and regulations necessary to the administration and managerial functions of the department.

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    This order sets forth procedures for the definition, origination, processing, and distribution of departmental orders. Its purpose is to establish controls to eliminate contradictory and ambiguous orders and prevent duplication of existing orders.

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    Orders of the chief of police shall be titled general orders, special orders, and emergency orders. They may issue other orders, written or oral, which are lawful and do not fall within the definitions herein stated.

    Orders issued by the division deputy chief, section or unit heads shall be titled division orders, section orders and unit orders.

    A division deputy chief, section or unit head may issue a directive on their command level as long as it does not conflict with department directives. Ordinarily, when more than one division is affected, directives should be issued by the chief of police.

     

    Revised May 30, 2019

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    General Order:

    A written order of the chief of police applicable to all department personnel establishing policies, procedures, rules, and regulations which continues in effect until revoked by a subsequent revision. The department manual is a compilation of the general orders. The form is the equivalent to the signature of the chief of police.

    Special Order:

    A written order signed by the chief of police, applicable to all department personnel, establishing a policy or procedure on a single subject, which continue in effect for a specific period of time, and are temporary in nature. When the length of time is not specified, it becomes inoperative with the passing of the situation or incident which caused its issuance.

    Emergency Order:

    An urgent order of the chief of police or their named designee, necessary to meet an emergency situation. Such order may be transmitted orally, by telephone or radio, provided that it is written as soon as practicable. In any case, it will not have force and effect for more than 72 hours from the time issued.

    Division Order:

    A written order, signed by a division assistant chief who may issue orders to personnel within her/his command, provided such orders do not conflict with rules and regulations, manuals or orders of the chief of police and do not affect members of the department outside her/his command.

    Unit Order:

    A written order signed by the unit head which is not in conflict with rules and regulations, manuals, orders of the chief of police, or the division commander and do not affect members of the department outside of her/his immediate command.

     

    Revised May 22, 2019

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    General orders are described in the department manual. Special orders and emergency orders shall bear a title, number, date of issuance, and effective date.

    Special order forms shall have an expiration date. They shall also show references to rules and regulations, or previous orders which are to be amended, supplemented, canceled or otherwise affected.

    The number identification will contain the year, type designation, and order number. (Example: 08-S-14). This would indicate that this is a special order, the 14th issued in 2008. General orders are published under different format and procedures.

    See General Orders 020.00 through 053.00:

    020.00

    Department Manual Established

    030.00

    Organization of the Department Manual

    040.00

    Numbering System Used in the Department Manual

    041.00

    Indexing and Format

    051.00

    Department Manual Copies Issued To

    052.00

    Department Manual -- Control Unit

    053.00

    Department Manual -- Revisions or Additions

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    Requests for orders may originate with division and unit heads, and shall be submitted in writing to the chief of police. Requests for orders shall contain a statement of the problem requiring an order, the requested dates of effect and expiration, references to any existing orders that will be affected, and the signature of the officer making the request.

    Revised July 1, 2011

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    Authority:

    The chief of police is empowered to issue, modify or approve department directives. division, section and unit heads are authorized to issue directives on their command level which affect only personnel subordinate to the issuing authority and which are not in conflict with department level general orders unless otherwise directed by the chief of police.

    Request of Chief of Police:

    The Research and Development unit shall research and prepare in suitable form all general orders to be issued by the chief of police, issue a title and order number and prepare a list of conflicting orders which should be rescinded.

    Publication of Orders:

    Copies of approved general orders shall be distributed by the Research and Development unit. All orders shall be distributed on email and no order shall be published as an order of the chief of police unless signed by her/him or a named designee.

    Distribution and Filing of Orders:

    Copies of all general orders shall be distributed to all department personnel. (See General Order 053.00: Department Manual – Revisions or Additions)

    Special and emergency orders are available to all personnel.

    Division and unit orders shall be issued to members of the command and maintained at the discretion of the commanders.

    Revised April 20, 2018

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    The daily bulletin, email, and intranet shall contain announcements, notices, and other material of general interest to the department. The records unit manages the daily bulletin while research and development, technology and the Public Information Officer are in charge of the intranet. Approval of items for inclusion in the bulletin and intranet is the responsibility of the chief of police, or their designee.  

    Revised May 30, 2019

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    The department utilizes an information instrument identified as ‘Here’s the Story.’ This format will be utilized only by the chief of police and only in instances where the information to be conveyed is not a training issue. Here’s the Story’ will be issued to all sworn personnel and affected civilian personnel through department email according to Training Bulletin 08-1: Electronic Distribution of Policy Changes, News, and Other Department Materials to Employees.  All are responsible for acceptance, knowing and following information forwarded in a ‘Here’s the Story.’ Distribution will be the responsibility of research and development.

    The process for recommendation of a Here’s the Story will follow the same order as a policy change recommendation as described in G.O. 53.

    All Here’s the Story will be published on the Intranet.

    Memorandum: Memos may be issued by any department supervisor and are generally published to transmit information and does not reflect policy. In some instances, however, the nature of the information may constitute an order and, as such, are official and binding. These official orders must be lawful and comply with existing policy and procedure. All such memorandums are to be initialed by the writer.

     Revised April 20, 2018

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    Training bulletins will be issued to all sworn personnel and affected civilian personnel by the research and development unit. Bulletins are issued by email. Personnel will be responsible for the contents of the information. 

    The process for recommendation of a Training Bulletin will follow the same order as a policy change recommendation as described in G.O. 53.

    The Research and Development unit shall maintain a file of all training bulletins. All Training Bulletins will be posted on the Intranet.

    Revised April 20, 2018

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    It is the responsibility of all department personnel to assist in the maintenance of department orders and training bulletins. Suggestions for updating, cancellations, revisions or new orders or bulletins should be made whenever an employee notes a change that will affect the standing orders and bulletins. Procedural changes, policy adjustments or new information received by employees should be directed via the appropriate chain of command to the chief of police for inclusion in new or revised orders and bulletins. The process for such recommendations is described under G.O.53.

     

    Revised April 24, 2018

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    The control unit for all department forms is the Saint Paul Police Department Research and Development Unit, with the assistance of the technology unit, which will:

    • Assist personnel in the preparation of new forms and revision of current forms.
    • Assist in establishing and drafting procedures for the use of all departmental forms.
    • Assign PM numbers to new forms.
    • Assist units in evaluating the format and use of forms affecting their operation, so that the fullest potential is realized from the forms in current use.
    • Expunge forms when they become obsolete.

    Any request for the printing of forms will be approved by the research and development commander prior to printing. To obtain approval, forward a copy of the proposed form to research and development unit with an explanation of the proposed form. Research and Development will assign the form a PM number, if appropriate.

    When a current form is revised the same process applies.

    The research and development unit will evaluate the form submitted and consult with personnel from all units who will be affected by the new or revised form. The research and development unit will submit a recommendation to the appropriate deputy chief for final approval. All forms that are approved for use within the department will be controlled by the research and development unit which will periodically reevaluate all department forms.

    PM Numbers: All forms originating within the department will be assigned a PM number.

    Revised April 24, 2018

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    (See Training Bulletin 08-1: Electronic Distribution of Policy Changes, News, and Other Department Materials to All Employees)

    All employees of the police department, sworn and civilian are required to maintain an email account for various communications. All employees are required to check their email account daily when working and having access to a department computer to be informed of new policies, procedures, bulletins, or other information relevant to the operation of the department.

    Changes to the department’s manual, here’s the story, training bulletins and other related materials will be distributed department personnel electronically using email. This information will be sent to all employees through the email system and it will be required that the employee to read all such the documents. The opening of said email is an official agreement that the employee has read the attached materials, understands, and will abide by the information they have been given.

    The mandatory business card contains email information and it is likely employees will receive email messages from those with whom they have provided police service. All employees are required to review such email messages and respond/reply within 24hrs of the review of the message. 

    Revised March 27, 2018

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    The Saint Paul Police Department has a long tradition of upholding a meticulous and purposeful uniform appearance.  This personal appearance policy is not only for the safety of the officers, but also to project a professional and positive image to the public.  Employees shall be well-groomed and exhibit a business appearance while conducting and performing official duties. 
     
    This department general order pertaining to appearance will apply to all officers with the exception of those engaged in actual, ongoing undercover work and authorized by the division deputy chief.    

     

    Officers must be in compliance with the Personal Appearance policy during any off-duty or overtime employment, regardless of their primary assignment.  

     

    The following will provide reasonable guidelines for sworn personnel relating to personal appearance and grooming in the areas listed below. 
     
     Hairstyle and Grooming Standards:

         1. All employees will keep their hair clean, neatly trimmed, and well-groomed.  Employees’ hair shall always present a professional               image.  The length and/or bulk of the hair will not be excessive or present a ragged, unkempt, or extreme appearance.  The bulk or           length of hair must not interfere with officer safety or with the normal wear of standard police headgear.  Haircuts or styles                           presenting an “unusual appearance” that detracts from a professional and business image are prohibited.  

         2. Dyed, tinted or bleached hair must be within a naturally occurring color range and must be professional in appearance.  This would           not include colors such as pink, blue, purple, or green.

         3. Wigs or hairpieces which conform to this policy are permitted, as long as they are neat, clean, and natural in appearance.  

         4. No decorations or ornaments may be worn in the hair.  Items used to hold hair in place will be concealed as much as possible and             not overt in color or design. 
     

    Beards, sideburns, and mustaches:  

    Beards and goatees are not permitted.

         1. Mustaches are permitted, but the face will otherwise be clean shaven. If a mustache is worn, it shall be neatly trimmed and shall               not extend below the corners of the mouth.

         2. Sideburns shall be neatly trimmed and extend in a clean-shaved, horizontal line.  Sideburns will not extend downward beyond the             bottom of the earlobe and shall not protrude forward more than one inch from the front of the ear.  
     
    Cosmetics, grooming, and tattoos:

         1. Makeup/cosmetics may be worn by female employees but shall not detract from a neat, professional appearance.  It should present           as subdued and natural in appearance.

         2. Fingernails will be neatly manicured and must not extend to a length that jeopardizes officer safety or firearm use.  Nail polish is                 permitted.

         3. Branding, intentional scarring, or any form of intentional mutilation; to include objects inserted under the skin, and split or forked                 tongue, are also prohibited.  

         4. Tattoos:  Tattoos that may be considered racist, sexist, gang related, obscene or sexually explicit, vulgar, indecent, extremist,                     prejudicial, anti-American, antisocial, or prejudicial to the good of the order, discipline, or morale must not be visible at any time.                The chief of police or designee will make the final determination as to what is or is not offensive.  Tattoos on the neck, face, head, or          scalp are prohibited.  Tattoos not prohibited in this section are permissible and do not require covering while on duty. 
     
     Jewelry:

    Employees may wear jewelry that is clean, neat, and of a professional style and appearance consistent with assignment and job duties. Jewelry that presents a safety hazard is not allowed.   
     
         1. A watch, or an equivalent way to detect time, is required.

         2. A medical alert bracelet may be worn.

         3. Rings may be worn, no more than two on each hand.

         4. Neck jewelry must be worn underneath the shirt collar and not be visible

         5. Earrings:  One set, post or stud type only, are permitted.  Earrings shall not extend below the bottom of the ear lobe or have loose             or dangling parts.  Plugs (used to enlarge the piercing holes in the ear lobes) are prohibited.

         6. Body piercing:  No tongue studs or visible body piercing shall be worn, other than described in #5 (earrings) above.

         7. No dental accessories (tooth jewelry) shall be worn unless deemed necessary by a medical or dental professional.    
     
    • Any exceptions to the above sections will be considered on a case by case basis and must be approved by the Chief of Police or              his/her designee.  This would include temporary exceptions for special assignments or details. 
     
    It is the responsibility of all supervisors to ensure the grooming and personal appearance standards are upheld.  Supervisors should be conducting informal inspections on a daily basis to ensure compliance.    
     
     
    Updated February 17, 2021 

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    The Saint Paul Police Department is a uniformed organization.  Properly wearing the uniform enhances the department’s public image, and fosters individual officer pride, self-esteem, and professionalism.  All sworn members of the department will wear the designated uniform of the day while on duty. 

    Exceptions:

    • Chief of Police

    • Assistant Chiefs

    • Deputy Chiefs

    • Personnel with a designated non-uniformed assignment, as authorized by the Chief of Police or designee

    • Command staff, for a specific temporary assignment or detail

    • Officer of any rank, for a specific temporary assignment or detail, when authorized by the applicable commander

    • Maternity uniforms: Approved maternity uniforms/ clothing will be worn by pregnant officers if their standard uniform no longer fits properly.

      Uniform Rules-General:
      Individual officers are responsible for the maintenance and upkeep of their uniform items.  Uniforms will be neat, clean, and in good repair at all times.  Uniforms will be inspected periodically to ensure conformity with general orders.

      First-line supervisors shall be responsible for the appearance of those officers within their span of control.  It is also the responsibility of all police supervisors, regardless of their assignment, to address and correct any observed uniform or appearance related deficiency of a subordinate.

      Role and Responsibilities:

      The Deputy Chief of Operations is responsible for compliance with the city ordinance and union contract with regard to purchasing of uniforms.  Therefore, any requests for changes to the uniform or unit specific uniform/attire must be routed through the office of the Deputy Chief of Operations.   No change may be implemented prior to approval.  The policy and uniform guide must be updated to reflect the change prior the wearing of the new attire.

      The rules and regulations will establish standard, designate uniform items and delineate how, where, when and by whom the uniform shall be worn. (See Saint Paul Administrative Code 35.01 - 35.08 & 36.01 – 36.05 and G.O. 202.09) 

      Revised August 24, 2018

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    202.03 Uniform Classes and Rules

     

     

    Revised January 27, 2021

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    The Chief of Police or designee may authorize certain assignments to operate in a non-uniformed capacity. The appropriate class of non-uniformed attire will depend upon both the officer’s current assignment and the officer’s current duties/details related to that assignment. 

    The Deputy Chief of Operations is responsible for compliance with the city ordinance and union contract with regard to purchasing of uniforms. Therefore, any requests for changes to the uniform or unit-specific uniform/attire must be routed through the Office of the Deputy Chief of Operations. No change may be implemented prior to approval by the Chief or their designee. The appropriate policy and Uniform Guide must be updated to reflect the change prior the wearing of the new attire.

    Non-Uniformed Classes:

    Business Professional:

    • Business professional attire includes, but is not limited to suits, sport coats, dress pants, dress skirts, collared dress shirts and dress shoes.

    • Any deviation from the above may be temporarily authorized by the Assistant Chief.

      “Raid” Gear:

      Designated SPPD raid shirt and/or jacket:

    • Navy blue

    • Gold, screen-printed or embroidered badge

    • Gold, screen-printed “St. Paul Police” on front

    • Gold, screen-printed “St. Paul Police” on back

    • Department patches on both shoulders

    • BDU-style pants, navy blue

    • Black boots

    • Bullet-resistant body armor

    • Body Worn Camera (BWC)

      To maintain uniformity in the appearance of raid gear, all items must be purchased from the approved uniform vendor as identified by the Office of the Deputy Chief of Operations.

      Temporary Tactical:

    • Temporary tactical attire is to be used in operations such as the execution of a search warrant or arrest of a suspect.

    • Officers operating in Temporary Tactical attire will add a raid shirt and/or raid jacket to their present attire. The raid shirt and/or jacket must adhere to the “Raid” Gear regulations listed above.

    • [Redacted]

    • [Redacted]

    • [Redacted]

    [Redacted]

    • [Redacted]

    • [Redacted]

    Non Uniformed Task Dependent

    [Redacted]

    • Business professional

    • “Raid” gear

    • Temporary tactical

    • [Redacted]

    • [Redacted]

    Commanders may authorize any non-uniformed officer to temporarily wear the class D uniform for details that may be especially dirty or labor intensive.

    Other Rules:

    All non-uniformed officers will be equipped with the following:

    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]

    Body Armor and Body Worn Camera

    • [Redacted]
    • [Redacted]
    • [Redacted]
    • [Redacted]

    Revised May 22, 2019

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    All department personnel who dispose of uniforms will remove the Saint Paul Police patch from both sleeves prior to throwing the uniform out. All department personnel will also cut out any name that has been permanently sewn into the item.

    Revised February 19, 2002

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    There is an established fund which will be used to satisfy claims of officers who, during their course of duty, incur damage to their equipment, requiring repair or replacement of th eitem. In submitting a claim, the following procedures will be used:

    The officer sustaining damage will submit a report, or copy of the incident report, in which the item was damaged to the head of the Saint Paul Police Department Human Resources Unit. The report must contain the name and address of the party causing the damage for billing.

    • If the item is available from the contract uniform supplier and if the item is damaged beyond repair, the human resources unit head will provide a “chit” to the officer authorizing replacement by the uniform supplier. Chits must be submitted to the uniform supplier within 30 days of receiving the chit from Human Resources.

    • If the item is not available from the contract uniform supplier, the human resources unit head with city attorney approval may authorize the officer to repair or replace the item and submit the original bill to the human resources unit for reimbursement. Some items may need to also have assistant chief’s approval for reimbursement.

    • The fund will not be used for reimbursement to officers for dry cleaning costs unless otherwise stated in another section of the manual.

    Saint Paul Administrative Code 35.08

    The fund includes restitution for other unspecified damaged items. “For items of wearing apparel and accessories, including wristwatches and eyeglasses, not specified in this chapter, but required or reasonably anticipated to be worn by police officers in the performance of their duties, there shall be restitution to the officers of the value of the replacement of such wearing apparel and accessories, including wristwatches and eyeglasses, providing the wearing apparel and accessories, including wristwatches and eyeglasses are damaged in the course and scope of the officer’s employment. Any claim for restitution must be made to the chief of police and upon their recommendation, may be approved for payment by the city attorney.”

     

    Revised May 30, 2019

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    On the first day of January of each year, officers authorized to use clothing allowance will receive a credit amount as established by the Saint Paul City Ordinance.  The allowance will be accumulated from one year to the next. Allowance is not transferrable between officers.

    Officers separating from the department will have their current year’s clothing allowance adjusted as follows: officers will receive full credit for each month employed during the current year.  They will receive full credit for the month in which they separate from the department when employed at least 15 days in the month.

    Officers purchasing authorized items on the uniform list must obtain them from the current uniform contract holder.  The receipt will be signed at the time of purchase of the item(s) and left with the contractor.

    Flashlights are limited to two per year, and binoculars are limited to one per year. Knives/Multi-tools are limited to two per year and limited to $200 total per year. Only the approved folding knives and multi-tools may be purchased. These items must be purchased from the uniform contract holder. 

    Procedures for purchasing items not available through the contract vender are as follows:

    • The officer will make the purchase of the approved clothing items from a metro area vendor only (online purchases of clothing are not authorized). The original detailed receipt, with the officer’s name and assignment written on it, must be submitted to the executive assistant to the deputy chief of operations.
    • Only those items on the approved list or items that have been approved prior to purchase by the deputy chief of operations will be allowable for reimbursement.  Exceptions to this policy may be made for extraordinary reasons with prior approval by the deputy chief of operations.  

    Allowable items:

    • Athletic apparel(including shoes)Limit $200.00 peryear

    • Dress shoes or boots Limit $200.00 per year

    • Court clothing: One suit/dress outfit per year for uniformed

    • Items not eligible for reimbursement:

    If you’re unsure if an item qualifies for reimbursement, call the executive assistant to the deputy chief of operations at 651-266-5500 before purchasing. 

    The deputy chief of operations is responsible for compliance with the city ordinance and union contract with regard to purchasing of uniforms.  Therefore, any requests for changes to the uniform or unit specific uniform/attire must be routed through the office of the deputy chief of operations.   No change may be implemented prior to approval by the chief or their designee.  The policy and uniform guide must be updated to reflect the change prior the wearing of the new attire.

     

    Revised May 30, 2019

     

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    Officers while on plainclothes duty, shall carry the following department issued or authorized equipment:

    •  Badge, identification card, [redacted].
    •  [Redacted].
    •  Plainclothes officer must have access to department uniform and/or authorized "raid gear" when involved in tactical operations.

    [Redacted].

    Revised July 1, 2011

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    In the event personnel are transferred from a plainclothes assignment to a uniformed assignment and they have not been assigned to a uniformed position during the preceding two years, the department will purchase the following uniform items:

    •  4 uniform shirts depending on assignment and season.
    •  2 uniform trousers of your choice.
    •  1 uniform jacket, depending on the season.
    •  1 summer or winter cap, depending on the season.
    •  2 ties.

    Personnel will only be reimbursed for the amount which exceeds the balance of their clothing allowance at time of transfer.

    Exceptions to this general order may only be made by the chief of police.

    Revised July 1, 2011

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    Policy:

    The safety of all personnel employed by the department of police is of paramount importance to the department administration. One area of concern is the ready identification of non-uniformed officers by fellow uniformed officers in event of a major police action. A second area of concern is the safety of in-building personnel in that there is a need for identification of all non-uniformed police personnel (sworn and non-sworn) within the building.

    Procedures:

    Authorized identification badges in the police building shall consist of the following:

    •  Police badge - sworn personnel.
    •  ID card - all department personnel and authorized vendors.
    •  Visitors tag - all others.

    Clips have been issued with each ID card to enable plainclothes employees to properly display the card on their outer garment.

    •  All sworn and non-sworn personnel will display their ID cards or badge as described above, during that time they are within the department of police building, whether on or off-duty.
    •  Unless specifically directed otherwise by the chief of police or an assistant chief, non-uniformed officers will display their ID cards or badge as described above whenever engaged in any major police action.
    •  Unless specifically directed otherwise by the chief of police or an assistant chief, uniformed permanent custodial staff are not required to display their ID cards as described above, but must have their ID card on their person at all times while on-duty.
    •  Whenever a police ID card is lost or destroyed, a general report explaining the details of the loss or destruction must be submitted before a new card will be issued.
    •  Whenever a police ID card is stolen, such fact should be mentioned in the body of the report submitted. If taken in an out of city offense, a general report explaining the details and the fact that the offense was reported to the police of jurisdiction must be submitted.
    •  Non-access IDs can be produced for sworn employees when they complete the Non-Access ID Form. A fee will be deducted from the employees uniform allowance for the card.
    •  Worn or mutilated police ID cards must be surrendered to the Saint Paul Police Department Human Resources Unit employees for replacement.
    •  New police ID cards will be issued by the human resources unit in the event of a title change, name change or if a new chief of police is appointed.
    •  All requests for new IDs will be accompanied by a completed identification card information form.
    • The human resources unit will photograph and issue ID cards to all personnel including newly hired or promoted employees. Any copies of the photos will be retained by the human resources unit. Access will be provided to department personnel on a need to know basis.
    •  Police ID cards are the property of the Saint Paul Police Department. All old ID cards are to be turned in to the human resources unit for destruction. When a police employee retires, the employee will be issued a new ID marked with retiree.  Non-sworn employees that retire from the police department will be eligible for a retiree card.

    Police ID cards will be turned in to the human resources unit by employees granted leaves of absence of 30 days or more and upon separation of employment.

    All ID cards issued to contractors, other city employees (e.g., city attorney) and all others must be returned to the human resources unit at the end of their assignment.

    Revised July 1, 2011

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    Saint Paul Police Department policies provide for the use of two types of business cards by its employees. All Saint Paul Police Department sworn personnel must obtain and use the mandatory business cards.

    Use of Mandatory Traffic/CN:

    The Saint Paul Police Department is committed to having all of its officers identify themselves by name to the people they serve. To provide this identification, the Saint Paul Police Department will facilitate the use of traffic/CN cards by every officer. All officers must obtain and carry city-approved and printed cards. The primary response officer on scene, and any other officer as requested, will be required to provide their mandatory card during any of the following situations:

    • When anyone asks for the officer's name, badge number or card.
    • At all traffic stops.
    • To any identified victim or complainant at all calls for service.

    The only exception to honoring a citizen’s request for an officer’s business card is as follows:

    • SPPD officers deployed as a part of a formal Mobile Field Force (MFF) operation are exempt from producing a business card when asked. This exemption will only be granted when the incident Commander has deployed officers in a MFF capacity. This exemption is granted not to conceal an officer’s identity but because officers are trained as a part of a MFF not to individually interact with the public during a MFF detail. However, the department requires all MFF personnel be identified by their badge number on the front and rear of their helmets.

    It is the responsibility of all supervisory personnel to ensure that officers acquire, carry, and employ the cards while performing duties of a police officer. The back of the card shall contain the following statement, "If you have a comment or concern about the service you have received, you may report it to the Saint Paul Police Department, the Police and Civilian Internal Affairs Review Commission or one of the organizations listed below: Organizations on this list have agreed to function as community complaint centers for the Saint Paul Police Department."

    Each officer may be issued 1,000 mandatory traffic/CN cards per year. Officers who need additional cards during the year will request them through the office of the assistant chief. Mandatory cards will be provided at the city's expense.

    Optional Personalized Business Cards:

    In addition to the mandatory traffic/CN cards described above, all employees have the option of having personalized business cards. This card does not replace the mandatory card. Only the mandatory card must be used in the situations described above. Officers may use only the card printed by the city and authorized by the chief of police.

    The purpose of the personalized card is to provide an easy means of identification for a person who will have a need to reach department personnel at some future time. The card bears the Saint Paul Police badge logo with department identification and information regarding name, rank, telephone number, unit, etc., preprinted on the card. Sworn officer’s cards will be charged to the officer’s clothing allowance.  All other employee’s cards will be charged to the unit’s budget with approval by the unit commander. Orders for personalized cards are taken through the office of the assistant chief.

    There are separate forms for traffic/CN cards and for personalized business cards. Both can be found on the department intranet web site.

    Only cards described above may be used by department personnel unless authorized by the chief of police.

    Revised May 16, 2017

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    Employees must follow the terms for work hours breaks, and leave set out in their applicable collective bargaining agreement.

     

    Revised July 27, 2017

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    The department has a responsibility to ensure the safety of special events within the city. To do so, the department may assign or mandate overtime for special events as authorized by the chief of police or designee.

    Sworn personnel may need to meet specific qualifications determined by the chief of their designee to be considered for an overtime special event position. These qualifications will be noted on the overtime posting and only those meeting the qualifications will receive the assignment.

    Except where otherwise indicated, as used in this policy the term “officer” includes sworn personnel of all ranks.

    Posting

    The department will make every attempt to pre-post overtime opportunities for special events so that officers can volunteer for assignment.

    Notification

    As events are identified, the events will be posted in the overtime scheduling system, normally a month prior to the event. Late scheduled events will also be posted in the overtime scheduling system.

    When events are posted, officers registered in the overtime scheduling system will receive a system notification as selected by the employee.

    Volunteering for Shifts and Assignment

    Officers who are registered in the overtime scheduling system may volunteer for any posted overtime shift for which they are qualified. Qualification may be based on rank or previous service to a same or similar assignment.

    Officers are not eligible to volunteer if the following circumstances exist:

    • While on administrative-only duty, sick leave, paid parental leave, light duty, injured on-duty status, during mandatory leave following a critical incident or whose job duties are restricted due to an order of a physician.

    • While attending the Saint Paul Police Department Recruit Academy.

    • While on suspension, administrative leave, executive loan, or leave of absence.

    • Employees who use more than 100 hours of sick leave in any calendar year, commencing on January first of each year (not including FMLA, an accommodation from human resources, birth of a child, or absence due to major medical reasons).

    • Other just or reasonable cause as determined by a supervisor, command officer, or chief of police.

    The inspections unit will schedule overtime shifts for special events according to the department’s established procedure using the overtime scheduling system.

    The department will assign positions to volunteers first. If enough officers have not volunteered for an event, the department may open shifts to sergeants, depending on the event.

    Required Overtime / Call Back

    If special event overtime shifts are not filled by officers or supervisors who have volunteered for the event, sworn personnel will be mandated to fill the positions. 

    Mandated officers will come from one of two sources: (1) on-duty personnel who are mandated to start early or held over after shift, and (2) officers on RDO who are mandated for shifts based on reverse seniority (lowest senior officer not previously mandated). 

    Officers who have been required to work mandatory overtime will not be assigned another mandatory overtime shift until all officers of the same rank have been assigned to a mandatory overtime shift.

    Officers skipped due to on-duty status will be the first up for the next instance of mandated event overtime.

    The reverse seniority mandate will reset on January 1 of each calendar year. 

    Officers who are required to work mandatory overtime will be given notice before they will be required to work non-emergency overtime. Mandatory overtime will be compensated according to general order 207.00.

    Paid Leave

    • Officers will not be ordered to work non-emergency overtime assignments while they are on paid leave.
    • Regularly scheduled days off are not considered paid leave unless paid leave is taken before and after those days (bracketed).
    • If an officer takes a minimum of seven days off in a row (including regular scheduled days off) the regular days off are considered part of a paid leave bracket and the officer cannot be forced to work non-emergency overtime assignments.

    Officers cannot take paid leave to work overtime assignments.

    Failure to Report

    • If a supervisor or officer cannot work an assigned special event, they must notify the inspections unit and another supervisor or officer will be identified for the event.Inspections will attempt to fill the vacant overtime slot with a supervisor or officer who previously volunteered for the position following the procedures of this general policy.
    • Officers who fail to report for a special event or are late will be considered absent without leave and are subject to disciplinary action.

    Supervision for Special Events

    The special event supervisor (may be a supervisor designated for the event or a district supervisor) is responsible for addressing problems that may arise, supervising police responses, and ensuring that all officers are provided with instructions for their assignment and that all designated assignments for the event are covered, and handling complains or problems.  Complaints can also be forwarded to the inspections unit sergeant. 

    The contact person usually is the person in charge of the event and is aware of and special needs or concerns regarding the event. The event organizer will be responsible to run the event according to the city permits granted and city policy/procedures.  The officer(s) are there to assist staff persons to run a safe and orderly event and enforce violations of law; officers should not get involved in enforcing event rules or values. 

    Special Event Start and End Procedures

    The special event supervisor will determine the end of tour (EOT) time.

    Issued April 19, 2019

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    Ordinarily, supervisors will plan work so that it can be completed during regular working hours. However, employees may occasionally be required to work overtime. Employees who work overtime will be compensated by being paid or by receiving time off in compliance with their collective bargaining agreement. All overtime must be approved by the employee’s supervisor.

    Overtime for sworn personnel is authorized if:

    Required:

    • Delay may enable the escape of an offender.
    • A delay would cause the loss of evidence.
    • An immediate written report is necessary for an ongoing investigation activity.
    • In a supervisor’s judgment, the officers involved are best able to bring a case to a conclusion by a continued work effort.

    Special Events:

    • Officers are assigned to a special event (general order 206.00).

    Court:

    • Off-duty appearance is required.
    • Court extends beyond regular tour of duty.

    To Eliminate Inconvenience to Officers Who Are Required to Appear at City and County Attorney’s Offices During Off-Duty Time, the Following Procedures Will Be Used:

    • Before and after appearing for court, employees must stop at the city attorney's office or in the case of juvenile court at the Ramsey County Juvenile Detention Center, and punch in and out on the TASS time clock.

    • If the TASS clock is not working, please contact Police Human Resources.Employees should then complete an overtime request so that they get paid for their time in court.

    • Overtime requests for standby time shall be submitted to the employee’s supervisor for approval. Employees should deliver their court notice/subpoena to their supervisor as supporting documentation for standby.

      Overtime requests must be submitted within the pay period it is earned.  Employees are responsible to submit their own overtime requests in TASS.  In unusual circumstances (illness, injury, etc.), the supervisor may complete an overtime request for the employee.

      Employees will be compensated in accordance with their collective bargaining agreement.

      Officers are responsible for initiating and maintaining a personal record of their earned overtime. Submitting duplicate overtime requests is a violation and may result in discipline. Overtime that is submitted in TASS or via punching for court can be verified under “My Document History” under the admin tab in TASS.

         Overtime for Court or Call-Back:

      (See General Order 453.00: Court Notification Procedures)

      Sworn Personnel: Overtime for court appearances/callback is accumulated under the following circumstances at the following rates:

    • Four Hours -- Court Time/Call Back:

      Employees required to appear during scheduled off-duty time will be compensated at the rate of 1.5 times the employee's normal hourly rate for hours worked with a minimum of four hours at the employee's normal hourly rate. The minimum of four hours shall not apply when such court time is an extension of or an early report to a scheduled shift. Overtime activities (court, meetings, etc.) that are continuous, or overlap, shall be considered as one callback with overtime computed from the start of the first activity to the end of the last. Overtime requests are to be submitted to the immediate supervisor for approval. If an employee uses the TASS clock for punching, the time will automatically be submitted on their timecard and they do not need to complete an overtime request.

    • Two Hours -- Standby:

      An employee required to be on standby for a court appearance during scheduled off-duty time will be compensated for a minimum of two hours based on the employee's normal hourly rate for such day they are required to standby, but such compensation shall not apply where the employee is called to court for an appearance on the case subject to the standby request or for any other case. The two hour minimum compensation for standby shall not apply if notification is given that the standby is canceled prior to 1800 hours of the preceding day. Unless notified to the contrary, standby status shall continue for a maximum of two consecutive days, at which time the employee shall contact the appropriate city or county trial lawyer by 1600 hours the day following initiation of standby status, who will continue or cancel standby status as required. If subpoenaed by a plaintiff’s attorney, defense attorney, or the public defender, you must first notify the city or county attorney that you have been subpoenaed by the defense or plaintiff. (See General Order 235.00: Data Practices). Standby will not be granted on a day when an employee is compensated for any court appearance. You shall not submit more than one overtime request per day for “standby” regardless of how many cases you are on standby for. You shall not submit an overtime request for “standby” on a day when you are earning overtime because of a court appearance and/or are being paid by the department in any other manner during the standby hours.

    • Notification

    Standby must be requested by a prosecuting attorney or representative of the city or county attorney’s office. Officers may not place themselves or any other officer into the standby status.

    Compensation Time:

    Officers will be paid for overtime earned over 100 hours. An error will be generated in TASS if an employee submits an overtime request for hours to be banked and they have already banked 100 hours.  The overtime request must then be changed to pay in order to receive the pay.  Compensation time off can be taken with the approval of the officer’s supervisor.

    Revised April 19, 2019

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    In the event an officer becomes aware of a police requirement beyond contractual agreements between the private employer and employee, s/he may request regular police assistance and/or assist as needed. Should an officer assist at these scenes, s/he will not be eligible for overtime unless s/he can make the distinction that the incident is separate from her/his off-duty job, and that her/his personal and immediate involvement in the incident was required.

    Criteria for Getting Overtime Will Be:

    •  The officer is not receiving pay from her/his employer at the same time.
    •  The incident required immediate response of the off-duty officer.
    •  Since the officer is not being "called back", the four-hour minimum does not apply. Time and 1/2 for the actual hours worked will be credited.

    Revised September 27, 2004

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    Vacation will be granted according to the employee’s collective bargaining agreement. All time off requires the approval of the unit commander to ensure sufficient staffing and facilitate equitable access to vacation days for all personnel.

    Civilian Employees:

    Effective December 17, 2011, civilian employees will no longer be able to borrow vacation time against future accruals.  Only vacation already earned maybe used.

    Vacation Time Carry-Over:

    The amount of vacation time an employee is allowed to transfer to the subsequent year is covered by their collective bargaining agreement.  Transfers of any hours over the amount specified by the employee’s collective bargaining agreement must have the prior approval of the chief of police or his or her designee. Any carried-over vacation hours must be used by March 31 of the subsequent year.

     

    Revised July 27, 2017

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    Employees will be given time off and/or overtime pay each year for holidays according to their collective bargaining agreement. The ten holidays are:

    • New Year’s Day

    • Martin Luther King Day

    • President’s Day

    • Memorial Day

    • Independence Day

    • Labor Day

    • Veteran’s Day

    • Thanksgiving Day

    • Day after Thanksgiving

    • Christmas Day

    When an employee is scheduled to work on a holiday but the employee is ill or injured, holiday time will be used.

    Effective January 1st, 2015, all employees that are members of the police federation will be given a bank of 80 hours of holiday time on January 1st each year.

    Utilization of Holidays by federation members:

    • All “non-essential” employees are expected to be off and marked holiday on their timecard for all paid holidays. In order for a “non-essential” employee to work on a holiday they must have prior approval from their Unit Commander.
    • All employees considered essential and required to work on a holiday (ex. Patrol) will utilize their holiday time as follows:
      • 40 hours of holiday must be used between January 1 – June 30
      • 40 hours of holiday must be used between July 1 – December 31
    • Each employee is expected to know when the 40 hours of holiday time that they are allotted during a given six month period has been reached.
    • Supervisors are expected to monitor the employees they supervise to make sure they are not exceeding their holiday usage.

     

    Revised July 27, 2017

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    The City of Saint Paul is self-insured for worker's compensation insurance as set forth under the State of Minnesota's Department of Labor and Industry. If you are injured in the course and scope of your employment, as defined by statute, you will receive benefits as defined by state law. Workers' compensation claims are handled by staff from the Risk management division in the City of Saint Paul Office of Human Resources.

    All injuries must be reported, however minor in scope, regardless of whether medical attention was received. 

    The Injured Employee Must:

    • Complete the Employee's Safety Report within 24 hours of the injury, or before the end of your shift, whichever comes first. This completed form is to be submitted to the employee’s supervisor.

    • Obtain a CorVel managed care ID card from your supervisor if you are seeking medical attention.This card has the billing address where all workers compensation medical bills should be mailed.You may also contact CorVel at 612-436-2500 or 877-703-4241.

    • The preferred clinic for workers compensation injuries is:

    Health Partners Saint Paul Clinic
    205 South Wabasha Street

    Saint Paul, MN  55107
    Appointment line 952-883-6999 or Clinic Number 651-293-8100

    Regular Hours are Monday to Friday 8 a.m. to 5 p.m.

    Urgent Care Hours: Monday to Friday 5pm to 9pm

    Saturday:  9 a.m. to 5 p.m.

    Sunday:  12 p.m. to 5 p.m.

    • If an emergency or regular clinic/urgent care after hours, report to:

      Regions Hospital – Emergency Room
      640 Jackson Street
      651-254-3456

      24 hours a day / 7 days a week

    • An employee may choose to not use Health Partners Urgent Care. A complete list of all CorVel providers is available from Risk Management at 651-266-6500, or you can call CorVel. You may use your own doctor only if you have seen that doctor twice within the past two years.

      General Reminders:

    • You must seek medical attention and obtain work ability / off work slip for the first day of lost time in order to have any lost time considered for workers compensation payments.

    • All medical documentation needs to be submitted to the Saint Paul Police Department Human Resources Unit, or your claim and/or days off from work may be denied.

    • All tests or procedures must be pre-approved by CorVel at 612-436-2500.

    • If you receive a medical bill sent to your home, do not ignore it – it means that your medical provider has not billed workers compensation – and the bill has not been processed.Bring it to Police Human Resources Unit, or send it to Risk Management or mail it to CorVel immediately.Failure to do so could result in non-payment and have adverse effects on your credit rating

    • If you have any questions concerning a claim, payment, or medical bills related to your injury, contact risk management/worker's compensation, Room 300 City Hall Annex; Call 651-266-6500 or fax 651-266-8886.

      The Injured Employee's Supervisor Must:

    • Complete the State of Minnesota Workers Compensation Form titled “First Report of Injury” within 24 hours after the injury or by the end of shift.  Submit this form to the Police Human Resources Unit.  It is very important to complete this form promptly so the department avoids being fined.

    • Complete a City’s supervisor’s report titled “Supervisor’s Safety Report” within 24 hours after the injury or aggravation or by the end of shift. Submit this form to the Police Human Resources Unit.

    • Maintain communications with the injured employee while they are off of work.

    • Ensure the employee’s reports are filled out and submitted promptly to the Police Human Resources Unit along with any medical documentation from the injury.

    • Ensure that the employee provides updated medical documentation on their work status/restrictions.

    • If the employee returns from their injury with restrictions, an Employee Accommodation request form should be completed.  The Commander/Unit Head should sign off under internal use only unless there are questions/concerns about the request.

    • The following must be reported to OSHA:

    • Fatalities within 8 hours of knowledge of death

    • Inpatient Hospitalizations within 24 hours of learning about them. The numbers to call are 651-284-5050 during the business day; after hours is 1-800-321-6742.

      NOTE:  Please also notify police human resources if there is a fatality or overnight hospitalization.

    Failure to follow these procedures will result in monetary fines to the department and may result in denial of your claim.

     

    Revised May 30, 2019

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    Purpose:

    The purpose of this general order is to establish procedures that will ensure the proper support and emotional care for an officers family following a line-of-duty death.

    Policy:

    It is the policy of the Saint Paul Police Department to provide liaison assistance to the immediate survivors of any member who dies in the line-of-duty. This assistance will be when a line-of-duty death occurs while the officer was performing a police-related function, either on or off duty, and while the officer was an active member of the department. The chief of police may institute certain parts of this order for cases of an officers natural death. The department will also provide a clarification and comprehensive study of survivor benefits as well as other tangible and intangible emotional support during this traumatic period of readjustment for the surviving family. Funeral arrangements of the deceased officer are to be decided by the family, with their wishes taking precedence over the department.

    Discussion:

    Coordination of events following the line-of-duty death of a police officer is an extremely important and complex responsibility. Professionalism and compassion must be exhibited at all times as an obligation to the officers survivors and to the law enforcement community. In order to provide the best possible services and support for the officers family, specific tasks may be assigned to selected members of the department. Their titles are:

    •  Notification officer
    •  Hospital liaison officer
    •  Family liaison officer
    •  Department liaison officer
    •  Benefits coordinator

    An explanation of each of these responsibilities is contained in the Line-of-Duty Death, Policy and Protocol Manual. An officer may be called upon to perform more than one role.

    Revised July 1, 2011

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    If you are called upon or volunteer to serve in the nation’s armed forces, you will be given military leave. This means that you will be reinstated to your job if you apply for reinstatement within 90 days after your military service is terminated. You must apply for this leave with the Saint Paul Police Department Human Resources Unit at least five days prior to such leave.

    The time that you spend in service will be counted the same as though spent in city employment in determining seniority, promotion rights, or salary increases.

    Military Training Leave: If you belong to the National Guard or to the Reserve Unit of the Armed Forces, you will be permitted to take a leave of absence not to exceed 15 days, with pay during the ordered annual training period. This will not affect your vacation benefits for the year. You must contact city payroll with a copy of signed orders and notify your supervisor no less than five days prior to taking the military training leave.

    Military differential may apply if deployed. Contact City Payroll for more information.

    (See Minnesota Statute 352.27, Credit for Break in Service to Provide Uniformed Service and Article 13 of the Saint Paul Police Federation Collective Bargaining Agreement and General Order 252.10: Military Deployment)

     

    Revised August 3, 2017

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    Leave of absence from duty shall in no case be granted to an officer or employee who has been in the service of the city for less than three months immediately preceding their time or leave, except in case of absence on the grounds of sickness, disability or urgent necessity, in which case application for leave shall be accompanied by such proof of the same as the City of Saint Paul Office of Human Resources Director may require.

    The head of the department may grant leave of absence from regular duty to an officer or employee who has been in the service of the city more than three months provided, however, that no leave of absence, whether granted, extended or continued, shall exceed one year.

    Leaves of absence without pay are granted primarily for the benefit of the City of Saint Paul and its several departments, and not for the mere convenience of the employee.

    The head of the department shall grant leave of absence without pay to enable an officer or employee to take in the city service an elective or appointed position exempt from the classified service. Such leave may be granted for a period extending over the time of actual and continuous service in such position or positions. At the termination of the elective or exempt service, such officer or employee shall be reinstated to the classified service in their former position or in a position in the same class and grade as the position held by her/him at the time of appointment or elective to the exempt office subject to the existence of a vacancy; and provided further, that such reinstatement shall be without loss of seniority.

    The head of the department shall grant leave of absence because of disability or injury received in the performance of duty not due to the negligence of the officer or employee for the period they are receiving compensation payments from the city for temporary partial disability or temporary total disability.

    A parental leave of absence without pay shall be granted for up to one year for employees who request such leave in conjunction with the birth or adoption date of a child. Such leave may be extended an additional 12 months by mutual agreement between the employee and the employer.

    Employees granted leaves of absence of 30 days or more shall turn the following property in to the Saint Paul Police Department Human Resources and Inspection units prior to taking leave: badge and wreath; handgun, and ID card.  

    The following will be the process for approval/denial involving leave of absence requests:

    1. The employee shall obtain a Request for Leave Of Absence Form from the police human resources unit.

    2. The employee shall forward the completed form(s) to the chief of police for action.

    3. The Chief, as appointing officer, may/shall grant the leave of absence in accordance with Civil Service Rule 19, and shall report all such approval requests to the City of Saint Paul Office of Human Resources by signing the Leave of Absence Form.

    4. The affected employee shall be notified of the approval/denial by the Chief or their designee.

       

      Revised May 22, 2019

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    Family and Medical Leave Policy:

    In accordance with the Family and Medical Leave Act (FMLA), the City of Saint Paul will grant job protected unpaid family and medical leave to eligible male or female employees for up to 12 weeks per 12 month period for any one or more of the following reasons:

    • Birth, adoption or foster placement.

    • To care for an immediate family member (spouse, child, or parent) of the employee if such immediate family member has a serious health condition.

    • Employee’s own serious health condition which makes the employee unable to perform the functions of her/his job.

      Coverage and Eligibility:

      To be eligible for family/medical leave an employee must have worked for the City of Saint Paul for at least 12 months, and must have worked at least 1,250 hours over the previous 12 month period.

      Intermittent or reduced Leave:

      If “medically necessary,” due to the serious medical condition of the employee, or that of the employee’s spouse, child, or parent, leave may be taken on an intermittent schedule. If leave is requested on this basis, however, the employee may be required to transfer temporarily to an alternative position with equivalent pay and benefits which better accommodates recurring periods of absence or a part-time schedule.

      “Medically necessary” means there must be a medical need for the leave and that the leave can best be accomplished through an intermittent or reduced leave schedule.

      For part-time employees and those who work variable hours, the family and medical leave entitlement is calculated on a pro rata basis. A weekly average of the hours worked over the 12 weeks prior to be used for calculating the employee’s normal workweek.

      Other Leave Time Must Be Used First:

      FMLA does not provide employees with pay during leave. Employees using FMLA for the birth, adoption or placement in foster care of a child will receive paid parental leave in accordance with the Paid Parental Leave Policy.  Employees may use short term disability (if eligible). Employees are required to use accrued sick, compensatory time and vacation in the following order:

    1. Sick leave (as allowed by applicable bargaining unit agreement and/or applicable policies) until the available accrued sick leave balance is depleted to 40 hours,
    2. Compensatory time,
    3. Vacation time until the available accrued vacation balance is depleted to 40 hours. 

    All time in excess of 5 days of sick and/or vacation, including all compensatory time must be used in the order stated above.

    If an employee is enrolled in short term disability their pay will be coordinated with the short   term disability vendor so that it does not exceed 100% of their gross pay.

    An employee may request unpaid leave provided it does not exceed the maximum FMLA entitlement period.

    It is the employee’s responsibility to communicate with his or her supervisor and payroll how they would like to use paid time available to them while on FMLA leave.

    All types of leave, whether paid or unpaid, taken for a reason covered by FMLA will run concurrent with FMLA leave

    Employees should confer with either city employee benefits or police human resources to coordinate their time, benefits and documentation.

    Job Protection:

    If the employee returns to work following the approved family/medical leave period, s/he will be reinstated to her/his former position or equivalent position with equivalent pay, benefits, status and authority.

    The employee’s restoration rights are the same as they would have been had the employee not been on leave thus, if the employee’s position would have been eliminated or the employee would have been terminated but for the leave, the employee would not have the right to be reinstated upon return from leave.

    If the employee fails to return within 12 weeks following a family/medical leave, the employee will be reinstated to her/his same or similar position, only if available, in accordance with applicable laws. If the employee’s same or similar position is not available, the employee may be terminated.

    Benefits Coverage:

    An employee granted a leave under this policy will continue to be covered under the City’s group health insurance plan, life insurance plan and long-term disability plan under the same conditions as coverage would have been provided if the employee had been continuously employed during the leave period.

    Employee contributions will continue to be deducted from their paycheck as long as they are receiving pay through sick, vacation, compensatory time and/or paid parental leave. Should an employee exhaust all paid time off the employee will be billed by the benefits administrator. Employee contribution amounts are subject to any change in rates that occurs while the employee is on leave. If an employee’s contribution is not paid by the due date on the bill the employee’s coverage will lapse.  

    An employee is not entitled to seniority or benefit accrual (such as vacation and sick leave) during periods of unpaid leave, but will not lose anything accrued prior to leave.

     

    Revised August 3, 2017

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    The City of Saint Paul offers paid parental leave to eligible employees due to the birth of an employee’s child or placement within an employee’s home of an adopted child. This leave will run concurrently with leave under the Family and Medical Leave Act (FMLA). 

    To be eligible for paid parental leave, an employee must be employed for at least 12 months and have worked a minimum of 1250 hours during the 12 month period prior to the leave.

    An eligible employee who is the birthing mother will receive up to four continuous weeks of pay. All other eligible parents will receive up to two continuous weeks of pay. Paid parental leave is in addition to, and not a replacement for, any other leave for which an employee is eligible.

    Vacation and sick leave benefits will continue to accrue during the period of paid parental leave. The City will continue to pay its share of the cost of an eligible employee’s group health insurance during a paid parental leave. The eligible employee’s share of the premium will be deducted from the eligible employee’s pay in accordance with normal practices.

    Paid parental leave must be utilized within twelve weeks following the birth or adoption of a child.

    Employees should confer with police human resources to coordinate time, benefits and documentation for this type of leave

    August 3, 2017

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    If an employee is unable to report for duty, they are expected to notify their supervisor within a 1/2 hour after the time they are scheduled to begin work; however, employees should attempt to notify their supervisors as soon as possible that they will not be able to work their shift.

    No sick leave shall be granted unless the employee reports to their supervisor the necessity for the absence no later than one-half hour after their regularly scheduled time to report for work, unless they can show to the satisfaction of the department head that the failure to report was excusable.

    Any employee who has accumulated sick leave credits shall be granted leave with pay, for such period of time as the head of the department deems necessary in accordance with the collective bargaining contract. The department will not consider substituting vacation hours for persons without any sick leave, unless they actually have some vacation time accrued.

    In no case shall such leave with pay be granted in anticipation of any future accumulation. An employee shall be paid under the provisions of this paragraph only for the number of days for which they would normally have been paid if they had not been on sick leave.

    The word “sickness”, as it occurs in this section, shall be understood to mean bodily disease or affliction except as hereinafter stated, when such disease or affliction is in fact disabling and shall include any ailment or condition due to bodily injury, but shall not be construed to include any ailment or condition due in whole or in part to habitual or intemperate use of alcohol or narcotics. Alcoholic addiction may be recognized as sickness while the employee is under medical care and treatment for such addiction, provided that no employee shall be granted sick leave with pay for alcoholic addiction more than twice. Narcotic addiction resulting from the administering of narcotics by order of a physician in connection with an affliction or disability may be recognized as sickness while the employee is under medical care and treatment for such addiction. Mental affliction may be recognized as sickness when it takes a form as a disease by the medical profession and afflicted employee is under medical care and treatment for such affliction. Maternity leave will be granted in accordance with the collective bargaining agreement.

    An employee who does not return to work on the eighth calendar day, due to their own sickness or injury, must submit a sick certificate. A sample certificate is available from the police human resources, or it can be written on a doctor’s letterhead. It is the supervisor’s responsibility to see that this certificate/letterhead is completed and submitted to police human resources.

    An employee who uses three or more sick days for a child, family or household member must submit a sick certificate. A sample certificate is available from police human resources, or it can be written on a doctor’s letterhead. It is the supervisor’s responsibility to see that this certificate/letterhead is completed and submitted to police human resources.

    Effective August 1, 2013, the Minnesota Parenting Leave Act permits employees to use their employer-provided sick time for “an illness of or injury to the employee’s child…adult child, spouse, sibling, parent, grandparent, or stepparent.” Under the new law, employers may limit the use of an employee’s personal sick leave benefits for relatives to no less than 160 hours in any 12-month period. However, this limit does not apply to absences due to the sickness or injury of a minor child.

    Effective May 12, 2014, the Women’s Economic Security Act permits employees to use their employer-provided sick time for an illness or injury to the employee’s mother-in-law, father-in-law, and grandchild. The City may limit the use of an employee’s personal sick leave benefits for relatives to no less than 160 hours in any 12-month period. However, this limit does not apply to absences due to the sickness or injury of a minor child.

    Effective January 1, 2017, the City of Saint Paul implemented an Earned Sick and Safe leave policy. The first 48 hours that someone uses in a calendar year is considered earned safe and sick time, regardless of the reason why the sick time was used. After 48 hours are used, the rules revert back to regular sick time usage. Earned sick and safe time can be used for the following reasons:

    • Care for oneself
    • Care for a family member (family member is much broader than other policies; basically, it can be used for anyone in the family or anyone who is “close” like family)
    • Domestic violence or personal safety issues
    • Care for a family member whose school or place of care is closed by a public official due to toxins, hazards, etc
    • Care for a family member whose school or place of care has been closed due to inclement weather (snow days) or other unexpected closure (day care provider is sick)

    If an employee is unable to work because of sickness for a period of 30 or more calendar days, they may be required to submit a certificate from your physician attesting to your recovery and mental and physical ability to resume your duties before you may return to work.

    A supervisor may require such a doctor’s certificate or at any time during an employee’s illness. All such certificates shall be forwarded to the Police Human Resources Unit.

    Where an employee is unable to work because of a compensable injury arising out of and in the course of their employment with the city and has used all accumulated sick leave to which they are entitled and is still incapacitated as a result of such injury, the council may, by resolution, authorize additional leave of absence granted with pay for such disability and for such period of time as the council may determine, not to exceed 65 working days during any 12 month period.

    Sick leave without pay may be granted for a period up to but not to exceed two years. A leave of absence form must be completed for approval by the chief of police.

    Employees should confer with police human resources for coordination of their time and benefits for a leave that is anticipated to be longer than one week.

     

    Revised May 22, 2019

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    Employees shall be granted time off for bereavement in accordance with their collective bargaining contract.

    Revised July 1, 2011

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    Absence from duty without leave, or failure to report after leave has expired or has been disapproved or revoked and canceled by the chief of police, shall be deemed a resignation of the employee on such leave, or cause for their discharge, provided, however, that if the officer or employee so charged shall show to the satisfaction of the chief of police that such absence or failure to report was excusable, the chief of police may then permit their reinstatement.

    Revised May 22, 2019

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    Employees must be allowed time off, with pay, to vote. State law allows for time to travel to the polling place, cast a vote and return to work. Employees are required to notify their supervisor, in advance of Election Day, of their request for paid time off to vote. The employee will work with the supervisor to find a mutually acceptable time during the day to afford the employee this right. The request for time off should reasonably allow for an employee to get to their designated polling place, vote and return to work. If an employee chooses to vote on their way to work, travel time prior to voting will not be paid, but voting time and travel to work will be paid. If an employee does not return to work after voting, travel time after voting will not be paid.

    (See Minnesota Statute 204C.04: Employees; time off to vote)

    Revised August 10, 2017

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    Formal grievance procedures are available to all employees as specified on the City of Saint Paul Labor Relations website. Employees who are members of the certified bargaining units recognized by the city may have alternative procedures available to them as specified in their particular labor agreements.

     

    Revised August 10, 2017

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    A Policy against Discrimination, Violence, Harassment, and Offensive Behavior in the Workplace:

    It is the policy of the City of Saint Paul to maintain a respectful work and public service environment. The City of Saint Paul will maintain a work and public service environment free from discrimination, violence, harassment, and offensive behavior. The City of Saint Paul will not tolerate retaliation or intimidation directed toward anyone who makes a complaint or participates in an investigation under this policy. The City of Saint Paul will not tolerate such behavior by or toward any employee or officer. Any employee or officer of the City of Saint Paul who engages in such behavior is subject to consequences, up to an including termination.

    DEFINITIONS

    Discriminatory behavior includes inappropriate remarks about or conduct related to an employee’s race, color, creed, religion, national origin, disability, sex, marital status, age, sexual orientation, gender identity, status with regard to public assistance, Veteran’s status, or any other reason protected by local, state, or federal law, ordinance or regulation.

    Violent behavior includes the use of physical force, harassment, intimidation, or abuse of power or authority when the impact is used to control by causing pain, fear or hurt.  Violent behavior also includes verbal abuse and/or acts, words, comments, or conditions that would lead a person to reasonably believe a violent act could occur. 

    Harassing behavior includes words or conduct that is severe or pervasive, and that a reasonable person would find abusive. 

    Offensive behavior includes words or conduct that a reasonable person would find reprehensible, although the conduct is neither severe nor pervasive.  

    Other behavior prohibited by this policy also includes requests to engage in illegal, immoral or unethical conduct. 

    Conduct includes acts and the dissemination or display of discriminatory, violent, harassing or offensive material at work, at work-related functions, or in work vehicles, computers, lockers, cubicles, emails, other written or electronic documents, and other work locations or functions. It also includes the dissemination or display of such material if it is located on an employee’s personal equipment, like PDAs and cellphones, if that material is displayed or disseminated at work. Words and conduct prohibited by this policy can include discriminatory, harassing or offensive:

    • Remarks, slurs, epithets, or jokes;

    • Material displayed or disseminated in pictures, posters, cartoons or written or electronic communications, including emails, websites, social media posts, texts, and all other forms of communication; or

    • Impeding movement, blocking, or intimidating conduct and acts.

      Sexual Harassment. One specific kind of discriminatory and offensive behavior is sexual harassment.  Sexual harassment, which can consist of a wide range of unwanted and unwelcome sexually-directed behavior, is defined as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:

      Submitting to the conduct is made either explicitly or implicitly a term or condition of an individual’s employment or of obtaining public services;

    • Submitting to or rejecting the conduct is used as the basis for an employment decision affecting an individual’s employment or the delivery of public services; or

    • Such conduct has the purpose or results of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive work or public service environment.

      Behavior prohibited by this policy can include unwanted or unwelcome:

    • Sexual remarks, jokes, slurs or compliments;

    • Sexual innuendo or propositions;

    • Sexually-suggestive facial expressions, leering or ogling;

    • Display or dissemination of sexually oriented material in pictures, posters, cartoons or written or electronic communications, including emails, websites, social media posts, texts, and all other forms of communication;

    • Kissing, touching, or other sexual physical contact; or

    • Impeding movement, blocking, or intimidating conduct and acts.

      All sexually harassing behaviors prohibited by this policy have not been explicitly covered herein. The examples used are for illustrative purposes and are not meant to be all-inclusive.

      Retaliation is the commission of an adverse action towards an employee who has either filed a complaint against or participated in an investigation of a complaint by one against whom a complaint was filed.  Retaliation can be blatant or it can be subtle.

      Intimidation is behavior that induces fear in another person through threats, insults, badgering, bullying or aggressive behavior.

       (All behaviors prohibited by this policy have not been explicitly covered herein. The definitions used are for illustrative purposes and are not meant to be all inclusive.)

      Any person who feels he or she is being subjected to discriminatory, violent or offensive behavior of any kind may feel free to object to the behavior and shall report the behavior to their supervisor or to the Human Resources Director as soon as possible. In the case of violent behavior the incident must be reported immediately after the incident. An employee that feels they have been subjected to such conduct by a non-employee third-party, such as a vendor or members of the general public, should report the conduct in the same manner.

    Any supervisor who receives a discriminatory, violent or offensive behavior complaint or who has reason to believe that such behavior is occurring shall report these concerns to their department or office director or to the Human Resources Director.

    A supervisor should not make an independent determination as to the validity of a complaint. A supervisor who fails to report the concerns as provided for in this paragraph is subject to consequences, up to and including termination of employment.

    NOTE:  For employees of the Police Department, Internal Affairs will investigate the claim and may require assistance from the City Human Resources Director (see General Order 219.00)

    It is a violation of this policy to report a malicious or knowingly false claim.

    All complaints of discriminatory, violent, harassing, or offensive behavior, retaliation, intimidation, or filing a false or malicious claim will be investigated promptly, fairly and completely. The facts shall determine the response to each complaint. Each situation will be handled as discreetly as possible consistent with applicable law. 

    The City of St. Paul will take prompt and effective remedial action to resolve complaints under this policy. The City of St. Paul may take immediate steps, at its discretion, to protect the complainant, other employees, or members of the public pending the completion of the investigation. Resolution of complaints can include, but is not limited to, an apology, transfer, direction to stop the offensive behavior, counseling or training, verbal or written warning, suspension with or without pay or termination of employment. In the event that offensive behavior recurs, it should immediately be reported to their department or office director or to the director and progressive discipline should be applied.

    Employees should understand that this policy applies to each and every employee and official of the City of Saint Paul, including the Mayor, City Council, and members of boards and commissions. The City of Saint Paul will not tolerate retaliation or intimidation directed towards anyone who makes a complaint.

    The foregoing is a statement of policy and is not intended by the City of Saint Paul to create a contract. The City of Saint Paul reserves the unilateral right to amend, rescind, and otherwise modify the foregoing policy.

    Revised September 1, 2017

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    EPIC (Ethical Policing Is Courageous) is a peer intervention project undertaken by the Saint Paul Police Department.  All officers, regardless of rank, will be trained with the ideals and tools of EPIC. 
    DEFINITIONS:
    Intervention refers to an officer taking action to prevent another officer, regardless of rank, from actions of misconduct, or from exercising poor judgement that is likely to lead to misconduct or threaten the wellness of that officer, the community or the reputation of the Saint Paul Police Department. 

    Officer refers to any sworn member of the Saint Paul Police Department, regardless of rank. 

    Retaliation is the commission of an adverse action towards an employee who has been a participant in an EPIC intervention.  Retaliation can be blatant or subtle. 

    EPIC has been adopted and implemented with the purpose of promoting a department-wide culture of high-quality and ethical policing.  EPIC educates, empowers and supports the officers to play a meaningful role in “policing” one another.  EPIC is a peer intervention program that teaches officers how to intervene to stop a wrongful action before it occurs.  EPIC also educates officers to recognize these situations and intercede, regardless of whether or not the incident is already in progress. 

    The development, implementation and training of this program is a crucial component of the department’s continued commitment to provide legitimate and lawful constitutional policing to the public and promote just and ethical behavior.  The EPIC program promotes officer wellness and seeks to foster and build upon the trust between the public and the Saint Paul Police Department.  The Saint Paul Police Department strongly believes in the power of the EPIC program to effect positive change within our department.  As such, the department recognizes the importance of providing a workplace free of retaliation as a result of good faith EPIC intervention. 

    The program serves to support officers who intervene or take action to prevent misconduct or instances of officers exercising poor judgement.  EPIC intervention promotes active bystandership, and may include action to prevent or mitigate any of the following conduct or behavior:
    •    Unsafe behavior and/or bad tactics;
    •    Signs of stress, fatigue, or declining officer wellness;
    •    Cutting corners;
    •    Adverse encounters;
    •    Actions that could discredit the department;
    •    Policy or law violations.

    An intervention may include, but is not limited to:
    •    Taking a primary role at a scene;
    •    Redirection of an officer to other tasks;
    •    Assuming custodial responsibility of a person in custody;
    •    Addressing a personal or professional issue with an officer.

    RETALIATION IS PROHIBITED.  No member of the Saint Paul Police Department shall take any negative action against an officer who upholds the ideals of EPIC by intervening where appropriate, regardless of the rank of involved officers.  It is against department policy to retaliate against a good faith intervention by an officer.  Supervisors will be held accountable for providing a working atmosphere free from retaliation.  
     
    Nothing in this policy is intended to circumvent SPPD G.O. 246.01 Response to Resistance or Aggression Procedure, Duty to Intervene , Responding to Persons in Crisis, and De-Escalation. An intervention does not change the reporting obligation of any member of the department. If an incident is not reportable under 246.01, it does not become reportable after the implementation of EPIC. EPIC is not intended as a means to increase or lessen an officer’s reporting obligation.  

    An attempted and/or accepted intervention shall be considered as a mitigating factor in any consequent discipline proceedings. 

    October 30, 2020

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    Reporting Procedures:

    1. Any Workplace Conduct Violation of an Employee: The City is dedicated to making its work environment free from discrimination, violence, harassment, and offensive behavior. The City’s ability to act promptly and effectively is dependent on timely reports of alleged incidents. Any person who believes they have been subjected to conduct or behavior as defined in General Order 218, or has knowledge of conduct constituting a violation has a responsibility to do one of the following:

      • Take action to stop the violation. While you are not obligated to confront the person, you may choose to speak privately with the person initiating the offending conduct and they may be unaware of its impact upon you. If the conduct stops, you may decide not to report the incident to your supervisor.

      • If you do not wish to speak privately with the individual or if the conduct continues after you have communicated your concerns to the person initiating the conduct, immediately contact your supervisor or your supervisor’s immediate supervisor, as appropriate, or the Deputy Chief of your division, or a member of the staff in the City of Saint Paul Office of Human Resources, or the City Attorney. Relate to them the nature of the conduct; this can be done orally or in written form.

    2. Any Workplace Conduct Violation by a Service Provider: Services on behalf of the public that are provided through a service provider under contract with the City are to remain free from discrimination, violence, harassment, and offensive behavior. Any person who believes they have been subjected to harassment or has knowledge of conduct constituting harassment has a responsibility to do one or both of the following:

      • Take action to stop the violation. While you are not obligated to confront the person, you may choose to speak privately with the person initiating the offending conduct and ask her/him to stop. It is helpful to provide the person with the reasons why you are offended by the conduct, as they may be unaware of its impact upon you. If the conduct stops, you may decide not to report the incident to your supervisor.

      • Any person receiving a service from the City through a service provider under contract with the City who believes they have been subject to a Workplace Conduct Violation can file a complaint of harassment with the City of Saint Paul Human Rights and Equal Economic Opportunity Department.

    3. Other Reporting Options: If you do not wish to use the procedures previously set forth in this section, following is a list of alternative resources:

    Your appropriate bargaining unit’s union representative at the work site.

    Human Rights and Equal Economic Opportunity Department
    15 West Kellogg Boulevard

    280 City Hall / Court House
    Saint Paul, Minnesota 55102
    651-266-8900

    Minnesota Department of Human Rights
    625 Robert St N
    Saint Paul, MN 55155
    651-296-5663

    United States Equal Employment Opportunity Commission
    330 2nd Ave S., Suite 720
    Minneapolis, Minnesota 55401
    612-335-4044

    POLICE DEPARTMENT COMPLAINT PROCEDURES

    The Police Department will investigate workplace conduct complaints for both sworn and non-sworn staff within the Police Department according to the City of Saint Paul Workplace Conduct Policy. City human resources staff may act as a consultant to the assigned investigator. The Police Department will submit a copy of the Incident Form, Investigation Results to HR Director and Three-Month Follow-up Report to City Human Resources. 

     

    Revised May 22, 2019

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    If you are called for jury duty, you will be given a leave of absence with pay for the time you serve. However, you will be expected to come to work during any period of time that you are not assigned to a case. If you are working on a night shift, necessary changes in shift arrangements will be made so that you may serve.

    Daily fees that have been paid to you for serving shall be signed over to the City of Saint Paul and sent to the police fiscal affairs unit. The employee may keep the mileage fee they are paid, provided they did not use a department vehicle for travel between home and court.

    Revised July 1, 2011

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    All employees are required to furnish their actual current place of residence to the Saint Paul Police Department Human Resources Unit and to advise them as soon as there are any changes in address. A residential address must include an accurate street address. A post office box number is not acceptable.

    Revised July 1, 2011

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    To resign in good standing, a two-week notice is required unless there are extenuating circumstances. You must resign in good standing to be considered for reemployment with the city.

    Revised August 17, 2017

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    Employees must refer to their corresponding bargaining contract for more specific information regarding eligibility for severance pay.

    Revised July 1, 2011

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    New civilian hires, police trainees, police graduates, and promotional employees shall be on probation for a period of one year, with the exception of employees covered by the Operating Engineers Collective Bargaining Agreement who serve a six-month probationary period. Police trainees will be on probation during the academy, and then will start a one-year probationary period upon assignment to patrol.  

    An employee may be terminated at any time during the probationary period. Employment will automatically continue unless the chief of police certifies, before the end of the probationary period, that the employee has not performed satisfactorily. Therefore, it is vitally important that supervisors be aware of the deadlines involving a probationary employee who does not perform satisfactorily.  If employment is terminated at the end of the probationary period, and if the probationer is entitled to veteran’s preference in accordance with the Veteran’s Preference Act of the State of Minnesota, they shall be entitled to a hearing as required by law.

    (See Saint Paul Civil Service Rules, 10: Probation)

     

    Revised May 22, 2019

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    Emergency Suspension:

    Any commander or supervisor has the authority to impose emergency suspension until the next business day against a member or employee when it appears that such action is in the best interest of the department. Any person so suspended shall be instructed to report to the office of their division deputy chief, assistant chief or the chief at 0900 hours on the next business day unless circumstances dictate a different course of action. The commanding officer recommending or imposing the suspension will report at the same time. The final department authority and responsibility rests with the chief of police. This procedure provides for immediate disciplinary action against those members who fail to comply with department policies where it is appropriate to take immediate action. Such action shall be imposed by the immediate supervisor or the highest-ranking officer of the unit or member acting in such capacity.

    Procedures:

    The emergency suspension of an employee is limited to suspending the member for that one day without pay.

    Discretion will be exercised in the application of this authority and suspension will normally be resorted to only when the offending member has failed to respond to less drastic methods. Care must always be taken to ensure that critical assignments are not left uncovered as result of a suspension action.

    Progressive disciplinary action would suggest the following measures (greater penalty may be justified, either because of the circumstances or because of the offender’s accumulative record):

    First Instance

    Oral Warning

    Second Instance

    Oral Reprimand

    Third Instance

    Written Reprimand

    Fourth Instance

    Emergency Suspension

     

    In all of the above instances, a regressive calendar will be used.

    Example:

    If an employee reports late to work (unexcused tardiness) on this date (6/21/10), the key element would be how many times were they late over the past year using the current date as the starting point. If it was the first time, they would receive an oral warning. If it was the fourth occurrence, they would receive an emergency suspension and be instructed to report to the assistant chief’s office at 0900 hours on the next business day unless circumstances dictate a different course of action.

    Action under this subdivision will not bar recommendation for a more severe penalty by higher authority when it is felt that such discipline is being used to cover a transgression warranting a more severe penalty or dismissal. If a greater penalty results, any preliminary discipline served will be taken into account in fixing the larger penalty.

    When the highest-ranking officer of the unit imposes emergency suspension under the provisions of this order, they will notify their commander, but they need not notify internal affairs nor obtain a control number. No statement need be taken from the offender.

    When action is taken under this subdivision, a report will be immediately forwarded to the personnel officer.

    Nothing in this subdivision is meant to take away from a supervisor the prerogative of correcting, admonishing or reprimanding a subordinate whenever suspension is not warranted by the nature or circumstances of the incident.

    Revised May 22, 2019

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    The reporting of misconduct and prevention of the escalation of misconduct are areas that demand an employee to exercise courage, integrity, and decisiveness. When an employee who is not a supervisor becomes aware of possible misconduct by another member of this department, the employee shall immediately notify a supervisor. Furthermore, an employee who observes serious misconduct shall take appropriate action to cause the misconduct to immediately cease. The fact that a supervisor is present and not taking appropriate action to stop the misconduct does not relieve other employees present from this obligation.

    An employee’s obligation to report and prevent misconduct begins the moment the employee becomes a member of the Saint Paul Police Department. Police officers, because of their status as peace officers, have an even greater responsibility to report and prevent misconduct. Experience, rank, or tenure are not factors in knowing the difference between right and wrong, and they do not provide an excuse for failing to take appropriate action. Although supervisors are responsible for investigating allegations of misconduct, all department employees are responsible for preventing and reporting misconduct.

    Any employee present and observing an officer(s) using excessive force, or engaging in unlawful conduct, or in violation of the Saint Paul Police Department Rules of Conduct has an affirmative duty to intercede and report.  Failure to intercede and report will result in disciplinary action. 

    The public of The City of Saint Paul expect and deserve employees who possess a high degree of integrity. Any employee who is perceived justifiably or not, to be condoning or concealing misconduct impairs the trust of the public.

    Employees must respect and be aware of their responsibility to freely and truthfully report all acts of misconduct and to act, if necessary, to prevent the escalation of those acts. This is essential if the department is to maintain the trust of the public.

    Updated January 14, 2019

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    (See General Order 304.00: Internal Affairs Unit)

    The Police Civilian Internal Affairs Review Commission (P.C.I.A.R.C.), created under Saint Paul Administrative Code 102, Section 01, is charged with reviewing completed investigations involving allegations of excessive force, inappropriate use of firearms, discrimination as defined in Chapter 183.02 of this code, racial profiling, poor public relations and any other complaints referred to it by the mayor, chief of police or the director of the Department of Human Rights and Equal Economic Opportunity (HREEO).

    The commission has a civilian review coordinator to assist in receiving complaints from the public. This person is employed by the HREEO for the specific purpose of serving as staff to the commission, managing the complaint process and preparing minutes of commission meetings.

    At the conclusion of an investigation, the internal affairs unit submits the completed case file to the P.C.I.A.R.C. for review. The commission makes a recommendation for disposition and discipline to the chief of police following their review. The chief may agree with the commission and take the recommended action. If the chief disagrees with the commission’s action recommendations, the chief shall notify the review coordinator, in writing, of the action they intend to impose.  The review coordinator shall notify the commission chair who shall have five (5) working days to discuss any concerns they may have before any action is finalized.  This provision does not prohibit the chief of police from taking immediate action in any case.  In all matters, the chief of police is the final decision-making authority.

    Once the final disposition has been determined, the internal affairs unit commander will advise the complainant of the case disposition in a written letter.

    Updated February 1, 2019

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    Employees rights as it relates to discipline, hearings, etc., shall be in conformance with employee contracts, civil service rules and regulations, and Minnesota Statute 626.89, Peace Officer Discipline Procedures Act.

    Dismissal Action:

    If an investigation of officer misconduct results in dismissal, the officer will be provided the following information in the dismissal notice.

    •  A statement citing the reason for dismissal.
    •  The effective date of the dismissal.
    •  A statement of the status of fringe and retirement benefits after dismissal.
    •  A statement as to the conduct of the officers employment record relating to the dismissal.

    Revised October 21, 1994

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    Suspension:

    An employee may be suspended without pay for a period not exceeding thirty days. An employee who has been suspended may ask for a review of their suspension by the civil service commission.

    Reduction, Suspension or Discharge:

    An employee may be suspended, reduced in rank or may be discharged for cause. An employee who has civil service status and has completed their probationary period has the right of appeal and a hearing if they are disciplined. If an employee wishes to appeal, they must make a request in writing within five days after they have been notified of the action to the City of Saint Paul Office of Human Resources.

    Cause for Discharge, Reduction, and Suspension Under City of Saint Paul Civil Service Rules Section 16.B:

    The following shall be cause for an employee's discharge, reduction, or suspension from the employee's position:

    1. Conviction for a criminal offense or for a misdemeanor involving immoral conduct; or

    2. Commission of an immoral or criminal act; but if such act is, at the time of the charge being considered, involved in a criminal proceeding before a grand jury or the courts, the employee so charged may request that the investigation be postponed or continued until such time as the criminal proceedings are terminated, and such request shall be granted; provided the employee shall be suspended from duty and provided the employee shall execute a waiver of all right to pay during said postponement; and provided further that the employee may have the hearing or investigation proceed at any time on ten day notice in writing; or

    3. Willful, wanton or culpably negligent brutality or cruelty to a prisoner or a person in custody; provided the act committed was not necessarily or lawfully done in self-defense, or to protect the lives of others or to prevent the escape of a person lawfully in custody accused of felony or gross misdemeanor; or

    4. Willful violation of any of the Civil Service Rules; or

    5. Conduct unbecoming a city employee; or

    6. Violation of any lawful and reasonable official regulation or order or failure to obey any lawful and reasonable direction made and given by the employee's supervisor, where such violation or failure amounts to an act of insubordination or a serious breach of proper discipline resulted, or might be reasonably expected to result in, loss or injury to the city or to the public or prisoners or wards of the city; or

    7. Intoxication on duty; or

    8. Contraction of some infectious disease or ailment or defect which permanently incapacitates the employee for the proper performance of the duties of their position; or

    9. Commission of an act which amounts to an act of insubordination, or to disgraceful conduct, whether such acts were committed while on duty or off duty; or

    10. Wanton offensiveness in language or conduct toward the public or toward city employees; or

    11. Incompetent or inefficient performance of the duties of the employee's position (specific instances to be charged); or

    12. Carelessness or negligence of city property; or

    13. Failure to pay or make reasonable provision for future payment of the employee's debts; or

    14. Use of threat or attempt to use political influence in securing promotion, leave of absence, transfer, change of grade, pay or character of work; or

    15. Direct or indirect solicitation or receipt of any assessment, subscription, or contribution for any political party or political purpose whatsoever; or

    16. Inducement or attempt to induce a city employee to commit an unlawful act or to act in violation of any lawful and reasonable regulation or order; or acceptance of any fee, gift or other valuable in the course of the employee's work or in connection with it, for the employee's personal use from any person, when such fee, gift or other valuable thing is given in the hope or expectation of receiving a favor or better treatment than that accorded other persons; or

    17. Absence from duty without leave contrary to the Civil Service Rules or failure to report after leave of absence has expired or after such leave of absence has been disapproved or revoked or canceled; however, if such absence or failure to report is excusable, the appointing officer and the Civil Service Commission may ignore the charges; or

    18. Any false statements or fraudulent conduct or deception, or connivance with any person in making any false statement, engaging in any fraudulent conduct, or in attempting any deception in any official city business; or

    19. Absence from duty and fraudulent request for leave with pay; or

    20. Any false statement or fraudulent conduct in order to obtain compensation from the city; or assistance of any employee in fraudulently obtaining compensation from the city; or

    21. Any other failure to comply with the provisions of the collective bargaining agreement for the group which includes the employee's title.

    22. Any violation of Minnesota Statute 181.932 which prohibits discharge, discipline, threatening, acts of discrimination, or penalization of an employee regarding the employee's compensation, terms, conditions, location or privileges of employment because:

    23. The employee, or a person acting on behalf of an employee, in good faith, reported a violation or suspected violation of any federal, state, or local law, rules or regulation to an employer, governmental body or law enforcement official;

      • The employee is requested by a public body or office to participate in an investigation, hearing or inquiry; or

      • The employee refuses an order to perform an action they have an objective basis in fact to believe violates any federal, state, or local law, rule or regulation, after the employee informs the employer that is their basis for refusal.

        Revised May 22, 2019

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    This policy is established and implemented in compliance with the Minnesota Peace Officer Standards and Training (POST) Board. This policy defines conduct unbecoming a peace officer and supplements the ethical standards contained in the Saint Paul Police department manual, cites of which have been included for your reference.

    Policy:

    Law enforcement effectiveness depends upon community respect and confidence. Conduct which detracts from this respect and confidence is detrimental to the public interest and should be prohibited. The policy of this department is to investigate circumstances suggesting an officer has engaged in unbecoming conduct, and impose disciplinary action when appropriate.

    Scope:

    This policy applies to all officers of this agency engaged in official duties, whether within or outside of the territorial jurisdiction of this agency. Unless otherwise noted, this policy also applies to off duty conduct as well. Conduct not mentioned under a specific general order, but which violates a general principle is prohibited.

    This policy is organized into eight principles governing conduct unbecoming an officer. Each principle is followed by the rationale explaining the principle and cites where related ethical standards are located in the Saint Paul Police department manual.

    Principle One:

    Peace officers shall conduct themselves, whether on or off duty, in accordance with the Constitution of the United States, the Minnesota Constitution, and all applicable laws, ordinances and rules enacted or established pursuant to legal authority.

    Rationale: Peace officers conduct their duties pursuant to a grant of limited authority from the community. Therefore, officers must understand the laws defining the scope of their enforcement powers. Peace officers may only act in accordance with the powers granted to them. (General Orders: 120.00, 121.00, 150.02, 150.03, 170.01, 408.01, 409.00, 409.08, 418.00, 439.16)

    120.00

    Law Enforcement Code of Ethics

    121.00

    Oath of Office

    150.02

    Conduct Unbecoming an Officer

    150.03

    Respect for Constitutional Rights

    170.01

    Police Action Based on Legal Justification

    408.01

    Arrest Defined

    409.00

    Arrest Procedures

    409.08

    Physical Searches

    418.00

    Informants

    439.16

    Investigations -- Constitutional Compliance

    Principle Two:

    Peace officers shall refrain from any conduct in an official capacity that detracts from the publics faith in the integrity of the criminal justice system.

    Rationale: Community cooperation with the police is a product of its trust that officers will act honestly and with impartiality. The peace officer, as the publics initial contact with the criminal justice system, must act in a manner that instills such trust. (General Orders: 120.00, 150.03, 150.05, 150.07, 160.01, 160.04, 230.07, 230.09, 230.12 (6), 230.12 (18))

    120.00

    Law Enforcement Code of Ethics

    150.03

    Respect for Constitutional Rights

    150.05

    Integrity

    150.07

    Compliance with Lawful Orders

    160.01

    General Provisions

    160.04

    Equality of Enforcement

    230.07

    Immediate Disciplinary Procedures

    230.09

    Employees Duty to Report Misconduct

    230.12 (6)

    Civil Service Rules -- Discipline

    230.12 (18)

    Civil Service Rules -- Discipline

     Principle Three:

    Peace officers shall perform their duties and apply the law impartially and without prejudice or discrimination. Peace officers shall not engage in bias profiling as part of the decision-making process while engaged in the course of their duties. An officer's decision to apply the law shall not be based upon race, color, creed, religion, national origin, sex, marital status, status with regard to public assistance, disability, sexual orientation or age.

    Rationale: Law enforcement effectiveness requires public trust and confidence. Diverse communities must have faith in the fairness and impartiality of their police. Peace officers must refrain from fostering disharmony in their communities based upon diversity, and perform their duties without regard to race, color, creed, religion, national origin, sex, marital status, status with regard to public assistance, disability, sexual orientation or age. (General Orders: 160.01; 160.02; 160.03; 160.04; 230.20 (3))

    160.01

    General Provisions

    160.02

    Individual Dignity

    160.03

    Role of the Individual Officer

    160.04

    Equality of Enforcement

    230.20 (3)

    Department Rules of Conduct

    Principle Four:

    Peace officers shall not, whether on or off duty, exhibit any conduct which discredits themselves or their department or otherwise impairs their ability or that of other officers or the department to provide law enforcement services to the community.

    Rationale: A peace officers ability to perform his or her duties is dependent upon the respect and confidence communities have for the officer and law enforcement officers in general. Peace officers must conduct themselves in a manner consistent with the integrity and trustworthiness expected of them by the public. (120.00; 121.00; 150.02; 150.08; 218.00; 219.00; 230.12; 230.20; 230.30; 307.00; 376.00)

    120.00

    Law Enforcement Code of Ethics

    121.00

    Oath of Office

    150.02

    Conduct Unbecoming an Officer

    150.08

    Use of Intoxicants

    218.00

    Workplace Conduct Policy (Harassment)

    219.00

    Harassment Reporting

    230.12

    Civil Service Rules -- Discipline

    230.20

    Department Rules of Conduct

    230.30

    Drug and Alcohol Screening

    307.00

    Special Investigations Unit (S.I.U.)

    376.00

    Automated Pawn System (APS)

    Principle Five:

    Peace officers shall treat all members of the public courteously and with respect.

    Rationale: Peace officers are the most visible form of local government. Therefore, peace officers must make a positive impression when interacting with the public and each other. (150.06; 160.02; 160.07; 190.02; 230.12 (5), 230.12 (16), 230.12 (20); 304.00)

    150.06

    Courtesy

    160.02

    Individual Dignity

    160.07

    Interpersonal Communication

    190.02

    Violator Contact

    230.12 (5)

    Civil Service Rules -- Discipline

    230.12 (16)

    Civil Service Rules -- Discipline

    230.12 (20)

    Civil Service Rules -- Discipline

    304.00

    Internal Affairs Unit

    Principle Six:

    Peace officers shall not compromise their integrity, or that of their department or profession, by accepting, giving or soliciting any gratuity which could be reasonably interpreted as capable of influencing their official acts or judgments, or by using their status as a peace officer for personal, commercial, or political gain.

    Rationale: For a community to have faith in its peace officers, officers must avoid conduct that does or could cast doubt upon the impartiality of the individual officer or the department. (120.00; 150.02; 150.05; 203.00; 216.00; 230.12 (6), 230.12 (9); 230.12 (16); 230.20 (1), 230.20 (23), 230.20 (26), 230.20 (29); 438.16)

    120.00

    Law Enforcement Code of Ethics

    150.02

    Conduct Unbecoming an Officer

    150.05

    Integrity

    203.00

    Police Department ID Cards

    230.12 (6)

    Civil Service Rules -- Discipline

    230.12 (9)

    Civil Service Rules -- Discipline

    230.12 (16)

    Civil Service Rules -- Discipline

    230.20 (1)

    Department Rules of Conduct

    230.20 (23)

    Department Rules of Conduct

    230.20 (26)

    Department Rules of Conduct

    230.20 (29)

    Department Rules of Conduct

    438.16

    Labor Relations

    This section does not prohibit officers from expressing their views on existing, proposed or pending criminal justice legislation in their official capacity.

    None of these rules shall prevent officers from engaging in the free expression of political speech in their capacitates as private citizens, or the rights of police fraternal or labor organizations to endorse political candidates or express views on political issues or other matters of public concern.

    Principle Seven:

    Peace officers shall not compromise their integrity, or that of their department or profession, by taking or attempting to influence actions when a conflict of interest exists.

    Rationale: For the public to maintain its faith in the integrity and impartiality of peace officers and their departments, officers must avoid taking or influencing official actions where the officers actions would or could conflict with the officers appropriate responsibilities. (120.00; 150.05; 150.11; 180.12; 180.20; 180.21; 230.12 (16); 231.00)

    120.00

    Law Enforcement Code of Ethics

    150.05

    Integrity

    150.11

    Outside Employment

    180.12

    On-Duty, Outside of City, Fully Responsible

    180.20

    Off-Duty, Within City, Fully Responsible

    180.21

    Off-Duty, Outside of City, Limited Police Authority

    230.12 (16)

    Civil Service Rules -- Discipline

    231.00

    Off-Duty Employment

    Principle Eight:

    Peace officers shall observe the confidentiality of information available to them due to their status as peace officers.

    Rationale: Peace officers are entrusted with vast amounts of private and personal information, or access thereto. Peace officers must maintain the confidentiality of such information to protect the privacy of the subjects of that information, and to maintain public faith in the officers and departments commitment to preserving such confidences. (230.20 (16); 230.20 (17); 230.20 (18); 235.00; 418.00)

    230.20 (16)

    Department Rules of Conduct

    230.20 (17)

    Department Rules of Conduct

    230.20 (18)

    Department Rules of Conduct

    235.00

    Data Practices

    418.00

    Informants

    Application: Any disciplinary actions arising from violations of this policy shall be investigated in accordance with Minnesota Statute 626.89, Peace Officer Discipline Procedures Act and the law enforcement agency's policy on allegations of misconduct as required by POST Board Rules, Minnesota . Rules pt. 6700.2000 to 6700.2600.

    Revised April 13, 2012

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    (See General Orders 150.01 through 150.14)

    150.01

    Loyalty

    150.02

    Conduct Unbecoming an Officer

    150.03

    Respect for Constitutional Rights

    150.05

    Integrity

    150.06

    Courtesy

    150.07

    Compliance With Lawful Orders

    150.08

    Use of Intoxicants

    150.09

    Attention to Duty

    150.10

    Financial Obligations

    150.11

    Outside Employment

    150.12

    Employee Grievances

    150.13

    Commendations

    150.14

    Discipline

    Rules of Conduct:

    A member will be held responsible for any act or omission specifically required or prohibited in these and/or other applicable rules or regulations, which in any way is prejudicial to good order or discipline, or reflects upon the good name or reputation of the police department, or adversely affects its interests.

    A member is further charged with the duty to conduct themselves at all times in keeping with the code of ethics, and the policy statements of the chief of police; all activity contrary to this concept, whether or not specifically mentioned or prohibited in these rules, may subject a member to disciplinary action.

    Members shall maintain a loyalty to the department and their associates as is consistent with the law and department rules and regulations.

    Members are strictly charged with establishing and maintaining a high spirit of cooperation within the department.

    The following are acts which are prohibited by members of the Saint Paul Police Department:

    1. Any conduct or action taken to use the official position for personal gain or influence.

    2. Failure to perform a duty imposed by law, Saint Paul City Charter, civil service rules or department of police orders.

    3. Disrespect to or willful maltreatment of any person.

    4. Making a false report, either written or oral.

    5. Drinking alcoholic beverages while on duty or in uniform except when authorized by the chief of police for a specific official assignment, or consume an amount of alcoholic beverage before going on duty that would render the employee unfit for duty or be detectable on the breath of those employees in contact with the public. While on duty or in uniform, enter any tavern or bar, except in performance of police duties, transport, cause or permit to be transported any alcoholic beverages in a police department vehicle or bring, cause to be brought or permit alcoholic beverages into the police buildings, except in the performance of police duties.

    6. Failure to promptly submit a written report to their immediate supervisor with knowledge that any employee, including oneself, is under investigation by another law enforcement agency.

    7. Officers who learn they are the subject of a protective order, regardless of jurisdiction, shall immediately notify their supervisor and provide the department a current and complete copy of the order. (See General Orders 438.12: Restraining Orders438.15: Domestic Abuse Protocol454.01: Restraining Orders Filed Against Officers)

    8. Failure to promptly report to an immediate supervisor any information concerning involvement in any criminal activity or other unlawful acts.

    9. Failure to notify an immediate supervisor of loss of driving privileges.(Executive Order 60:  City of Saint Paul Employee Loss of Driving Privileges.

    10. Failure to obey department orders concerning other employment, occupation or profession. (See General Orders 150.11: Outside Employment and 231.00: Off-Duty Employment)

    11. Failure to follow civil service and department rules and procedures on sick leave and injured on duty.

    12. Failure to provide the department with a current address (house number and street name) and telephone number.

    13. Failure to be prompt for duty assignment, including roll call and court appearance. Employee must report promptly any anticipated absence from duty or that employee will be late reporting for duty to their immediate supervisor.

    14. Being absent from duty without proper authorization, or leaving duty assignment without proper relief, unless so authorized by employee’s supervisor.

    15. Engage in any public statements, interview, activity, deliberation or discussion pertaining to the department which reasonably can be foreseen to impair the successful apprehension of criminals, or the successful solution or prosecution of any criminal cases, or which would impair the discipline and efficiency of the department.

    16. Disseminating, releasing, altering, defacing, removing or personal use of any government data, department record or information concerning police matters except as provided by department orders.

      < > or cause to be communicated directly or indirectly, any information which may enable a person suspected or charged with a crime to escape from arrest or punishment, or that may enable them to dispose of or secret any property unlawfully obtained.

      Recommend any specific professional or commercial service such as funeral homes, attorneys, bail or bondsmen, towing companies. Except as set forth in General Order 445.00: Towing and Storage Procedures/Authority.

    17. Accept or agree to accept anything as payment for personal injury incurred in the line of duty without first notifying the chief of police in writing of the intent to settle the claim.

    18. Sleeping on duty.

    19. Failure to wear the uniform as prescribed in General Orders 202.01: Personal Appearance through 202.12: Transfer Allowance. Division commanders will issue specific orders for the wearing of uniforms by non-sworn personnel assigned to their division.

    20. Engaging directly or indirectly in the ownership, maintenance, or operation of a taxicab, tavern, or retail liquor establishment, except as authorized by the chief of police.

    21. Acting as a peace officer of the City of Saint Paul outside the State of Minnesota, except as provided for in the Uniform Act of Fresh Pursuit only after consideration of the tactical situation, or when engaging in extradition proceedings.

    22. Unlawful or unnecessary use or display of a weapon.

    23. Failure to immediately make a written report of the circumstances whenever force is used or a firearm is discharged, except as set forth in General Order 246.00: Response to Resistance or Aggression.

    24. Failure to inventory and process recovered property in conformance with department orders.

    25. Failure to give evidence before the grand jury, in court or before any internal police disciplinary or police review board, when properly called upon to do so.

    26. Smoking on duty when in view of, or in direct contact with the public, or smoking in the headquarters building, district offices, other off-site department facilities and buildings, or the department’s motor vehicle fleet. Smoking is permitted in cafes and restaurants while eating or on coffee breaks, if permitted by law.

    27. Except in the performance of police duty, visit any place wherein they know or suspect that any statute or ordinance is being violated.

    28. Undertake self-assigned investigations without notifying immediate supervisor within 24 hours of the beginning of the investigation, except that in unusual cases notification may be made to the internal affairs unit or the chief of police. Self-assigned means action initiated by any member of the department without the request, direction or instruction of a superior officer.

    29. Failure to respond without delay to all calls for police assistance from citizens or other members. Emergency calls take precedence; however, all calls shall be answered as soon as possible consistent with normal safety precautions and vehicle laws. Except under the most extraordinary circumstances, or when otherwise directed by competent authority, no member shall fail to answer any communication, verbal, electronic or radio call directed to them. The emergency communication center shall be informed by a member when leaving the air, and when returning to a duty status.

    30. Engage in any conduct which constitutes conduct unbecoming an officer or neglect of duty. Assistance: all members are required to take appropriate police action toward aiding a fellow peace officer exposed to danger or in a situation where danger might be impending.

    31. Fail as a sworn member of the Saint Paul Department of Police to take appropriate action to protect life and property, preserve the peace, prevent crime, detect and arrest violators of the law, or enforce all federal, state and local laws and ordinances coming within departmental jurisdiction.

    32. Giving opinions to suspects as to what fine or penalty they should receive for an offense.

    33. Failure, upon request from a citizen, to furnish your name and/or badge number.

    34. The badge and cap wreath, to include issued police patches, are the property of the department and City of Saint Paul as set forth in General Order 202.03: Uniform Classes and Rules. No department employee shall display, publish, recreate in any manner, or advertise the use of an official department badge and/or police patch for usage outside the scope of duty. Officers shall not reproduce these items for “non-authorized” personal ventures.

       

      Revised May 22, 2019

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    1. Policy

    This policy is adopted as authorized by Minnesota Statutes section 181.950-.957.

    The results of all testing shall remain an administrative (i.e., non-criminal) matter. Unless otherwise noted results shall be documented only on an interoffice memo and retained by the inspection unit and/or part of the internal affairs unit file and handled consistent with such files.  The recording of the test by BWC is required and should be noted in the memo to inspections.

      • The members of the following units, as a condition of their assignment to the unit, are subject to drug and alcohol screening as outlined in Section II B. The units are:

     

      • Crisis negotiators
      • Special weapons and tactics (S.W.A.T.) team
      • Bomb squad

    Any member who refuses to submit to this form of testing for judgment, fitness and readiness for duty shall be immediately removed from assignment to the special unit. Such removal shall not affect any other assignment the officer may have.

      • Any sworn officer of this department who is directly involved in a serious police incident as defined below shall be required to participate in an alcohol screening test immediately following the event, or as soon as the tactical situation allows. The supervisor in charge shall monitor the events to ensure that appropriate officer(s) participate in an alcohol screening test.

    Officers involved in the following events shall submit to testing:

      • Discharge of a firearm at a human being or a vehicle in which human beings are contained.
      • Discharge of a firearm for the purpose of issuing a warning shot.
      • Crashes involving a police vehicle which injury is sustained by any involved employee or community member requiring immediate medical attention by hospital personnel. Note: This provision applies to all members of the department.
      • Police pursuit in which the driver of a motor vehicle flees or attempts to flee a peace officer who is acting in the lawful discharge of an official duty, and such chase involves or is a contributing factor to an automobile crash by either the fleeing vehicle or pursuing police vehicle.
      • An officer shall be required to submit to a drug and alcohol screening test whenever there is a reasonable basis to believe that the officer is improperly using or under the influence of drugs or alcohol. Such reasonable basis testing shall be determined to be appropriate and conducted pursuant to procedure Section II.C.
      • Any officer, who is, via a valid doctor’s prescription, using medication that will, after drug screening, test positive, is required to notify the department personnel unit of said fact. The officer shall also provide the personnel unit with a certificate by the prescribing physician that the type and/or prescribed dosage of said medication usage should not significantly interfere or affect the officer’s police performance. If the type and/or dosage of prescribed medication do not allow the prescribing physician to so certify the officer’s performance, said officer may request the physician to list any limitations to normal police duties on said certificate. In the event the prescribing physician is unwilling or unable to provide such certification or description of limitations, the officer shall nevertheless advise the police personnel unit that they have been provided with a prescription which may result in a positive testing. Upon receipt of information limiting an officer’s normal police duties, the personnel unit shall immediately notify the chief of police of said limitation(s) and request a light duty assignment consistent with said limitation(s). The department shall take all legal and reasonable steps to provide appropriate light duty assignments and preserve the confidentiality of the medical information provided.

    Information received, pursuant to the above, need not specify what illness or injury is being treated, nor need the certificate specify what medication is being taken except as required to alert the department to positive drug screening results.

    1. Procedure

    A.  All testing, pursuant to this policy, shall be conducted by Regions Hospital staff under the auspices of the Occupation Health Services Office. Collection shall be done in such a manner as to preserve the dignity of the officer tested, ensure the integrity of the sample, and provide the highest possible accuracy of the clinical results.

    When an officer has, pursuant to Section I, been requested or ordered to submit to drug testing, the officer will be given an acknowledgement form stating that the officer has seen this “Drug and Alcohol Screening Policy”. The acknowledgement form can be found on the intranet under department forms in the “other” section. The officer shall be transported to the testing site.

    The officer will next be asked to provide a urine sample. Each officer will be accompanied to a rest room by a supervisory officer or hospital staff member of the same sex to ensure that no contamination or dilution to the sample occurs.

    Once obtained, the sample bottle will be capped and a tamper-proof seal placed over the cap. The officer will initial the paper label on the bottle and sign a Chain of Custody Form indicating that the urine sample is their own and that the bottle was sealed in their presence. The supervisory officer will then certify on the Chain of Custody Form the date that the urine sample was collected, that the sample was duly sealed and that the sample bottle bears the initials of the officer submitting the sample. The sealed sample bottle will immediately be placed under refrigeration pending actual laboratory analysis.

    If an initial screen of an officer’s urine sample tests negative for alcohol or drugs, the results will be reported back to the department and the urine sample will be discarded. If the sample tests positive for alcohol or drugs, the urine sample will be immediately subject to confirmation testing. The specific confirmation test(s) will be determined by the specific drug that tested positive in the initial screen. The department will inform the officer of test results within three working days after receipt of the test result report form the laboratory. An officer may also request a copy of the test result report.

    In those cases where the second test confirms the presence of an alcohol or drug in the sample, an officer may request a confirmatory retest of the original sample at the officer’s own expense. The sample will be retained in a locked freezer for six months to allow for further testing by the officer in case of a dispute. An officer has the right to explain a positive test result. The department may request that the officer indicate any over-the-counter or prescription medication that the individual is currently taking or has recently taken and any other information relevant to the reliability of, or explanation for, a positive test result.

    Nothing in this policy shall be interpreted or construed to mean that an officer subject to testing may not obtain independent or alternative testing at their own expense and initiative.

    The following chemical substances will be tested for:

      • Alcohol - Ethyl
      • Cocaine
      • Marijuana (THC - Metabolite)
      • Amphetamines
      • Opiates

    B.  For the purpose of testing officer judgment, fitness and readiness for duty, the inspection unit shall be responsible for selecting a date, twice each calendar year, in which members of the inspection unit will visit a S.W.A.T., bomb squad, or crisis negotiators training site, and/or conduct a call-up of the units identified in Section I. A. of this general order. During this time, members of the units will be asked to submit to a drug and alcohol screening test.

    C.  If an officer has a reasonable basis to believe that another officer is illegally using drugs or on duty under the influence of drugs or alcohol, the officer shall notify the suspect officer’s supervisor or watch commander immediately and furnish the name and current assignment of the suspected member, along with all of the facts and circumstances which led to the belief.

    • In all cases in which the belief that an officer is on duty under the influence of drugs or alcohol is based upon observations of the suspected officer, two supervisory rank personnel are required to observe the suspected officer and concur that a reasonable basis exists to believe the officer is under the influence of alcohol or drugs.
    • Any supervisor or watch commander who is so informed of suspected illegal or improper drug or alcohol use shall notify the division commander or, in their absence, the on-call assistant chief and advise the assistant chief or on-call assistant chief of all facts and circumstances which led to the belief that the suspected officer is illegally using drugs or under the influence of drugs or alcohol.
    • If the information is that the officer is currently on duty and under the influence of drugs or alcohol and the assistant chief agrees that the facts and circumstances reported to them are sufficient to provide a reasonable basis to believe that the officer is under the influence of drugs or alcohol, testing shall immediately be ordered and conducted.
    • The employee may request that testing may initially consist of a “Preliminary Breath Test” (PBT) that will be conducted at either the district or a suitable location in the workplace, or an intoxilyzer test for alcohol at the Ramsey County Law Enforcement Center.
    • The employee may request a union representative at the PBT as long as it is requested within a reasonable amount of time and does not interfere with the timing of the test.
    • Prior to being transported to the testing site, the officer’s firearms, holster, magazines, duty belt and other weapons shall be secured.
    • If a PBT shows a positive result, the employee may request an intoxilyzer test for alcohol at the Law Enforcement Center.
    • The employee may request a union representative at the intoxilyzer test as long as it is requested within a reasonable amount of time and does not significantly interfere with the timing of the test.
    • If alcohol testing is conducted with immediate negative results, the officer’s equipment may be returned as soon as feasible.
    • If there is to be a delay of drug testing results, the return of the equipment belt shall be determined by the assistant chief of the employee’s division or on-call assistant chief.
    • If a PBT, or intoxilyzer test if requested by the employee shows a positive result, the employee will be directed to submit to laboratory testing as outlined in paragraph II.A. above.
    • If the information is that the officer is not currently under the influence of alcohol or drugs, but that the officer is illegally involved in drugs or drug usage, an investigation to verify the facts or circumstance shall begin. Testing may or may not be included, dependent upon the course of the investigation, provided, however, that if testing is ordered, it shall occur only if there is a reasonable basis to believe that the officer is involved in the usage of illegal drugs.
    • All personnel shall immediately document any and all information received, observations, and actions taken. All reports shall be forwarded to the internal affairs unit. No copies shall be retained by any other person or unit, unless directed by an assistant chief.

    D.  Any officer who, as part of their police duties or through off-duty social contact, ingests either directly or indirectly any drug or narcotic substance that would or may test positive after drug screening, is required to document, as soon as possible thereafter, such contact. Documentation should occur if the contact occurred in an on-duty setting. Contact occurring through off-duty social activity should be documented on an internal memo to the employee assistance program.

    • An improper positive drug or alcohol screening, obtained pursuant to any portion of the above referenced policy, shall be considered a violation of General Order 230.20: Department Rules of Conduct, number 5 and/or other appropriate sections.

    Revised February 1, 2019

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    In order to maintain a safe and secure working environment, efficient and proper operation of the workplace, as well as ensuring department policies and procedures are adhered to, inspections of the department shall be performed periodically. Employees should be aware that they are public employees, using public facilities and equipment for the purpose of facilitating their work including but not limited to phones, computers, PDAs, electronic external data storage devices, department vehicles, desks, etc. Pursuant to OConnor v. Ortega and Ontario v. Quon, there is no reasonable expectation of privacy in the workplace related to work itself or specific work related misconduct.

    Revised July 1, 2011

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    Statement of Policy:

    Officers are not required to work off-duty. The primary obligation and responsibility of an officer is to the department at all times. Officers should be available for overtime duty and off-duty employment shall not interfere with the ability of an officer to respond to an emergency recall to regular duty, nor should off-duty employment interfere in any way with the proper performance of an officer while on duty.  As such, the privilege to work off-duty may be restricted or prohibited.

    The rules and regulations of the department as set forth in the Saint Paul Police Department Manual will govern the off-duty officer’s conduct. This policy applies to all sworn personnel including police parking enforcement officers (PEOs) and community liaison officers (CLOs). For the remainder of this general order the word “officer” refers to all of these titles, unless otherwise noted.

    The rank structure will remain intact. Therefore:

    1. An off-duty account scheduler cannot schedule a supervisor within their chain of command.

    2. A commander may operate in a staff capacity only for accounts which they supervise or manage or are managed by other commanders.  Commanders are prohibited from working for or being scheduled by staff of lower rank.

    3. The chief, assistant chief, and deputy chiefs cannot work off-duty.

    4. When multiple officers are deployed at a single off-duty event, the department rank and structure will remain intact.

      Department equipment will not be used unless a contract has been negotiated with the office of the chief, except for the items necessary to be in conformity with the uniform of the day and pac-sets. Squad car usage must be approved by the senior commander or unit commander and the approval documented on the off-duty employment application.

      Squad Car Use:

      Squad car use for off-duty employment must be approved by the senior commander or unit commander and the approval documented on the off-duty employment application. Officers must notify the on-duty unit/district supervisor when taking a squad car for off-duty use.  Officers must follow the established unit/district squad sign-out protocol.  Squad cars from a unit or district’s primary operational fleet shall be used only when secondary squad cars are not available.  Squad cars will not be used in an off-duty patrol function.

      Off-Duty Vehicle Use Fee:

      Officers are not required by the department to use a department vehicle for off-duty employment. To use a department vehicle for off-duty employment, officers must complete the “Off Duty Vehicle Request” form found in TASS and submit it for inclusion to their timecard. Submission of this form signifies that the officer is acknowledging that a $20.00 deduction will be taken from their payroll.

    5. This form must be submitted for each off-duty job that a department vehicle is used, no matter the duration.

    6. This form must be submitted prior to using the department vehicle.

    7. This form applies to any department vehicle to include marked, unmarked, specialty or take-home vehicles.

      This fee applies to all ranks that work off duty.

      Officers must first complete the Off-Duty Vehicle Fee payroll deduction authorization form which is located on the intranet under Inspections. This form needs to be completed one time each year.

      Off-Duty Employment Application Form:

      The off-duty employment application must be completed prior to working off-duty. This includes officers that are compensated for scheduling off-duty employment.  A separate application must be completed for each off-duty employer and each address. The off-duty employment application form will be signed by the officer and submitted to their immediate supervisor. Once the application is approved by their immediate supervisor the application will be submitted to the inspection unit for approval.  The officer is only approved to work that off- duty job when they receive an approval email from the inspection unit.

    Emergency Off-Duty Request:

    If all the off-duty application form steps have not been approved, an officer will need to receive emergency approval from the commander level or above. This request will need to be in email form with an approval before the off-duty job can be worked. That approval will need to be forwarded to the inspection unit supervisor. An off-duty application will still be submitted for approval.

    Off-Duty Employment Scheduler:

    Sworn personnel, in good standing with the department, who are the contact and manager of an off-duty site, must submit a calendar to the inspection unit each month.  If a person outside of the department is scheduling an off-duty site, they must also submit a calendar to the inspection unit each month.  If an off-duty calendar is not submitted, officers who work the account will be denied the privilege to work off-duty at that location.  A calendar must be submitted if the employment consists of the following:

    • Type of off-duty employment is casual or permanent.

    • The off-duty employment will last for an extended period of time.

    • The officers scheduled to work that site only submit an application once for multiple shifts worked.

      The following items must be included on the calendar:

    • The managing officer’s name and contact phone number

    • Month and year

    • Site name

    • Site address

    • Hours worked to include start and end time

    • Day of the month

    • Name of the officer working (minimum of last name and first initial of first name)

      A calendar must be submitted prior to the first day of the working month and a supplemental calendar will be required at the end of the month if there are any personnel changes.

      Hours:

      Officers may not spend more than 24 hours per week in off-duty employment, whether working for others or self-employed.  These 24 hours do not include department-authorized overtime.

      Officers may exchange vacation, holiday, or compensatory time for off-duty hours. This allows officers to exceed the 24-hour off-duty maximum by the amount of substituted vacation, holiday, or compensatory time off.

      If you take a week of vacation, or a combination of vacation, holiday and compensatory time, you may work a total of 64 hours off-duty during that week.

      Supervisors shall not grant a change of shift to accommodate an officer’s off-duty employment, and at least 30 minutes must separate on-duty working hours and off-duty working hours. An exception to this rule would be if the change of hours was to accommodate departmental needs. Any such exceptions must be authorized by the employee’s supervisor prior to working the off-duty job. An example of this would be:

      Officer Smith works Monday through Friday 0900-1700 hours. This officer wants to start at 0700 hours on a particular day and has an opportunity to work an off-duty job that starts at 1530 hours. This scenario would be in violation of this policy unless Officer Smith starts at their regular time and uses personal time-off to leave two hours early or their supervisor can articulate a departmental need or benefit to starting at 0700 hours and their supervisor gives authorization prior to the start of the off-duty job.

      Off-duty officers, when placing themselves back on the payroll due to an arrest, will indicate so when filling out their overtime request in order for the department to track these activities separate from the on-duty overtime. The overtime request should be entered as “OFF DUTY REQUEST” department code D00007.

      Span and Control:

      An officer managing an off-duty employment site or event who supervises five or more, and up to 10 officers working at the same time must have a minimum rank of sergeant.

      An officer managing an off-duty employment site or event who supervises 10 or more officers working at the same time must have a minimum rank of commander.

      An officer managing an off-duty “special event” must have a minimum rank of commander.

      If an off-duty site or event uses on-duty officers for site/event related duties, the managing off-duty officer must have a minimum rank of sergeant.

    Off-Duty Special Events:

    Off-duty employment at an event designated as an off-duty special event must be approved by the office of the chief.  An event will be designated as an off-duty special event if off-duty employment will occur in conjunction with any of the following:

    • The event is expected to draw 1,000 people or more.

    • 10 or more officers (off-duty or a combination of off-duty and on-duty) will be working at the event at any one time.

    • The event is designated as an off-duty special event by the chief of police.

      Officers managing an off-duty special event must submit an operational (ops) plan to the senior commander in the district where the special event is being held at least one month prior to the event. The ops plan template, found on the intranet, will be required for all special events. Plans will be reviewed and approved by the district senior commander prior to submission to the chief's office. The plan will also include any event related city permits or note that permits have been applied for. Do not delay the submission of ops plans even if awaiting city permits.  Along with the ops plan, officers managing an off-duty special event must submit the off-duty employment application to the office of the chief. 

      Any off-duty jobs that fall within the footprint of a special event must be approved by the commander of that event and included in the ops plan.

      The Chief of Police or their designee retains the authority to declare any event an on-duty overtime event and assign an incident commander to lead the event when in the best interests of the city, department and/or workforce.

      Arrests:

      An on-duty squad that transports and books a prisoner for an off-duty officer will complete an original report.  The off-duty officer will complete a supplemental report.

      Notifications of Ramsey County Emergency Communications Center:

      All officers working an off-duty job must notify the Ramsey County Emergency Communications Center (RCECC) of their status prior to starting the job. The notification should be made by phone, if possible, and must include the following information:

    • Employee long number.

    • Location of job-site (if the job is mobile, use the employer's business address or main work site.)

    • Name of the employer.

    • Squad car number if a squad is being used.

    • Hours of work.

      The RCECC will:

    • Generate a case number (CN) for the off-duty event;

    • Assign a radio call number to the off-duty officer; and

    • Log the off-duty officer into the Computer Aided Dispatch (CAD) system.

      At the completion of the off-duty job, the officer will notify the RCECC that s/he is end of tour. The CN generated will then be closed and the squad/officer logged off CAD.

      Prohibitions to Off-Duty Employment:

    • Officers are prohibited from working off duty under any of the following circumstances: 

    • While on administrative only duty, sick leave, paid parental leave, light duty, injured on duty status, during mandatory leave following a critical incident or whose job duties are restricted due to an order of a physician.

    • While attending the Saint Paul Police Department Recruit Academy.

    • Before successful completion of their probationary period except at events approved by the chief.

    • In the capacity of a police officer while on suspension, administrative leave, executive loan, or leave of absence.

    • Employment outside the City of Saint Paul, as a police officer, unless specifically approved by the chief or an assistant chief.

    • Officers shall not work in or for any of the below listed establishments or services unless specifically approved by the chief:

      • Taxicab services.

      • Licensed on-sale liquor establishments or the entire property to which an on-sale license has been issued, except in the cases of events held at public facilities for which special licenses are issued, or hotels/motels, but not the liquor establishments located therein. Officers are also prohibited from working for a third party who is directly paid to employ security for an establishment that holds an on-sale liquor license. Exemptions may only be granted by the chief of police and must be reviewed yearly

      • Union assemblies where union business is being conducted.

      • Teenage dances not sponsored by a recognized youth organization.

      • An establishment where a labor dispute is occurring.

      • An establishment which would tend to lower the dignity of the police service in any manner or where a conflict of interest is seen to exist.

      • Any movie or commercial productions occurring within the city limits of Saint Paul, unless prior authorization from the chief of police has been granted. 

    • Employment as a police officer or other law enforcement officer for any other law enforcement agency, or for any other business the department deems inappropriate, unless specifically approved by the chief of police.

    • Employment in paid professional sports or athletics, unless specifically approved by the chief, or an assistant chief.

    • Employees who use more than 100 hours of sick leave in any calendar year, commencing on January first of each year (not including FMLA, an accommodation from human resources, birth of a child, or absence due to major medical reasons).(This clause effective January 1, 2019).

    • Interference with alert performance of police duties.

    • Other just or reasonable cause as determined by a supervisor, command officer, or chief of police.

      Uniforms:

    • Officers working off-duty will not wear raid gear, utility uniform, or attire other than the designated uniform class of the day.

    • Regardless of primary duty assignment, any officer working off-duty will be in the designated uniform class of the day, class A, B or C, as defined in General Order 202.03: Uniform Classes and Rules unless otherwise approved by the assistant chief of operations.

    • During the summer period, officers may wear a long sleeve shirt with a tie (no turtle neck) between the hours of 2200 to 0800 hours.

    • Officers approved to work off-duty in plainclothes will dress in appropriate business casual or business attire.

    • While working off-duty, department personal appearance standards (reference General Order 202.01: Personal Appearance) apply to all officers, regardless of the officer’s primary duty assignment.

    • Officers are required to wear their body armor while working off-duty.

    • Off-duty officers will be subject to inspection.

    • (See General Orders 202.01 to 202.05 for further details)

      Boards, Commissions, and Non-Profit Corporations (Compensated):

      Such participation is permitted following consultation with, and at the discretion of the chief of police.

      Off-Duty Work Outside of the City:

      All of the above regulations apply.

      No uniforms shall be worn during off-duty employment outside the city.

      Off-duty work outside the city is permitted following consultation with, and at the discretion of the chief or an assistant chief.

      Liability:

      Liability during off-duty employment rests with the off-duty officer and off-duty employer, not the City of Saint Paul.

      Non-compliance with off-duty employment General Orders may result in disciplinary action and/or to include the following:

    • Suspension of off-duty privileges, to include scheduling privileges, on a short or long-term basis.

      Revised August 9, 2019

       

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    All employees below the director level will be given an annual performance appraisal.

     Objectives of the Performance Appraisal Program:

    • To allow fair and impartial personnel decisions.
    • To maintain and improve performance.
    • To provide a medium for personnel counseling.
    • To facilitate appropriate decisions regarding probationary employees.
    • To provide an objective and fair method for recognition and measurement of individual performance according to prescribed guidelines.
    • To identify training needs.

     Use of Appraisal Reports:

    • Appraisal reports serve as an important resource for actions taken by management. An employee’s performance, as defined in the appraisal reports, gives information concerning suitability for assignment or reassignment, training and/or retraining needs, readiness for assuming added responsibilities, promotional candidacy status, and identification of career development potential.
    • Management will utilize the completed appraisal report as a resource in the personnel reward, development and decision processes. It is essential that the performance appraisal program produce accurate and reliable assessments of individual performance.

     Other uses intended are:

    • To let employees know what is expected of them and how well they are performing.
    • To help determine whether a merit increase is warranted.
    • To provide a continuing record of an employee’s performance history.

     Procedures:

    General Guidelines:

    • Raters/supervisors shall receive on-the-job training in the performance appraisal function and procedures including use of the forms upon promotion and/or at the in-service first line supervisor’s school conducted by the Saint Paul Police Department Training Unit or the City of Saint Paul Office of Human Resources.
    • Performance appraisals will be based only on behavior observed or identified during the period of the evaluation.
    • The performance of all employees will be evaluated annually based on the employee’s last name. Performance appraisal due dates are as follows:
      • Employees with last name beginning with A-F, March 31
      • Employees with last name beginning with G-L, June 30
      • Employees with last name beginning with M-R, September 30
      • Employees with last name beginning with S-Z, December 31
    • Probationary employees, whose probation is for one year, will be evaluated at least every 4 months. Those with a 6-month probation period will be evaluated at least every 2 months. The period of the appraisal is shown on the face of each performance report.
    • Employees will be evaluated by their immediate supervisor.
    • Raters will be evaluated by their immediate supervisor regarding the accuracy, fairness and impartiality of the performance appraisal as well as the uniformity of ratings.
    • Section/unit commanding officers will ensure the completion of each appraisal form by the appropriate supervisor.

    Evaluating supervisors will:

    1. Utilize established job descriptions and classifications, applicable general orders and other directives to discuss job expectations with the employee. They will ensure that each employee being evaluated is aware of:

      • Their required duties and tasks.
      • The standards of quality and productivity they are expected to meet.
      • Criteria by which they will be evaluated must be specific to the position occupied.
      • This discussion will be repeated at the beginning of each assessment period. Employees upon transfer or promotion to new positions shall also be indoctrinated on new requirements.
    2. Follow the pertinent established performance appraisal manual and guidelines in completing performance appraisals.
    3. Submit explanatory comments whenever performance ratings are unsatisfactory or outstanding.
    4. Discuss the performance appraisal with each employee they have rated.
    5. Allow the employee to make verbal and written comments regarding their appraisal.
    6. Meet with an employee when an unsatisfactory pattern of performance is identified. This meeting should take place at least 90 days prior to the end of the ratings period. This will be documented in writing with a copy to the employee.

    Each performance assessment will be reviewed and signed by the immediate supervisor of the person evaluating the employee.

     Employees being rated will read and sign their assessments (indicating only that they have read it) and may make written responses which will be attached to the original appraisal document.

    Review Process for Contested Appraisals:

    Employees who are dissatisfied or disagree with their performance appraisal may seek a review of their ratings by following the procedures prescribed in Saint Paul Civil Service Rule 26.

    Distribution and Retention of Forms:

    Distribution of completed employee performance appraisal reports shall be as follows:

    1. One copy to police human resources for inclusion in the employee’s personnel file.
    2. The original overall evaluation grade is entered in the City of Saint Paul Office of Human Resources computer system for inclusion in the employee’s personnel file.

    Appraisal Terms:

    The appraisal of each employee’s performance shall be documented, and all assigned ratings of employees returned to police human resources.

     The overall rating must be consistent with the major areas of accountability ratings. The following should be considered in choosing the overall rating:

    • Did the employee achieve the results expected during the rating period?
    • Which major areas of accountability are the most important in the work done by the employee? Was performance satisfactory for these areas?
    • What is the rating that is most consistent with the overall picture presented by the major areas of accountability ratings?

    Change of Performance Appraisal Rating:

    The chief has the authority to change the overall rating of an employee. The chief will inform the employee’s deputy chief who will inform the employee’s immediate supervisor that a change is being made and the reasons for the change. This will allow the supervisor to take action to correct the problems which resulted in the change of rating. All changes will be initialed and dated by the chief of police.

    Revised May 22, 2019

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    The Saint Paul Police Department Commendation Program is coordinated by the support services and administration division. The support services and administration executive officer will serve as the review board chairperson and s/he will maintain such files as are necessary to this function.  

    Commendation Review Board (C.R.B.):

    The C.R.B. will be made up of 10 members (including the chairperson), the chairperson being an executive officer assigned to the support services and administration division. Irrespective of rank, a cross section of personnel (both civilian and sworn) from the department’s divisions will serve as members. The C.R.B. will be made up of the C.R.B. chairperson, one district supervisor, three patrol officers, two investigators, two civilian employees and one representative from the chief’s office. The C.R.B. chairperson (with the approval of the chief or designee) will select the C.R.B. members. Members and alternates will serve three-year appointments to the board. C.R.B. meeting deliberations are private and members are not to disclose deliberations with anyone outside the particular meeting unless directed by the chief of police.  

    The C.R.B. will review the incident and submit its recommendation to the administrative team.  The chief of police will conduct the final review of all recommendations.

    Initiating Recommendations:

    Any member may recommend any other member for consideration for a commendation but must do so in writing on the recommendation form.  The recommendation should include documentation such as police reports, witnesses’ names, statements, case number, evidence, or any other information that will assist the C.R.B. in reviewing the recommendation. All C.R.B. recommendations will be submitted directly to Police Human Resources Unit.

    C.R.B. meetings are normally held on the last Thursday of each month. All matters submitted during the previous month are brought to the board for consideration. Decisions may be held over for a future meeting if more information or witnesses are required in order to make an informed decision.

    Criteria:

    The C.R.B. will consider the appropriate award criteria in its review. If the action incident does not meet the criteria, a “Line of Duty” (L.O.D.) letter will be sent. 

    • Medal of Valor: For extraordinary valor above and beyond the call of duty that exhibits exceptional courage, extraordinary decisiveness and presence of mind, and unusual swiftness of action. This award is given for action taken understanding the risk to the officer’s personal safety in an attempt to save or protect the life of another in furtherance of the guardian values of sanctity of life.
    • Chief’s Shield: Awarded to an officer seriously or critically injured in the line of duty.
    • Distinguished Service Award: Awarded for an act of courage and bravery involving an unusual situation or sudden occurrence of a serious and urgent nature that demands immediate action, the utilization of exceptional tactics, and demonstrates good judgement over and above what is normally demanded and expected.
    • Life Saving Award: Awarded to officer who goes above and beyond the call of duty, and whose extreme and unusual actions save another’s life.Medal of Merit: Awarded to an officer for a highly creditable and unusual police accomplishment. This event or action(s) is unique and specialized in nature and would be considered an outstanding act or achievement not seen or performed frequently.
    • Medal of Commendation: Awarded to an officer for exemplary work that is an extraordinary achievement above and beyond the normal scope of duties.  This work may be self-initiated, but is seen as a performance or action that displayed superior intelligence and effort.
    • Unit Citation: Awarded to a unit for exceptional performance of their duty, above and   beyond what would be expected from that unit.
    • Chief's Award for Valor or Merit: Awarded to an individual or group of individuals by the chief of police in recognition of exceptional actions or activities taken on behalf of the department and/or the City of Saint Paul.
    • Letter of Recognition (L.O.R.): Recognition of intelligent and excellent performance of regular duties.  Recognition to a member who deals with a citizen or citizens in crisis situations to prevent harm to themselves or others, not considered at high personal risk.
    • Unit Letter of Recognition: Awarded to a unit when the accomplishments of that unit are noteworthy and commendable but not of such stature as to merit a unit citation. 

    Officers and civilians who are awarded will receive a certificate recognizing their award, any corresponding medals and ribbons, and a notation of the date of award in their personnel file.

     

       Revised May 8, 2018

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    The Saint Paul Police Department Labor Management Safety Committee (SPPD L.M.S.C.) is coordinated by the executive officer of the support services and administration division.  They serve as the labor management safety committee chairperson and will maintain such files as are necessary to this function.  

    The SPPD L.M.S.C. will be made up of eight members (including the chairperson); Irrespective of rank/title, the remaining members will represent the following units/labor unions:

    • One representative from A.F.S.C.M.E.
    • One representative from the manual & maintenance supervisor’s association
    • One representative from the office of the chief, one representative from the federation
    • One representative from training
    • One representative from human resources
    • One representative from the operations division.

    The committee will meet quarterly, on the third Thursday of March, June, September and December.  Additional meetings may be held should the need arise.

     The SPPD L.M.S.C. is a sub-committee of the City of Saint Paul L.M.S.C. (City of Saint Paul, MN - Official Website - Labor-Management Safety Committee) and the executive officer from support services and administration will also serve as a member of the City of Saint Paul L.M.S.C..   The SPPD L.M.S.C. chairperson is responsible for forwarding all minutes from the SPPD L.M.S.C. to the City of Saint Paul L.M.S.C..

    In accordance with a 2009 Mayoral directive, the SPPD L.M.S.C. shall: 

    • Review and analyze the level of effectiveness of the department’s safety programs and training and make recommendations to the department.  
    • Review and ensure department safety policies, procedures and practices are in compliance with applicable laws and make recommendations to the department.
    • Review injury reports within the department to identify and analyze hazards and trends.
    • Review the results of department work place safety inspections to identify and analyze hazards.
    • Review, analyze and provide feedback to complaints and suggestions by employees.
    • Conduct safety inspections as required or by request of the department or City of Saint Paul L.M.S.C..
    • Promote safety awareness and communicate specific safety and health related needs and improvements to managers, supervisors and employees.

     Effective May 22, 2019

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    Where and When the United States Flag is Displayed:

    The flag of the United States shall be displayed prominently outside of each facility of the department daily, weather permitting, from sunrise to sunset. Display of the flag of the United States at facilities of the department and by individuals representing the department shall be in accordance with provisions of the National Flag Law.

    Flying the National Flag at Half-Staff:

    The flag of the United States shall be flown at the half-staff position at a facility of the department only as follows:

    •  At the discretion of the President of the United States.
    •  On Memorial Day, from sunrise to noon.
    •  When authorized in those instances when an officer has been killed in the line of duty or has died as the direct result of injuries incurred while in the performance of her/his official duties. The flag shall be flown at half-staff until sunset of the day of the funeral.
    •  On other occasions at the direction of the chief of police.

    Saluting at a Parade:

    A uniformed officer at a parade need salute only the massed national colors at the head of the parade. When the flag is six paces from the officer, s/he shall face it and render a hand salute until the flag is six paces beyond her/him. Other groups of colors that follow may be saluted if the officers immediate attention to duty is not necessary.

    Saluting During Playing of the National Anthem:

    When the National Anthem is played at any ceremony, an officer in full uniform including cap, shall assume the position of attention, face the national colors, if present, and render the appropriate hand salute. If there are no national colors present, s/he shall face the band and render the salute. Officers who are in uniform, except for a cap, shall stand at attention; officers who are in civilian dress shall remove their hats and stand at attention.

    Saluting During Flag Ceremonies:

    During the ceremony of raising or lowering the United States flag, those officers present and in uniform shall render the appropriate hand salute.

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    The Minnesota Data Practices Act imposes on an employee a criminal (misdemeanor) and civil penalty (suspension/termination) for willful violations of the law. This penalty may be for either a wrongful dissemination or withholding of information. Every member of the department must be aware of the significance of this Act and the procedures established to assure proper compliance.

    All Saint Paul Police Department policies and practices respecting data collection (Minnesota Statute 13.02 Subd. 7) and dissemination are based on the Minnesota Data Practices Act, Minnesota Statute 13.82. Due to the dynamic nature of laws and legislation, this statute is incorporated by reference into this policy manual. It is impractical to attempt to list in this policy all data practices affecting law enforcement. Any questions maybe directed to the departments data compliance officer or records manager. The city attorney is also available to respond to difficult questions regarding data practices.

    Government Data:

    "Government data" means all data collected, created, received, maintained or disseminated by the department regardless of its physical form, storage media or conditions of use.

    It is the policy of this department that all private, confidential or non-public government data, shall be accessed for official purposes only. Internal requests for such information shall be made only by members whose official police business necessitates having access to such information. Under no circumstances will this information be disseminated outside the agency, other than through approved procedures and in accordance with the Minnesota Data Practices Act.

    Access Procedures:

    Requests for information can typically be classified into two types:

    1. Requests from the media.
    2. Requests for information from the general public (citizens, victims, witnesses, attorneys, etc.)

    Media Requests:

    The public information officer (PIO) who works out of the chiefs office is the point of first contact for all media requests. In the event that the PIO is unavailable, an inspector or the watch commander may handle the request in accordance with General Order: 235.60 News Media.

    General Public:

    The general intake point for all requests, except media, will be handled by the records unit. Due to the varied circumstances that can occur concerning dissemination of information, it is the intent of this policy that the data compliance officer and the records manager work closely to ensure an appropriate response to requests within the policies, federal and state laws.

    Police Data for Private Use:

    •  No employee will view or obtain data for private use while on duty. All information obtained while on duty status must be for official departmental use.
    •  Employees seeking information for private use shall conduct their business at the public counter of the records unit, on their own time, and shall pay all fees, as any other private citizen.
    •  Obtaining copies of information intended for private use without paying the normal fees constitutes theft.

    Confidential Criminal Data:

    All criminal data gathered as part of an ongoing investigation is confidential while the investigation is active and/or the case is pending in the court system.

    An investigation becomes inactive upon the occurrence of any of the following events:

    1. A decision by the department to close the investigation and no longer pursue the case.
    2. The statute of limitations has run.
    3. The prosecution has declined to prosecute.
    4. The case is dismissed, or the defendant is found not guilty in court.
    5. Exhaustion of or expiration of all rights of appeal by an individual convicted on the basis of the investigative data.

    (See General Order 235.50: Uniform Evidence Retention)

    Cases determined to be inactive will become active and confidential upon a departmental determination to reopen the investigation.

    The data compliance officer, public information officer and records manager in responding to requests for criminal data, must be able to rely on the present information in the record units files. The department policy of all reports being processed, cataloged and stored within the records unit, is essential.

    Revised July 1, 2011

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    Communications referred to in this order are inter-agency requests, oral or written, for records, photos, electronic media, video, images, non-public offense/incident, supplemental, investigative reports and other memoranda relating to criminal activity.

    Purpose:

    • More effective control of inter-agency communications relating to criminal activity.
    • To assure accuracy and completeness of inter-agency communication.
    • Assure release of data will not compromise an investigation.
    • Active investigative data is released to only those with a “right to know.”

     Procedures:

    For all private or confidential criminal data, all inquiries, written or oral shall be referred to the investigator to whom the case has been assigned.

    If circumstances exist that necessitate the immediate release of criminal data in a manner other than defined in the preceding paragraph, the employee providing the information shall to the unit commander to whom the case has been assigned, outlining the source, nature of the request, and information provided.

    Exceptions in these situations are subject to approval by the deputy chief of the division, assistant chief, or chief of police involved (see General Order 235.00 Data Practices).

     Revised May 22, 2019

     

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    The ability to access some department investigative data may be restricted from department personnel.

    Investigative data that can be locked down may include RMS/eForms (police reports), media vault (pictures, audio recordings), Laserfiche, video (In squad camera, CCTV, body camera) and other evidence. 

    Procedure

    Those holding the rank of commander (or higher) may request an investigative data lockdown.  The review officer should be contacted to initiate the lockdown for RMS, eForms, and Laserfiche.  The commander requesting a lockdown will also contact the technology commander to have ICC/BWC video and the media vault locked down.  All requests must be in writing via email.  If a matter is urgent, a verbal request shall be honored but must be followed by a written request.   

    Access

    Personnel or agencies needing access to or copies of locked information must submit their request in writing to the commander of the unit that initiated the lockdown.    

     Unlocking Information

    Units will be responsible for their locked down data.  Units responsible for data being locked down shall maintain an up-to-date list of files on administrative lockdown status.  Units will send a summary of cases on administrative lockdown status to the Deputy Chief of their division on a quarterly basis.  Unit commanders should unlock cases as soon as it is prudent to do so.  Unit commanders must contact the review officer and technology unit commander to unlock a case.

    The review officer will manage a master list showing the status of all RMS cases in a locked status.  

    Revised July 16th, 2020

     

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    Case files are maintained in the case management system within Record Management System (RMS).  Upon completion of the investigation, investigators shall provide a final disposition within case management and submit the case to their unit commander or her/his designee electronically for review. Unit commanders will either accept or reject the disposition. Accepted dispositions are automatically stored within RMS.  Rejected dispositions will automatically be sent back to the investigator with the commander’s notes for correction. It is the responsibility of the investigator to complete corrections and submit their case in a timely manner back to the commander so that the case can achieve a disposition.  Submission of cases timely creates transparency with the public and ensures accountability. 

    Exception: At the discretion of the unit commander, a duplicate case file may be retained for a longer period of time when it is prudent to do so because of continuing victim inquiries or because of the seriousness of the crime, the monetary loss involved or its potential use as a future investigative tool. This override should be an exception and normal procedures should adhere to data privacy.

    Additionally, the district force units, narcotics/vice unit, homicide unit and special investigations unit may retain selected closed case files within their respective units. Only those closed files which contain information which may jeopardize ongoing or future investigations may be retained in these units. These records shall be stored in a secure manner with access limited to selected personnel. It is the responsibility of the commander of those units to justify any inquiry on why a record would not be submitted in a timely manner.

    All investigative units shall be allowed to maintain files of information within their units that are needed to accomplish the objectives of the unit. Each unit commander shall furnish the records unit manager, and their Deputy Chief a list of the routine records and files kept within the unit, that are not submitted in RMS or the usual processes. The compliance requirements set by state and city data laws, in particular, the Uniform Evidence Retention Policy (Here’s the Story: Uniform Evidence Retention Policy, 9/7/2010General Order 235.50: Uniform Evidence Retention), a copy of which is maintained in the records unit.

    Revised April 24, 2018

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    Laserfiche is used by the SPPD to electronically store paper documents.  The paper documents are scanned into Laserfiche by Saint Paul Police Department records personnel.  The documents are then able to be stored electronically and linked to a case number.  [Redacted].  The documents are available to authenticated authorized users of the Laserfiche system, both here at the police department and also at the city attorney’s office.  Access to the system must be approved by the technology unit and a complete audit log is stored relating to the documents and user’s access by the Records Unit Commander.

    In order for the department to be compliant with the Criminal Justice Information Services (CJIS) security policy, FBI and BCA Criminal Justice Information (CJI) shall not be scanned into the Laserfiche system.

    CJI is the term used to describe the FBI data provided for law enforcement and civil agencies to perform their missions including, but not limited to biometric, identity history, biographic, property, and case/incident history data.

    The following categories of CJI describe the various data sets housed by the FBI CJIS architecture:

    • Biometric data: data derived from one or more intrinsic physical or behavioral traits of humans typically for the purpose of uniquely identifying individuals from within a population. is used to identify individuals, to include: fingerprints, palm prints, iris scans, and facial recognition data.

    • Identity history data: textual data that corresponds with an individual’s biometric data, providing a history of criminal and/or civil events for the identified individual.

    • Biographic data: information about individuals associated with a unique case, and not necessarily connected to identity data. Biographic data does not provide a history of an individual, only information related to a unique case.

    • Property data: information about vehicles and property associated with crime.

    • Case/Incident history: information about the history of criminal incidents.

    No SPPD employees, sworn or civilian, shall permit the scanning and or entry of FBI CJI into the Laserfiche system.  If employees need clarification on what can and cannot be scanned they should get advice from the records unit manager before scanning any items. The Records Unit has specific training in best practices related to documents and data.  These practices are verified and maintained by the Records manager.

    Revised April 24, 2018

     

     

     

     

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    (See Here’s the Story: Uniform Evidence Retention Policy and Ramsey County Uniform Evidence Retention Policy- Updated 8/3/2012)

    The Ramsey County Attorney’s Office, Saint Paul City Attorney’s Office and Saint Paul Police Department have entered into a Uniform Evidence Retention Policy (RCERP) designed to apply to all Ramsey County law enforcement agencies.  This policy should be used as a guide for determining evidentiary dispositions.

    Evidence will be retained for pending civil litigation against the city.  In such a case, the chief and/or assistant chiefs, deputy chiefs, (or his/her designee) of the division involved in the civil litigation will notify commander of the technology unit who will in turn cause the notification to the property room, technology, forensic services unit etc. regarding the need for evidence retention. Any directive from the chief and/or assistant chief deputy chief, will over-ride any property disposition provided by an investigative unit.

    The retention of records shall be in compliance with all state and city data laws, in particular, the “Uniform Retention Schedule” and “General Retention Schedule for the Minnesota cities,” a copy of which is maintained in the data compliance official.       

    General Orders 439.01: Property and Evidence Procedures439.11: Investigative Unit Procedures – Property/Evidence and 439.12: Property Room Unit Procedures explain department policy as it relates to evidence storage, retention, release and disposal.

    Revised April 24, 2018

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    Policy Statement:

    It is the policy of the Saint Paul Police Department to work with legitimate members of the news media to release public information to all media outlets, in a fair and timely manner at all times. Since a free press is guaranteed by the U.S. Constitution, no department personnel will obstruct the news media from reporting on police activities, as long as reporters obey the law in carrying out their mission. The news media is essential to a free society, and police personnel will maintain a courteous, professional demeanor when dealing with media personnel.

    Official Information Sources:

    News media information on department activities is available from the following sources:

    •  Public information officer
    •  Office of the chief
    •  Watch commander
    •  Records unit (via police reports)

    All department sworn and civilian personnel are prohibited from voicing opinions to the news media on department matters without the permission of the chief, the public information officer or one of their designees.

    Responsibility for the Release of Information:

    1. The Office of the chief will approve all written news releases. Such releases must be forwarded to all news media outlets that regularly cover department activities.
    2. The chief of police, the public information officer or an officially designated person will handle media interviews relating to incidents. A spokesperson, chosen by the chief or police or the public information officer, will brief the media, prepare and distribute news releases, and provide updates when possible.
    3. Only the chief of police or a designee will comment on ongoing investigations.
    4. The public information officer, the office of the chief, the watch commander or the records unit, will distribute routine incident information. The Minnesota Data Practices Act (Minnesota Statute Chapter 13 and Minnesota Statutes 13.4313.82, General Order 235.00: Data Practices) will be followed when distributing data.
    5. Arrest data is released by the PIO, the watch commander, a designee from the office of the chief or the records unit.
    6. Ramsey County Sheriffs Identification Unit handles the release of booking photos and criminal histories. Booking photos are to be released after a suspect has been charged, or with the consent of the investigator working on the case, their supervisor or at the discretion of the chief of police.
    7. Department policy questions will be answered at the discretion of the chief of police or designee. Sworn or civilian personnel may be asked to respond to such inquiries by the chief of police, his designee or the public information officer. Responses will be factually based and free from personal points of view. If a response has the potential to adversely reflect upon the department, the office of the chief will be notified and a response will be crafted by the chief of police and the public information officer.
    8. With input from relevant sources, including assistant chief, deputy chiefs, senior commanders, commanders and the public information officer, the chief of police will make all decisions on what information to release, when to release it and how to release it during on-going incidents and investigations, particularly ones that are recurring in the news media. The chief of police will also make similar decisions when the department proactively announces information to the media.
    9. All department sworn and civilian personnel must obtain approval from the communications director, the chief of police or his designee prior to conducting interviews with the news media.
    10. Senior commanders, watch commander and unit commanders are expected to inform the chief of police, their deputy chief and the public information officer in a timely manner about any incident or investigation that will likely draw attention from the media. This sharing of information includes developments in on-going cases, such as the imminent arrest of a suspect or the filing of a search warrant.
    11. As long as it does not interfere substantially with their day-today duties, it is the responsibility of sworn and civilian personnel to conduct interviews with the media when requested to by the chief of police, the public information officer or a designee from the chief of police.

    Media Ride Along:

    News media reporters requesting a ride along with a squad car should put their request in writing to the chief of police. The ride along can only be approved by the chief and/or a designee.

    Updated January 14, 2019

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    Officers shall not talk or provide a formal statement about a case that is or maybe part of civil litigation. All private attorneys and investigators who seek an interview with police personnel shall be instructed that a subpoena to appear at a deposition or at trial will be required.

    These subpoenas will be accepted in the chiefs office during regular business hours.

    (See Here's the Story: Civil Suit Interviews by Officers, 2/9/2011)

    Revised July 1, 2011

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    This policy applies to all computer and electronic devices used by police department employees to access data, files, software, etc.

    The department recognizes the responsibility for safeguarding confidential data stored in electronic files and the need to systematically enhance protection as technology advances. 

    To prevent unauthorized access, the technology unit commander will review and approve all permissions and authorizations for access to electronic files, databases, and websites. The technology unit commander will allow only “minimum necessary” access to authorized individuals according to applicable federal and state laws and regulations.

    Each unit commander/supervisor is responsible to review and manage activation, de-activation, and restrictions for individuals under their command, and to notify the technology unit commander of personnel changes that affect user authorizations. The unit commander/supervisor is also responsible for ensuring submission of appropriate one-time and annual paperwork, including authorizations and agreements required for DVS, city email and Internet, CJIS, MNCIS, CIBRS, and access and use.

    Saint Paul Police Department (SPPD) has a Terminal Agency Coordinator (TAC) which serves as a point of contact for matters relating to CJIS information access. The TAC administers CJIS system programs within the agency and oversees the compliance with CJIS policies. All issues and questions related to CJIS should be directed to our TAC.

    All employees are responsible to use department computers and devices with access to protected or not public data (e.g., DVS, city and police networks, CJIS/MNCIS) only as authorized by Criminal Justice Information Services Security Policy and the Minnesota Government Data Practices Act. This includes complying with standards pertaining to device security, passwords, session locks, authentication, and minimum necessary access.

    Passwords and Credentials

    [Redacted].

    [Redacted].

    [Redacted].

    [Redacted].

    [Redacted].

    [Redacted].

    All Saint Paul Police Department staff accessing city devices [redacted], authorized by the technology unit commander, City of Saint Paul’s Office of Technology and Communications (OTC), or external access administrator, as applicable. Employees must change their passwords as prompted and within the time frame set forth in the prompt or access may be shut off.

    Employees may not share their unique login credentials with others.

    [Redacted]

    [Redacted]

    Access

    All employees are required to provide the computer system with true information when gaining access to data, including name, employee number, or any access code. Using another’s name, login, access codes, passwords, or other credentials to access applications or data is a violation of this policy and may result in discipline up to and including termination. The sharing of your login, password, access codes or other credentials is prohibited.

    All department computers and devices with access to protected, or nonpublic, data (e.g., DVS, city and police networks, CJIS/MNCIS) must be secured in a squad car or used only in secure locations, unless the technology unit commander has authorized access from an alternate location. Examples of secure locations are headquarters or district buildings. Examples of unsecure [redacted]. Employees must obtain authorization from the technology unit commander to access data from an alternate location or to access data from a mobile device. Authorization to access data from an alternate location or mobile device will only be granted if the access and device are deemed to be appropriately secured and in CJIS compliance. To request such access the remote access form must be completed and approved by the unit commander/manager and technology commander. All laptop and mobile devices must be [redacted] CJIS requirements [redacted].

    The Saint Paul Police Department will when feasible deploy smart technology that is designed to prevent the tampering and manipulating of evidence, to include automated audit trails. 

    All data is subject to the controls detailed in General Order 235.00: Data Practices and the Minnesota Data Practices Act. In addition, criminal justice data are subject to controls detailed in General Order 238: Criminal Justice Data Policy and CJIS standards.

    Remote Access

    [Redacted]

    [Redacted]

    Data Ports/USB

    No employee may attach any personal device(s) to a city-owned data/ port without OTC’s prior written approval. This includes any private/personnel devices that contain files mixed with city and personal data. See city policy for further details. USB memory devices are available from the property room. Proper virus protection and/or encryption are needed for employees using these devices.

    Hardware and Software

    The technology unit is responsible for installing, maintaining, and upgrading computer systems, software, and hardware in partnership with OTC. All new software and hardware, project proposals, including test products, must be approved by the technology unit commander. No hardware or software may be used by SPPD staff unless and until all applicable agreements and forms are accepted through proper channels. All new requests for software or hardware must be initiated with the technology unit commander.

    Software is copyrighted material and protected by copyright laws. As such, duplication of any application for use on more than one device is prohibited.

    It is the responsibility of all SPPD employees to adhere to the data privacy policies. Employees may only access and use private data as allowed by SPPD policy and applicable laws and regulations. Employees must take all reasonable steps to ensure data security.

    See the following policies for further information: 235.00 to 241.00, 440.00, 442.17.

    Revised April 24, 2018

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    The city provides internet access and electronic mail (e-mail) to employees to further departmental business. All employees must comply with the city policy.

    Employees should be aware that data transmitted, received and stored maybe subject to the Minnesota Data Practices Act.

    Revised July 1, 2011

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    This policy sets out parameters for using social media for official police business, as well as appropriate personal use for department employees.  Nothing in this policy is intended to prohibit or infringe upon any communication, speech, or expression that is protected or privileged under law.

    Definitions:

    Matter of Public Concern- A current issue that “relates to any matter of political, social, or other concern to the community.”  Connick v. Myers, 461 U.S. 138 (1983)

    Post- Content shared by an individual on a social media site, or any published content on a site.

    Profile- All information, whether true or false, a user provides about himself or herself on a social networking site.

    Social Media-Any electronic or internet based form of communication that allows users to create a platform to share information, ideas, personal messages, photographs, videos, email, and other content.  Examples of social media include, but are not limited to, Facebook, MySpace, Google+, Twitter, LinkedIn, Nixle, Flickr, YouTube, SnapChat, and Instagram.

    Social Network-An internet based platform or other application that allows users to create profiles, share information, communicate, and socialize with others.

    Speech-Expression or communication of thoughts or opinions through spoken words, in writing, expressive conduct, symbolism, photographs, video, or related communication.

    Departmental Use of Social Media:

    • All department social media sites or pages must be approved by the chief of police or his or her designee.

    • Social media content must adhere to applicable laws, regulations, and polices, including all information technology and records management policies of the Saint Paul Police Department.

    • Posted content is subject to public records laws, and content must be managed, stored, and retrieved to comply with open records laws and e-discovery.

    • Where possible, social media pages should state that the opinions expressed by visitors to the page(s) do not reflect the opinions of the department.

    • Pages must clearly indicate that posted comments will be monitored, and the department reserves the right to remove obscenities, illegal content, and personal attacks.

    • Pages shall clearly indicate that posted content is subject to public disclosure.

    • All department approved social media sites and pages must be administered and managed by police department personnel designated by the chief of police. The department goal should be to inform and create an environment of transparency in our messaging.

    • Any representative tasked with maintaining and updating department approved social media sites and pages must conduct themselves online as a representative of the Saint Paul Police Department at all times.

    • Incidental and occasional personal use of social media is tolerated subject to the same policies, procedures and legal considerations that apply to business-related email and internet use. Incidental and occasional personal use of social media must be done on employee time such as during lunch or breaks.

    • Department personnel must abide by and conduct themselves within the regulations outlined in the city of Saint Paul’s internet access policy, when accessing social media sites.

    Use of Social Media for Investigative Purposes:

    • Social media sites can be used to commit crimes and victimize others. The Saint Paul Police Department recognizes the value of using social media sites to further criminal investigations, gather evidence, and prevent crimes. [Redacted].

      Personal Use of Social Media:

    • Employees should be mindful that words and actions taken by members of the Saint Paul Police Department on or off- duty can impact the entire department.

    • No employee may post or otherwise disseminate photographs or other information to which they have access as a result of their employment without the express authorization of the chief of police

    • Social media posts maybe subject to department policies, including but not limited to: General 218.00 Workplace Conduct Policy (Harassment)Order 218.00 pertaining to workplace conduct (harassment) and General Order 230.13 (conduct unbecoming).

    Any employee who is aware of or has knowledge of a social media posting or webpage that violates the above policy must notify his or her supervisor immediately.

    Revised April 24, 2018

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    The State of Minnesota provides government agencies access to the Minnesota Court Information System (MNCIS).  This access is offered by the State to assist government agencies in the efficient performance of duties as required by law and court rules. The Saint Paul police department encourages shared services between agencies.

    MNCIS Master Nondisclosure Agreement:

    The Saint Paul Police Department has entered into a Master Nondisclosure Agreement with the State of Minnesota for MNCIS Government Login Accounts. 

    The Agreement defines obligations of police department employees who have been given access to MNCIS public and or confidential case records.  All department employees will comply with terms of the Master Nondisclosure Agreement.  Users will access MNCIS records only to the extent available in the approved MNCIS government login account that pertains to their current assigned unit. 

    The chief of police will approve amendments to the agreement. 

    MNCIS Access Requests and Changes:

    The department uses the Odyssey Assistant (OA) version of MNCIS.  The state offers OA login accounts for each separate business unit within a government agency. [Redacted]. To initially obtain a login account, unit commanders must complete a “Request for MNCIS Login Account” and forward it to their division assistant chief for approval.  If multiple login accounts are needed within a unit each separate sub-unit must submit a login account application.  [Redacted]. 

    Public Case Records:

    Units at SPPD with OA access to MNCIS public case records will be able to query statewide public cases in the Minnesota District Courts.  Case search by party, MNCIS case number, warrant number as well as case information, calendar and full financial information are available.

    Authorized department staff accessing public case records in MNCIS should understand those records are provided to aid staff in the efficient performance of their duties as required by law and court rules.  The records will help staff update themselves on the status and disposition of cases in the court system.  Staff may disclose the public records as needed in the course of their duties.  Saint Paul Police Department staff will refer public requests for MNCIS records not immediately related to staff duties to Second Judicial District Court. 

    Confidential Case Records:

    Units that have an additional business need to access certain groups of confidential case records from Ramsey County must complete either a Request for MNCIS Login Account, if the unit has no previous login account or a change request

     Form for MNCIS Login Account for this access.  The request form must be approved by an assistant chief of police and then the Second Judicial District Court Chief Judge.   

    Unit commander requests to access confidential Minnesota court records outside of Ramsey County will also need the approval of their assistant chief.  This access may require a State Supreme Court order. 

    Unit commanders requesting confidential case records must review the section of Policies and Notices for MNCIS Government Login Accounts that pertains to the type of confidential records access requested.

    Unit commanders requesting access to confidential case records will handle the approval process and notify the records unit manager if the access is approved. 

    The Master Nondisclosure Agreement regulates disclosing State confidential information.  Units with access to confidential case records must adhere to state court requirements on the use of those records.  These requirements are described in the Master Nondisclosure Agreement, Policies and Notices for MNCIS Government Access Login Accounts and Table of Limits on Public Access to Case Records.    

    Requests for New Accounts or Account Changes on Public Case Records:

    Once approved by an assistant chief, requests for MNCIS login accounts or changes to login accounts must be forwarded to the records unit manager.  The records unit manager will note the requested change and will forward the requests to the State Access Representative for the Second Judicial District Court. 

    Contact Person for MNCIS and Records Unit Duties:

    The records unit manager will act as the agency contact person for MNCIS.  The Records Unit will maintain a list of all units with access to MNCIS.  The Records Unit will stay apprised of State policy changes for access to MNCIS, Policies and Notices for Government Access Login Accounts, and Table of Public Access.  The records unit will provide updated versions of changes to the above to the chief, assistant chiefs and unit commanders with access to MNCIS.  The records unit manager will update the department policy on MNCIS access as needed. 

    Unit Commander Duties:

    Unit commanders will authorize MNCIS users within their unit and maintain a record of their staff with a MNCIS password and the date staff were given access to MNCIS.  The list is subject to audit at the request of the State. 

    Unit commanders will maintain in the unit and make available to all users a copy of Master Nondisclosure Agreement, Policies and Notices for MNCIS Government Login Accounts and a Table of Limits Public Access to Case Records.  

    Commanders of units with confidential case records access to MNCIS records must obtain from staff with access to the confidential records a written acknowledgment that such staff have read the Master Nondisclosure agreement. 

    Unit commanders requesting to have their unit’s existing account removed must forward a completed change request form to their deputy chief for approval.

    Unit commanders may authorize a Change Request Form for MNCIS Login Account for password changes as needed to maintain security with access to MNCIS account(s) in their units.   

    Technology Unit Duties:

    The technology unit will designate a staff person as technical support person who will act as a contact for State technical support and who will assist with the support for department units with access to MNCIS. This designated staff person may initiate and authorize changes to static IP addresses.

    MNCIS Minnesota Public Access:

    The state also makes available to government agencies and the general public a web based version of a MNCIS login account called Minnesota Public Access (MPA) Courthouse View.  Records in MPA are not official records, should not be used for background checks and name checks may be unreliable.  

    Web Sites (forms, information, policies):

    • Minnesota Courts information site on MNCIS: Electronic copies of forms, Master Nondisclosure Agreement, Policies and Notices for MNCIS Government Login Accounts and Table of Limits, etc.

    • MNCIS Odyssey Assistant Tutorial

    Revised April 27, 2018

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    This policy applies to all employees of the department who are authorized access, directly or indirectly, to the Criminal Justice Data Communications Network (CJDN). This is to ensure proper usage of the system and adherence to all local, state, and federal regulations. CJDN is the Minnesota Bureau of Criminal Apprehension (BCA) network that provides criminal justice agencies access to data in state and federal systems. The network consists of several systems including Minnesota Justice Information Services, Criminal Justice Information System and National Crime Information Center, Integrated Search Service (ISS), comprehensive Incident Based Reporting System (CIBRS), Minnesota Repository of Arrest Photos (MRAP), Criminal History System, Hot files, Predatory Offender Registration Search (POR), and DVS.

    Information derived from the CJDN is sensitive. Improper access, use, and dissemination of CJDN data may result in disciplinary action, counseling and retraining, reprimands, suspensions, and termination. (See Data Practices General Orders 235.00 through 238.00 & Discipline Procedures 230.00).

    Access and Security of CJDN System

    CJDN terminals are located [redacted]. Individual access to the network is limited to employees who have been certified by the BCA to operate CDJN terminals. All other department personnel must make their criminal justice inquiries through CJDN operators. Unauthorized access to or routine viewing of CJDN terminals or CJDN data is not allowed.

    All personnel and contractors with unescorted access to terminal areas must meet the following requirements:

    • Successfully pass a state and national fingerprint based background check.

    • Complete basic security awareness training within six months of employment or assignment and biennially thereafter, provided by the BCA. New accounts will be arranged by the technology unit.

    • All visitors to computer centers or terminal areas must be escorted at all times, unless they are approved OTC personnel and/or SPPD maintenance personnel repairing equipment.

    Staff having direct access to the CJDN must meet the following requirements:

    • Be an employee of the Saint Paul Police Department, or approved OTC personnel.
    • Pass the appropriate CJDN certification access based on your access level as determined by the TAC.  

    The background unit will:

    • Conduct pre-employment background or assignment checks (including fingerprints sent to the BCA and FBI).
    • Submit fingerprint cards of department personnel to the BCA within 30 days of employment or assignment.
    • Complete fingerprint based record checks for contractors and vendors before such individuals are granted access to criminal justice information or restricted areas that have CJDN data.
    • Use the appropriate purpose code when conducting pre-employment background checks for the department. (Codes can be found on the BCA website and a list will be available in the Saint Paul Police Technology Unit).
    • Maintain a signed copy of the subject’s background release form.
    • The Records Unit manager will maintain and ensure training, audits, and certification records of all CDJN users.
    • The Records Unit manager will ensure the public trust is not violated through a breach of privacy, and they will conduct annual audits of the system.

    Terminal Agency Coordinator

    The terminal agency coordinator (TAC) manages the operation of the CJDN terminals on a local agency level and is responsible for ensuring that all state and local policies are enforced. The technology unit commander is the TAC for the department.

    The TAC will issue a unique username and password to authorized users with access to the CJDN and BCA networks. Authorized users will be given a unique password to have access to criminal histories. The criminal history password will be changed at least every [redacted].

    Inquiries and Entries

    Inquiries into the motor vehicle registration, driver license, criminal history or any other data through the CJDN must be performed for criminal justice purpose only. When performing any file inquiries or making any entries into any system it is important to remember that all data stored in the system is documented criminal justice information that must be protected to ensure correct, legal and efficient dissemination and use. All persons receiving data from a system accessed through the CJDN must be authorized and have a valid need to know.

    Criminal history responses as well as all other CJDN printouts will be destroyed when they are no longer needed. These documents will be shredded.

    Sensitivity of Data

    The stored data in the network is sensitive and should be treated accordingly. Any unauthorized request, receipt, misuse or dissemination of it may result in disciplinary and/or criminal proceedings. The BCA will be informed of serious violations.

     

    Revised April 27, 2018

     

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    (See Minnesota Statute 299C.40)

    Purpose:

    The Comprehensive Incident Based Reporting System (CIBRS) is a repository of incident information submitted by law enforcement agencies in Minnesota. This electronic data-sharing program is designed to provide law enforcement access to data submitted by outside agencies on a statewide level.

    The intent is to point law enforcement personnel to information gathered by other agencies to further investigations. Data provided by CIBRS is not meant to become part of the official investigative case file. For official use, the officer should obtain the information from the submitting agency.

    Access:

    Only department members who have met the certification requirements will be allowed to access the CIBRS database.  The Special Investigation Unit and Technology Unit personnel are authorized to access the CIBRS data base.  If a unit commander identifies a need for such access they need to make a written request directly to the TAC.  Upon TAC approval access may be granted. This access is solely for the purposes to:

    • Further or prepare a criminal case.

    • Serve process in a criminal case.

    • Inform law enforcement of possible safety issues before service of process.

    • Enforce no contact orders.

    • Locate missing persons.

    • Conduct a pre-employment background check on a candidate for a sworn officer position.

      Any employee of this department determined to have misused the CIBRS system will be subject to criminal and internal investigations, and the privilege to access the CIBRS system may be revoked. The strict adherence to Data Practices is paramount and in keeping with the departments intent to maintain public trust.  The commanders of the units will audit and reviewed their personnel queries to ensure use is ethical and transparent. 

      Classification of CIBRS Data:

      All data in the CIBRS system is classified as private or confidential. No data contained within the CIBRS system is public. All data gathered from the CIBRS database will be properly disposed of after its intended purpose.

      Original documents obtained from the submitting agency will be handled as usual in accordance with General Orders 235.10: Dissemination of Criminal Data235.30: Case File Maintenance and 338.00: Background Unit.

      Access of CIBRS Data by the Data Subject:

      Individuals requesting CIBRS data on themselves must specifically ask for data contained within the CIBRS system. The subject will be referred to the records unit for assistance. No employee may release data to the subject except for the records unit manager or data compliance officer.

      An individual may file a data challenge questioning the accuracy and/or completeness of the CIBRS data. An individual who wants to make a data challenge should be referred to the records unit manager or data compliance officer. The following requirements must be met and actions taken:

    • The request must be made in writing by the subject of the data and their identity must be verified through a government issued photo ID. The request must describe the nature of the inaccuracies.

    • The responsible authority will then ensure that the record(s) in question is flagged within the CIBRS database when the challenge request is initiated.

    • Within 30 days, the record challenge will be addressed, and a determination will be made by the chief of police or designee.

      1. Sustained challenges will be corrected or deleted upon determination. A letter will be sent to the data subject informing them of the results of their challenge. The responsible authority will then update the CIBRS database marking the record(s) in question as having been sustained. CIBRS will then automatically notify the responsible authorities of all agencies that have viewed the record(s) in question within the last year.

      2. If a challenge is not sustained, and the data will not be altered, a letter will be sent to the data subject informing them of the results of their challenge. They will also be informed that any appeal to this decision must be made to the Minnesota Department of Administration in Saint Paul.The responsible authority will then ensure the flag previously placed on the data is changed to decline.

        If a data challenge correction is received from another agency in regards to information that this agency has obtained from the CIBRS database, the correction will be forwarded to the employee who originally obtained the data. The employee will then properly dispose of the original data and replace it with the updated data.

       Certification:

    Prior to accessing, all authorized law enforcement personnel authorized access will complete the BCA training program and pass the certification test. Employees must re-certify every two years. The technology commander shall coordinate training and certification.

    Revised April 27, 2018

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    The Ramsey County Emergency Communication Center (RCECC) sends and receives all administrative messages (teletypes) and is responsible to ensure all system guidelines for administrative messages are adhered to.

    An administrative message is a free form message enabling users of the Criminal Justice Data Communications Network (CJDN) to communicate with one another. This type of message may be used to ask for information, assistance, or to respond to requests from other agencies. Administrative messages are used to transmit virtually any type of official criminal justice information not associated with a specific message type. An administrative message may be sent to any criminal justice agency within the United States, Canada, and Puerto Rico.

    An administrative message may also be used to request a statewide, regional, or all points message. The regional broadcast allows an agency to send an administrative message to a regional area or areas of the United States. Each state within the region(s) addressed will decide whether or not the message will be broadcast statewide.

    Since much of the success of the system depends upon the quality of information exchanged between user agencies, guidelines have been developed that define “appropriate” administrative messages and will be adhered to when transmitting any type of administrative message.

    Messages can be sent in a variety of formats to include statewide and/or national broadcasts, regional broadcasts, point to point, and agency to agency messages.

    Administrative messages will be referred to as “teletypes”. If an officer would like RCECC personnel to send a teletype they will contact “data” by phone or send a message via fax or e-mail and provide the following information:

    • Where to send it (i.e. specific agency, metro area, regional, statewide, etc.).

    • Purpose of the teletype (i.e. check an address).

    • Officer’s name and contact information.

    • What the officer would like the receiving agency or agencies to do in the event they locate the subject of the teletype.

    • In the event the teletype is in reference to a temporary situation (i.e. pick-up and hold) the officer must indicate in the body of the message the date/time the request expires.

    In the event a teletype request fits guidelines for Keeping Our Police Safe (KOPS) messaging, the tele-communicator will send a KOPS message in lieu of a teletype.

    The content of the administrative message is the responsibility of the officer making the request to the RCECC. The officer should verify the information is sent and removed when they ask the RCECC assistance on administrative messages. 

    Revised   April 27, 2018

     

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    Telephone Communications with the Public:

    The telephone is the primary method by which the services of the department are requested. All incoming calls must be answered as promptly as possible to determine if a need for police service exists and, if so, to provide the required service.

    Priority of Handling Calls for Service:

    It is not always possible for the department to respond to every call for service; therefore, the department must organize available resources to give the highest level of efficient service possible. Priority of call assignment depends on many factors, and it is normally the responsibility of the Ramsey County Emergency Communications Center (RCECC) personnel to make such assignments; however, an officer in the field may be required to decide whether to continue on an assigned call or handle a complaint or other observed event and cause the call to be reassigned. Such determination should be based upon the comparative urgency and the risk to life and property of the assigned call and the intervening incident. When it is impossible for an officer to handle a complaint or an observed event, they should, if circumstances permit, either give directions for obtaining such assistance or initiate the necessary notifications.

    Telephone Courtesy:

    In answering telephone calls, employees will courteously greet the caller, identify their units and themselves by name, and ask to be of assistance. Employees will make every reasonable attempt to either supply requested information and assistance or to promptly refer the party to the proper department unit or other public or private agency for assistance.

    All department employees have been provided either a Skype phone with voicemail or a department issued cellphone with voicemail. In keeping with our pledge of trusted service with respect employees shall check their voicemails daily while working. If follow up is requested by anyone leaving a message, employees shall respond to said request within two days. 

    It is the responsibly of the employee to ensure that they have working voicemails and that they are not full. Employees must also ensure they have a working and updated message on their voicemail. 

    Updated January 14, 2019

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    The Telephone Consumer Protection Act of 1991 makes it unlawful for any person to send electronic information by computer fax or telephone fax unless the following information is printed in the margin on at least one page of the transmission:

    •  Date and time sent.
    •  Identification of business, entity, or individual sending transmission.
    •  Telephone number of sending machine or such business, entity, or individual.

    All police department fax machines are for the purpose of sending and receiving information necessary to the daily operations of the police department. No employee shall send or receive any facsimiles from department equipment that are not specifically police department business without permission from their unit head. Unit heads will be responsible for reviewing the content of any non-department business documents that an employee requests permission to send. The unit head will ascertain the appropriateness of the document being sent, keeping in mind that the recipients copy will identify that the document was sent from a police department fax machine. Under no circumstances shall a department fax machine be used to send anything of a political nature without permission from the chief.

    Revised July 1, 2011

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    Purpose and Scope

    This policy establishes guidelines for the use of cellular telephone devices (device) issued by the Saint Paul Police Department (department) to Police Department personnel (personnel).

    This policy is applicable to the Police Department and its personnel only. This policy supersedes the City-wide Cell Phone and Cell Phone Procurement policies to the extent they conflict with this policy as applied to department personnel.

    Device use includes, but is not limited to, placement and receipt of calls, text messaging, blogging and microblogging, placement and receipt of e-mail, use of audio, video or camera capabilities, use of applications and internet or data access to sites or services on the Internet.

    Policy

    The Saint Paul Police Department authorizes its personnel to use department-issued devices subject to limitations detailed in this policy. Any department-issued device used while on-duty or off-duty in any manner is subject to monitoring and inspection consistent with the standards set forth in this policy. Any questions regarding the application of this policy or the guidelines contained herein should be directed to a supervisor.

    Devices are provided for official department business use. Devices are made available to personnel in positions where use of an issued device will facilitate improved service and responsiveness to citizens, improve efficiency or effectiveness of responses to calls or service or investigative needs, or as otherwise required for the performance of job functions.

    Use of Devices

    Device use is intended to supplement communication and enhance the capability of personnel to conduct investigative and other department authorized duties. Inappropriate use of a device while on-duty may impair personnel safety.

    1. Devices should only be used for legitimate department business. Extended or frequent use of department-issued devices for non-department purposes while on duty, including but not limited to, extended personal phone calls, personal text messaging and non-department related emails is prohibited. Personnel will be responsible for reimbursing the department for any charges incurred as a result of personal use.
    1. All use of devices must comply with City-wide policies regulating Internet and email usage and department General Orders 243.00 Communications236.05 Social Media440.00 Digital Evidence235.00: Data Practices and 235.50: Uniform Evidence Retention or other department policies related to telephone and internet usage.
    1. The department, or a contractor on behalf of the department, will review and monitor all monthly billing statements. Incidental personal use of devices for non-city related business should be limited to a minimum duration and frequency. In the event personal use results in additional charges to the department, personnel responsible for the additional charges will be required to reimburse the department for costs associated with additional charges or overages.
    1. Except when directed by competent authority or as otherwise reasonable under the circumstances, a device must only be used by the person to whom it is assigned.
    1. Devices must not be used in place of radio communications designated to be received, coordinated and dispatched through the Ramsey County Emergency Communications Center (RCECC) unless radio communications are impractical or not feasible.
    1. Personnel are expected to operate vehicles in compliance with state and federal laws and with a heightened level of awareness and responsibility to ensure public safety. Use of a device while driving during non-emergency situations is limited to situations where the device is configured to allow a hands-free application for listening and talking.  Use of a hand-held device is permissible during an emergency response when necessary to communicate with other law enforcement officials or other emergency services where radio communication is impractical or not feasible.

    Issuance of Devices

    All devices issued by the department will be documented and properly recorded pursuant to department procedures for issuing equipment.

    Care of Property

    Personnel who are issued a device are responsible for the safekeeping and the proper care and use of department-issued devices.

    1. Personnel must at the earliest opportunity report any loss, damage or other condition that renders the device unserviceable through their chain of command and document the incident in an Incident Report. Command staff may review any loss, damage, or other unserviceable condition that results from intentional or negligent misuse or abuse of department devices.
    1. Devices must not be thrown away, sold, traded, donated, destroyed or otherwise disposed of without proper authority.
    1. A supervisor’s approval is required before any attempt is made to repair a damaged or unserviceable device.

    Privacy and Data Practices

    1. Any personnel utilizing a device provided by the department expressly acknowledges and agrees that the use of such device, whether for business or personal use, removes any expectation of privacy any personnel, sender and recipient of any communication utilizing such device might otherwise have, including without limitation the time, purpose and content of any such communication.
    1. Device usage is subject to audits.  The department expressly reserves the right to access, audit and disclose any communications including without limitation, voicemail, text messages, call logs, email, audio or video recordings, photographs or other content or information accessed, transmitted, received, reviewed and/or stored through use of department-issued devices, in accordance with the Minnesota Government Data Practices Act, Minnesota Statutes chapter 13, and General Order 235.00: Data Practices.
    1. Any evidence recorded on a device is subject to applicable data privacy laws and regulations and the policies of this department and all applicable criminal or civil discovery obligations. Department personnel are advised and cautioned that the use of a device on-duty or after duty hours for business-related purposes may subject the device records to civil or criminal discovery or disclosure under the Minnesota Government Data Practices Act; Minnesota  Statute chapter 13, City data policies, and department General Orders including without limitation, 440.00 Digital Evidence235.00: Data Practices to 235.50: Uniform Evidence Retention and any other applicable public record or evidentiary laws, rules or regulations.

    Revised December 21, 2018

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    The Saint Paul Police Department Human Resources Unit is charged with maintaining a correct listing of internal telephone numbers and extension numbers.

    Employee Telephone Directory:

    The Saint Paul Police Department Human Resources unit is charged with and responsible for the control of the employee telephone directory, which is available solely on the intranet.

    All employees are required to fill out the change of address and/or phone number form whenever, but no later than 1 business day following a change in the employee’s telephone number(s) and/or street address (house number and street name). Compliance with this procedure will ensure the directory, the payroll, etc., are updated.

    Employee’s personal telephone numbers will not be given out over the phone unless for business purposes and the requestor provide their employee number.

    Revised April 27, 2018

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    The purpose of this policy is to establish clear guidelines, responsibilities, and consistency for posting onto the Saint Paul Police Department (SPPD) Internet Site photos of persons arrested in the City of Saint Paul and booked into the Ramsey County Jail for prostitution related crimes.

    Posting Procedures:

    Persons arrested in Saint Paul and booked into the Ramsey County Jail for prostitution related offenses, will have the following public information posted onto the SPPD Internet within thirty (30) days of arrest:

    • Booking photo
    •  Name
    •  Age
    •  City of residence
    •  Date and location of arrest
    •  Other arrest/incident data

    The content of the webpage shall be maintained by the vice unit. The unit commander shall ensure that the following protocol is followed:

    1. The vice unit officer will obtain, compile, and verify the information to be posted.
    2. The data will be turned over to the vice unit sergeant who will independently verify the information and forward onto a third member of vice unit for another verification of accuracy.
    3. Only after three personnel have verified the accuracy of the information will it be approved for placement onto the Internet by a person designated by the unit.

    The photos and incident information will be removed at or before 90 days have elapsed after the arrest. Photos may be removed prior to the 90 days if a formal written request is received in the vice unit from the arrestee for situations where the City of Saint Paul Attorneys Office declines prosecution of their case.

    A copy of the photos, arrest information, date of posting, date of removal, and accuracy sign-off sheet will be kept in the vice unit for a minimum of one (1) year from date of posting.

    Effective May 8, 2012

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    Policy 246.00 

     

    Revised December 16, 2020

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    Policy 246.01

     

     

    Revised December 16, 2020

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    Policy 246.02

     

     

    Revised December 16, 2020

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    246.08 Review Response to Resistance or Aggression

    The records unit must forward copies of reports that identify or describe an officer’s response to resistance or aggression to the internal affairs unit for analysis. These reports will include all incidents involving any intermediate or higher level of control, including the use of strikes, kicks, takedowns, baton, K9, less-lethal, aerosol subject restraint, electronic control device, firearms, or weapons of opportunity. The internal affairs unit will review the reports to ensure that the actions taken in the incident conform to department policies and procedures. If the review indicates a violation of any department policies, procedures, or training, an investigation will be undertaken by the internal affairs unit with the commander of the unit named as the complainant. This investigation will follow the procedures and policies as if a formal complaint had been received except that the chief of police will receive a copy of the final report of the findings in each such case.

    Copies of reports will also be sent to the training unit for a review of training needs.

    April 13, 2018

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    All sworn personnel who are issued a department handgun or are utilizing a department rifle will be responsible for routine cleaning of the weapon.   The firearm must be cleaned and lubricated while an officer is on-duty.

    At the end of each scheduled qualification or training exercise, officers will safely break disassemble the firearm at the designated clearing area and perform routine cleaning before returning to service.

    All repairs to department firearms will be conducted by the target range staff or an authorized department armorer.

    The target range staff will maintain inventory control of all department weapons, which allows an accurate record of the location of the weapon and maintenance history.

     

    Revised May 1, 2018

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    Target range safety rules will be posted at the target range and all personnel will strictly adhere to the safety rules. While participating in firearms training and qualification, all officers are subject to orders and instructions of the training staff without regard to rank. Violation of any of the target range rules or instructions will result in disciplinary action.

    Revised April 24, 2018

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    Officers will be notified of target range hours and schedules.

    All unit heads will ensure that their personnel comply with target range general orders. Scheduling and makeup arrangements will be made between the appropriate unit head and the target range staff and those requiring extra training arrangements.

    A compliance report showing officer attendance records will be submitted for each training and qualification to the training commander.

    Revised May 1, 2018

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    Defined:

    • 40mm less-lethal and chemical-agent launchers
    • Department-owned or -controlled AR15 rifles
    • Precision-scoped rifles
    • Department-owned shotguns

     Maintenance and custody:

    • The target range staff will control the inventory of all department-owned weapons.
    • Weapons will be assigned to the physical control of special weapons and tactics (S.W.A.T.) team or target range.
    • Routine maintenance will be performed by the target range staff and S.W.A.T. team.
    • All repairs and modifications will be approved by the range master and performed by a range staff member.

    Training:

    • All S.W.A.T. personnel will be trained in the use of all weapons authorized to be deployed by that officer.
    • Records or training and qualifications by S.W.A.T. team members will be maintained by the S.W.A.T. coordinator.

    Use of agency-authorized firearms and/or special weapons:

    • No person(s) may carry or use any firearm or special weapon owned or controlled by the department until they have demonstrated proficiency in the use of the weapon and has been authorized to use the weapon.

     Revised May 22, 2019

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    Department vehicles are equipped with a shotgun and rack. [Redacted]. [Redacted].

    [Redacted].

    The target range staff will maintain inventory control of all shotguns which allows an accurate record of location of the gun and maintenance history.

    District and unit commanders are responsible for the shotguns and ammunition assigned to their units. A periodic inventory will be conducted by the district/unit commander to assure that all shotguns and ammunition assigned to their unit are accounted for. If a discrepancy occurs between the items inventoried and the items listed on the district/unit inventory sheet, a report will be sent to the inspection unit and target range staff. Upon change of command, outgoing and incoming commanders will conduct a joint inspection of all inventory items listed on the district/unit inventory sheet.

    [Redacted]. [Redacted].

    Officers checking out or returning shotguns at the target range will load and/or clear the weapon outside any police facility. The shotgun chamber must be open when carried inside any police facilities.

    Revised May 1, 2018

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    I.    Purpose

    The Saint Paul Police Department has recognized that there is a need for officers to have access to AR15-type patrol rifles (patrol rifle) to increase officer and citizen safety. This policy defines the issuing, storage, and deployment of department-owned and personally-owned-patrol rifles. No part of this policy restricts the issuing, training, and deployment of department owned patrol rifles by members of S.W.A.T. when authorized by the S.W.A.T. commander. (See Section VIII)

    II. Authorization to Use

    No person(s) may carry or use any patrol rifle until they have successfully completed an AR operators course conducted by the department and has the authorization of their unit/district commander. Officers will be required to attend all department qualifications and maintain proficiency with the rifle. The range staff shall maintain the AR operators list of those officers who have met the requirements and are authorized to carry and deploy the patrol rifles. The training unit commander has the authority to remove any officer from the AR operators list who has violated any part of the AR15-Type Patrol Rifles Policy or failed to maintain proficiency with the weapon.

     III. Qualifications and Training

    The range staff shall conduct regular AR15-type patrol rifle qualifications and training to ensure that officers maintain proficiency with the weapon. Any officer who misses a mandatory qualification or training without previous range approval will be subject to removal from the AR operators list.

    IV. Department-Owned AR-Type Patrol Rifles.

    The range will issue department-owned patrol rifles to the districts and any other unit authorized by the training unit commander. District and unit commanders are responsible for the patrol rifles and ammunition assigned to their units. A semi-annual inventory will be conducted by the district/unit commander to assure that all department-owned patrol rifles and ammunition assigned to their unit are accounted for.

    Unit and district commanders shall set procedures for the checking out and returning the rifles assigned to their units. The range staff will work with district/unit commanders to develop methods for securing the rifles when they are not deployed.

     V.  Personally-Owned AR-Type Patrol Rifles

    All officers approved to carry and use a department-owned patrol rifle may choose to carry their personally-owned patrol rifle on-duty. The personally-owned rifle must meet the requirements of this policy. The minimum requirements for a personally-owned patrol rifle are:

    1. Redacted
    2. Redacted
    3. Redacted
    4. Redacted
    5. Approved sling.
    6. Redacted
    7. Redacted
    8. Approved carrying case.

    Officers wishing to use their personally-owned patrol rifle must have their rifles approved by the range master or authorized range staff. The range will maintain a record of the condition and all equipment on the rifle when it was approved. Officers may add optional approved equipment (optics etc.) to their patrol rifle. The patrol rifle must be re-inspected and approved by the range prior to using it on-duty. Any officers carrying a patrol rifle that has not been approved by the range will be subject to disciplinary action and will be removed from the AR operators program.

    Personally-owned patrol rifles will be inspected by the range on an annual basis. Officers are responsible for the costs of replacing or repairing items that are in need of repair.

    The range will supply duty and practice ammunition for department qualifications and authorized duty use. Officers will qualify with only one rifle; for example, if you qualify and train with your personally-owned patrol rifle you will not be authorized to carry the department patrol rifles.

    In the event that an officer is involved in a shooting with their personally-owned patrol rifle, the rifle will be taken as evidence and will remain in department custody until it is released by the city and county attorney’s office. If possible, the department will attempt to provide the officer with a department-owned patrol rifle for on-duty use while the officer’s rifle is being held.

    Any officer that chooses to use a patrol rifle with a barrel of less than 16” must be able to provide documentation with federal tax stamp which shows the rifle is properly licensed.  This will be verified by range staff prior to approving the use of the short barreled rifle.

     VI. Securing Patrol Rifles in Squads

    Officers participating in the rifle program will be required to secure the rifle in their department vehicle in a manner to prevent loss or theft. Redacted.

     VII. Deployment

    Officers who have met the requirements of this policy may deploy the patrol rifle they are carrying as they see necessary in accordance with the General Order 246.00. Officers should only deploy the patrol rifle when the incident is of such a nature that the deployment would be reasonable. Examples of the reasonable deployment of the rifle would be an active shooter call, a shooting in which the suspect may still be on scene, or other weapon-related incidents.

    On-duty supervisors may override the officer’s use of a patrol rifle by instructing the officer or asking the dispatcher to instruct the officer to secure the patrol rifle and return the rifle to storage per this policy.

     VIII. S.W.A.T.   

    The S.W.A.T. commander will be responsible for determining the policy for the issuing, training, and deployment of department-owned patrol rifles for the members of S.W.A.T. S.W.A.T. officers may not carry personally-owned patrol rifles unless they adhere to General Order 249.00: AR15 Type Patrol Rifles

    Revised May 22, 2019

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    Handgun purchase permits are obtained from the police department of the municipality in which the applicant lives. An applicant must apply in person. An applicant must complete the Minnesota State Permit to Acquire Handgun Form.

    There is no charge for the request. Permits are reviewed by the manager of the records unit.

    The Saint Paul Police Department Records Unit will complete:

    •  FBI, BCA, warrant and local criminal record checks.
    •  Checks with the Minnesota Department of Human Services to determine if the applicant is eligible for a permit.

    Minnesota Statute 624.713 lists the reasons an applicant may be denied a permit.

    Permits are valid for one year. They are valid statewide, and there is no limit on the number of handguns that may be purchased with a permit.

    Revised July 1, 2011

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    Attention to personal health and wellness is every employee’s responsibility as they remain fit for duty and contribute to a high-functioning workplace.  All police department employees must meet work expectations and seek resolution, intervention, and/or therapeutic treatment for any mental or emotional condition that adversely affects the exercise of their assigned duty. 

    Purpose and Function:

    The Saint Paul Police Department Employee Assistance Program (EAP) is designed to actively promote the mental and emotional wellbeing of all Saint Paul Police Department employees (sworn and civilian) and their families.  The EAP follows strict confidentiality standards and the services provided are available to all employees and their household family members.

    EAP Services include:

    •        Private coaching from the EAP Director

    •        Counseling sessions with contracted licensed mental health professionals/therapist

    •        Critical Incident response

    •        Support and/or referral to other resources as appropriate by the EAP Director or Peer Support Team members

    Note: EAP does not conduct Fitness for Duty assessments

    Location:

    The Saint Paul Police EAP is located “off-site” at a location that is intended to be both convenient and private.

    EAP Director Duties include:

    • Administrative management of the EAP Unit and assuring quality EAP Services.

    • Intake of distressed employees who voluntarily seek EAP assistance, or those who are mandated to the EAP, to include listening and assessing; with the goal of connecting these employees and family members with the appropriate resources.

    • Monitor the recovery of those who suffer a behavioral health crisis.

    • Outreach and education to promote EAP Services and the ideals of officer wellness.

    • Direction and oversight of the Peer Support Team.

    • Collaborate with other units, public safety agencies, and healthcare providers to advance EAP Services and initiatives.

    The EAP Director can be a resource to command and supervisory staff regarding employee problems and concerns.  The EAP is not a substitute for, and works best in conjunction with, informed and effective supervision when managing employee concerns. The EAP Director, designee, or contracted mental health professionals are available 24 hours a day to deal with urgent needs requiring an immediate response. Requests for urgent EAP Services can be made by contacting the EAP Director by phone.

    The EAP Director coordinates access to brief therapeutic interventions and counseling sessions with contracted licensed mental health professionals/therapist.  Commons concerns include:

    • Anxiety and depression

    • Feelings of hopelessness or helplessness

    • Sleep problems

    • Loss and grief

    • Family and relationship conflicts

    • Work stress and frustration

    • Psychological trauma

    • Injury, illness and chronic pain

    • Substance misuse and addictions

    • Financial and legal concerns

    The EAP Director, or designee, and a mental health professional meet one-on-one and in private with officers involved in Critical Incidents (See General Order 246.09: Investigations).  Traumatic Events are managed as identified and on a case-by-case basis. 

    An employee may be referred to the EAP in one of a number of ways:  self-referral, supervisor-referral, or mandated-referral by a supervisor or command staff.

    • Self-referral: Any employee may seek EAP Services by simply contacting the EAP Director. This EAP contact and all information provided by the employee shall be held in confidence within the strictest of professional standards.

    • Supervisor-referral: An employee may be referred to the EAP by a supervisor who believes the employee is having problems with which the EAP might be of assistance. The employee is under no obligation to contact the EAP based upon this suggestion. Any EAP contact and all information provided to the EAP by the employee shall be held in confidence within the strictest of professional standards.

    • Mandated-referral:  An employee may be formally ordered to the EAP if a supervisor believes there are work-related problems with which the EAP might be of assistance. The mandated-referral process shall include the completion of the SPPD-EAP Referral and Release Form (PM 1001-14) by the referring supervisor and the form authorizes only the communication of attendance information back to the referring supervisor.

       (see above under EAP Director duties)  

    Direct Services Provided by the EAP:

    • Impartial and confidential consultation to all employees.

    • Individual counseling referrals and group support as needed to all employees.

    • Critical incident stress management for employees who are determined to be involved in Critical Incidents. (See General Order 246.09: Investigations).

    • Consultation with other city agencies.

    • Health education and information on EAP resources and programs.

    • Assistance to employees before, during and after military deployments (See General Order 252.10: Military Deployment).

    • Specialized group services for employees.

    • Participation in specialized group activities with outside agencies.

    • Support to employees on sick leave.

    • Peer Support Team.

       

      Revised September 25 2017

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    Policy:
    The Saint Paul Police Department shall provide administrative, supervisory and employee assistance support to all military employees who receive orders to report for a military active duty deployment.

    Procedures:

    Whenever a military employee of the Saint Paul Police Department receives official military orders for a U.S military deployment the following shall be implemented:

    1. Roles and Responsibilities Pre-Deployment:

      1. The chief of police, assistant chief, or a deputy chief will contact the veteran employee and his or her family prior to deployment to express appreciation for their service.

      2. The Employees Assistance Program (EAP) director or designee will offer to meet with the veteran employee and his or her family to establish a relationship and provide contact information and clarification on the pre-deployment process. The EAP director will provide a primary contact person for pre-deployment, deployment, and post-deployment who will be responsible for monthly outreach to the family during the deployment. This may include:

        1. Child care

        2. Family assistance with grocery shopping, snow removal, home maintenance, etc.

        3. Establishing an email account for the veteran employee during deployment.

        4. Assistance with on-going concerns for the veteran employee with payroll, open enrollment, etc.

      3. The personnel unit shall assist in setting up payroll to pay monthly bills for veteran employees prior to deploying to military active duty status. Personnel shall notify the chief, training unit, EAP, and the technology unit of a veteran employee deployment within 24 hours of receiving deployment notification.

    1. Roles and Responsibilities Post-Deployment

      1. The chief of police, assistant chief, or a deputy chief will contact the veteran employee and his or her family upon return from military active duty. The unit commander or designee shall provide veteran employees the following upon return from military active duty:

        1. Information regarding their assignment.

        2. Packet with cheat sheets, partner information, dates of range qualification, etc.

        3. Allow for flexible schedule/assignment/days off.

        4. Assign with a partner for two weeks to a month.

          The personnel unit shall coordinate with the unit/district commander to make sure a post-deployment procedure is in place. Personnel shall notify the chief, training unit, EAP, and the technology unit of a veteran employee’s return from military active duty within 24 hours of receiving estimated date of return notification.

          The training unit shall provide training in arrest procedures, equipment function, range training and qualification, computer operation, geography, search and seizure, etc. for veteran employees upon return from military active duty and prior to returning to his or her work assignment.

          The technology unit shall restore all accounts, RMS, DVS, Mobile Office, etc. and provide a cheat sheet with log-on procedures, identification and passwords for veteran employees upon return from military active duty and prior to returning to his or her work assignment.

          The EAP director or her/his designee will offer to meet with the veteran employee upon return from military active duty and prior to returning to his or her work assignment. Veterans will be offered the opportunity to meet individually and in person, with an EAP licensed professional mental health professional within 72 hours prior to returning to work assignments.

          (See General Order 213.00: Military Leave)

          Effective August 25, 2017

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    The department, during initial testing and training, spends many hours to ensure that officers are capable of meeting and dealing with the general physical and psychological stresses of police work. To continue this capability, a physical development program is implemented to maintain the conditioning of the recently trained officers and upgrade, overall, the conditioning of all officers.

     Objectives:

    It is the specific intent of the physical fitness program to:

    1. Ensure the physiological readiness of our officers for the physical demands of the job.
    2. Improve performance on the job.

     Implementation:

    The Saint Paul Police Department physical fitness program has been developed into a four-part program, which is explained below.

     Medical Screening:

    This includes a “cardiac risk profile” which was developed in conjunction with a local medical facility. Each newly hired officer must fill out a medical history questionnaire and report with this to the medical facility for a full lipid profile and urinalysis.

     The results of the physical examination and the medical questionnaire will be evaluated by the program physician. After reviewing each officer’s profile, the physician will determine if an officer is physically capable of immediately proceeding with the fitness program or if the officer will need additional testing. If additional testing is required, it will be done under the direction of the program physician.

     Officers, who because of physical limitations are unable to proceed, will remain under the direct supervision of the program physician for instructions as to an individual exercise program.

     Fitness Assessment:

    This includes an annual, in-house fitness assessment to determine the present state of physical fitness of each officer. It is administered yearly to all officers.  It will be scheduled during the officer’s birth month. Officers have 60 days to complete their assessment.  Anyone not completing their test during that time period will be marked unsatisfactory on their yearly performance evaluation.  This is designed to develop the data needed to plan an appropriate individual fitness program for each officer and will serve as a basis for comparison for future tests to determine participant development. Officers will be allowed to select from two fitness testing options. The options are as follows:

    Testing Option #1

    • Waist Measurement (<40inches for males;< 35 inches for females) or Body Fat Percentage test
    • Explosive Power - Vertical Jump
    • Muscle Strength - Pushups or 1 Repetition Max Bench Press
    • Aerobic Fitness Assessment
    • 1.5 mile run
    • 1 mile walk
    • 12 minute NAVY bike
    • Testing Option #2
    • Waist Measurement (<40inches for males;< 35 inches for females) or Body Fat Percentage test
    • 2000 Meter Row Test on a Concept 2 Indoor Row Machine

    Upon completion of their physical fitness assessment, each officer will be rated and given an individualized physical development program based upon this rating.

    Any portion of the assessment that is failed will be noted on the officer’s yearly evaluation.  Failed tests may be retested any time during the year to get a satisfactory score.

    Only officers who have completed “Saint Paul Police Physical Fitness Exemption” (PM 631-92) which has been signed by the officer and the officer’s personal doctor will be exempt from testing.

    An officer who fails to test, retest as scheduled or provide PM 631-92 will be subject to disciplinary action.

    On-Duty Exercise Participation:

    Upon completion of their assessment, all officers will be allowed participation in the exercise routines prescribed. Each officer can participate in a maximum of three, one-hour, on-duty exercise periods per week. Only one hour of exercise time, to include changing and cleanup may be used at one time. The exercise periods are not accumulative.

    Scheduling:

    An officer’s immediate supervisor will be responsible for scheduling the exercise periods. Supervisors should use discretion in scheduling these periods to minimize the impact on overall operations and responsibilities. If the emergency communication center supervisor deems that the call load will not allow officers to exercise, the supervisor shall not release officers to exercise.

    Authorized Activities:

    Some activities that are authorized for inclusion in the program based on an individual’s fitness level and capabilities:

    • Swimming
    • Cycling
    • Cross country skiing
    • Rope skipping
    • Aerobics
    • Calisthenics
    • Walk/run/jog
    • Rowing
    • Stair Stepper
    • Circuit training
    • Racquetball/handball
    • Basketball
    • Volleyball
    • Weight training
    • Yoga

     On-duty fitness training time may not be utilized for activities not included above without the written approval of the physical fitness coordinator.

     Team Events:

    The department may authorize teams in various sports as representatives of the department. Participation on such teams is wholly voluntary on the part of participants. The department, at its discretion, may allow on-duty status for travel time for events conducted out of the city. Actual participation in such athletic events will be in an off-duty status. Participants in those events will not be eligible for on-duty injury benefits such as worker’s compensation, in the event of injury.

    Routine Health and Wellness Testing:

    All officers are required to take a Bruce Protocol Stress Test administered by the program physician, at age 40. The next test would be required and administered at age 45 and then again at age 50. After age 50, the test will be administered every two years until age 60, when the test will be administered every year.

    This testing schedule applies to officers for whom no medical problems are identified. If a medical problem exists, officers could be tested at any time, and more frequently as each individual case demands.

    If it is discovered that an officer has signs of heart disease, the officer will, as soon as possible, schedule an appointment with their primary care physician for further evaluation which will be paid for by the officer; and the results of the test(s) reviewed by the program physician; or

    The duty status of an officer following a positive test will be based upon the recommendations of the fitness program physician, in consultation with the officer’s personal physician, if appropriate.

    Other Testing:

    Officers who are members of the target range unit, ordnance disposal unit, and special weapons and tactics (S.W.A.T.) team will have their hearing tested annually. The target range unit will be tested annually for excessive lead levels.

     Injuries:

    Any physical injury which occurs while engaged in on-duty exercise will be immediately reported and documented to the gymnasium staff. (See also General Orders 180.50: Injured on Duty and 211.00: Injured On Duty).

     Revised May 22, 2019

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    This department recognizes that our most important and valuable resources is the men and women it employs. The department realizes also that the better trained and better educated they are the more valuable they become to the department, the community they serve and to themselves and their families. It is incumbent therefore, upon the department and its employees alike to develop and seek opportunities to enhance individual growth by the furtherance and achievement of career and personal goals.

    To promote these ends the department has initiated a program of career development designed to assist employees with improving their ability to perform their current job and prepare for movement upward or laterally in the organization. This process will help prepare employees to achieve their desired career objectives such as promotion and/or specialization and will provide opportunities for individual growth and stimulation at all levels.

    Program Components:

    In-service training -- two forms: In-service training is an important component of the departments career development program. The department will hold regular in-service training in which members take classes in work-related topics.

    1. Proficiency training is intended to keep the employee up-to-date on the duties and responsibilities of the job presently being performed and to enhance the employees skills beyond the minimum level and thereby increase the potential for upward mobility.
    2. Specialty training is designed to stimulate employees to prepare for new areas of interest and specialization, to maintain and enhance the skills of members already assigned to specialized units and to increase the overall potential of the employee to advance in the department.

    Included in the above is specialty training in management and supervision offered by both the department and the City of Saint Paul Office of Human Resources which is designed to assist our personnel in continued advancement in these positions.

    Higher education: Higher education is perhaps the most satisfying component of the career development program as it allows department personnel to gain a more insightful understanding of society, to communicate more effectively and to engage in the exploration of new ideas and concepts. All personnel are encouraged to receive a bachelors degree from an accredited college or university and are urged to make use of the city's tuition and reimbursement plan in the pursuit thereof.

    Objectives of Career Development:

    • To improve the departments utilization of each employees skills, knowledge and abilities.
    • To encourage all employees to further their education and training in the skills, knowledge and abilities of their current position and in areas of expressed interest.
    • To assist employees in preparing themselves for accepting positions of greater or differing responsibility.
    • To guide each employees self-assessment relative to her/his career goals (such as promotion, specialization, etc.)
    •  To identify the potential number of personnel benefiting from the utilization of the career development program.
    • To ensure that the department is providing career development opportunities consistent with the objectives set forth for equal employment opportunity and affirmative action objectives as promulgated in the affirmative action and equal employment opportunity program adopted by the city.

         o   The Saint Paul Police Department actively encourages minority and female persons to apply for positions within the organization.

         o   Minority and female employees are afforded equal opportunity for self-development and advancement within the organization.

    Program Administration:

    Authority and responsibility for the administration of the career development program is vested in the commander of the training unit. The commander is authorized to manage both the programs operation and direction and shall provide for the following.

    • To establish requirements for and provide the necessary training for all personnel assigned to conduct career development activities. This training should provide increased knowledge and skills in at least the following areas:

         o   General counseling techniques.

         o   Assessment techniques for determining skills, knowledge and abilities.

         o   Salary, benefits and training opportunities of the department.

         o   Educational opportunities and incentive programs.

         o   Awareness of cultural backgrounds of ethnic groups in the program.

         o   Record keeping techniques.

         o   Career development programs of other jurisdictions.

         o   Availability of outside resources.

    • Maintenance of an annual inventory of the skills, knowledge and abilities of each employee. The individual inventories shall be completed during the annual career development/employee evaluation interview.
    • Establish and maintain on file an inventory of career specialties within the department including the skills, knowledge and abilities (SKAs) needed for each specialty. Career specialty in-service training shall be based on these SKAs. This inventory shall be made available to all program participants.
    • Maintenance of an annual inventory of resources used to develop in-service training requirements of the career development program. This inventory shall list the external and internal resources of the training classes and should include a brief description of the training offered by the resources.
    • Maintenance and distribution of information regarding requirements, procedures and opportunities for promotion and/or transfer.
    • Administration and implementation of the mandatory and career development in-service training programs to consist of proficiency and specialty training.

         o   All sworn employees of the department shall be required to attend in-service training on an annual basis. The in-service training module which should contain both required and elective courses of study are designed to test the employees proficiency in previously acquired skills, knowledge and abilities as well as to impart new skills, knowledge and abilities. An additional dimension of the in-service training module should focus on imparting knowledge about specialized assignments to employees currently considered generalists. An interested employee should be provided the opportunity to obtain knowledge necessary for her/him to pursue a specialized assignment.

         o   Career specialty training courses are provided by in-house training staff or through the utilization of outside resources. Specialty training in management techniques and supervision, which is designed to assist our personnel to improve and advance in these positions, is offered by both the Saint Paul Police Human Resources Unit and the City of Saint Paul Office of Human Resources department and shall be required of all supervisory level employees. Additionally, attendance at skill development courses is required of all sworn personnel upon promotion. Attendance at appropriate courses in the management development program offered by the office of human resources will satisfy the supervisor aspects of this requirement but operational specialty courses may also be required, e.g., investigative techniques, Drug Enforcement Administration course, etc.

    • Maintain written records of all proficiency and career specialty in-service training of personnel. These records will be made available to supervisors/counselors for use in conducting the career counseling and performance evaluation interview. Supervisors are encouraged to make recommendations to training staff for improvements and specific needs in the departments training programs based on the counseling sessions.
    • Liaison with administration to implement, where practical, the temporary assignment of personnel to specialized work units as a career development training assignment.
    • To conduct a continuous monitoring and review of the career development program and to provide administration and employees with up-to-date information regarding requirements for achieving program goals. To conduct an annual evaluation of the career development program plan and submit a written report including any proposed revisions to the management team prior to the annual budget process.

    Advanced Training and Higher Education:

    Educational leave is established and authorized when absence from duty or employment is granted to an employee to undertake academic or vocational instruction as part of in-service training. Paid leave or absence from duty may be authorized to attend outside workshops, seminars or formal academic programs in the furtherance of departmental excellence. Procedures governing these activities are governed by General Order 336.10: Outside Schools Travel / Training Guidelines.

    Tuition Reimbursement Program:

    The City of Saint Paul has made available to all city employees a tuition reimbursement program. The policies and procedures regulating this program can be found on the city's intranet site.

    All police department employees are strongly encouraged to utilize this educational opportunity in the pursuit of their career and personal enhancement.

    Higher Education:

    All personnel are encouraged to achieve a bachelors degree from an accredited college or university. In order to enhance academic study, department administration, within reason and whenever practical, will accommodate modification of employee shift assignments where otherwise irresolvable conflicts occur and when to do so is not in conflict with established labor contracts.

    Revised July 1, 2011

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300.00 Organization and Functions

This general order will outline the organizational structure of the department. It defines the responsibilities and functions of the divisions, sections, units, and titled positions within the department.

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    The Office of the Chief of Police consists of:

    • Chief of Police
    • Internal Affairs
    • Inspections
    • Public Information Officer
    • Chief of Staff (executive officer)
    • Chief's secretary and administrative assistant

    In addition to the above, the deputy chiefs of each division report directly to the Assistant Chief of Police.

    The Chief's administrative team consists of:

    • Assistant Chief of Police
    • Deputy Chiefs of Police
    • Chief of Staff (executive officer)
    • Human resources manager

    Updated January 14, 2019

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    To maintain cooperation and liaison between the Saint Paul Police Department and other law enforcement agencies, the chief of police shall, as needed:

    ·         Designate department representatives to attend the meetings of or otherwise participate in the programs of law enforcement organizations that operate concurrent with or adjacent to the boundaries of the City of Saint Paul.

    ·         The representatives working with those organizations will brief the chief on items of interest to the department. The chief shall determine initiatives and actions they deem appropriate to pursue with any particular organization. Appropriate liaison shall be maintained with other law enforcement organizations as determined by the chief of police.

    Revised June 18, 2019

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    In the absence of the chief of police, the assistant chief or a deputy chief appointed by the chief will be designated to assume the duties of the office. Such assignment will remain in effect during the absence of the chief of police, or the time specified by them. The person assuming command shall have all the power and responsibility of the chief of police, except in the following instances, unless specifically authorized by the chief of police:

    •  Selection and appointment of new personnel.
    •  Dismissals.
    •  Promotions.
    •  Demotions.
    •  Modification of rules, regulations, or departmental policies in non-emergencies.

    In case of emergency when the chief is unable to designate the duties to the assistant chief or deputy chief, the mayor will temporarily appoint one to the position.

    Updated January 14, 2019

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    The chief may, as needed, approve the creation of investigative task forces. The chief may also allow assignment of department personnel, equipment, or support to formal investigative task forces operated in whole or in part by adjoining agencies or agencies having concurrent law enforcement powers. In these situations the creation of or the assignment to a task force shall be governed by written directive(s).

    The directive(s) shall include statements:

    •  Identifying the purpose of the task force.
    •  Defining authority and responsibilities.
    •  Establishing accountability.
    •  Identifying the resources available and their sources.
    •  Establishing how progress will be measured, results, evaluated, and the need for the continued existence or participation in the task force.

    Revised July 1, 2011

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    (See General Orders 218.00, 230.00 - 230.30 for disciplinary procedures)

    218.00

    Workplace Conduct Policy (Harassment)

    230.00

    Disciplinary Procedures

    230.07

    Immediate Disciplinary Procedures

    230.09

    Employees Duty to Report Misconduct

    230.10

    Police-Civilian Internal Affairs Review Commission (P.C.I.A.R.C.)

    230.11

    Employees Rights

    230.12

    Civil Service Rules -- Discipline

    230.13

    Conduct Unbecoming an Officer

    230.20

    Department Rules of Conduct

    230.30

    Drug and Alcohol Screening

    The Saint Paul Police Department Internal Affairs Unit is established as a staff function under the office of the chief. This function coordinates and exercises staff supervision over investigations of complaints against the department or allegations of misconduct against members of the department.

    The internal affairs unit exists to insure the integrity of the department by prompt and thorough investigation of alleged or suspected personnel misconduct, and policy and procedure violations. In doing so, the unit will:

    •  Clear the innocent.
    •  Establish guilt.
    •  Facilitate prompt and just disciplinary action.

    Internal affairs will be responsible for the investigation of the following type of cases:

    •   All allegations by the public against the departments personnel involving misconduct or negligence of duty.
    •   All referrals from the Saint Paul Office of the Mayor, Saint Paul City Administrator, Saint Paul City Council, Office of Human Rights, the State of    Minnesota Peace Officer Standard and Training Board, and State of Minnesota Human Rights Department.
    •   Workplace misconduct allegations.
    •   All incidents wherein department policy or procedures have been violated in the use of force.

    Internal Affairs Function Will:

    1. Upon receipt of an alleged violation:

         A.     Refer it to an appropriate command

         B.     Make a preliminary investigation and then assign it to an appropriate command

         C.     Make an independent investigation of the complaint.

    2.  Notify the chief of police immediately of cases involving members of the department which allege:

         A.     Violations of law

         B.     Violations of human rights

         C.     All other serious acts of omission

    3.  Assist supervisors engaged in complaint investigations:

         A.     When internal affairs unit assistance may be needed the decision will be based on the seriousness of the alleged violation and the determination of need by the internal affairs commander after conferring with the commanding officer where the complaint originated.

    Updated January 14, 2019

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    The Saint Paul Police Department Inspection Unit is established as a staff function of the office of the chief.  The inspection unit’s purpose is to increase organizational effectiveness and support change by analyzing the department’s culture, processes, and structure. Inspection personnel have no command authority over line operations.

    Personnel:

    The inspectors assigned to the unit are directly accountable to the unit head who answers directly to the chief of police.

    Functions:

    • Examines procedures and compliance. If changes in procedures are needed, this unit will submit necessary data explaining this need and also recommend possible remedial action to be taken.

    • Examines the adequacies and deployment of department resources to maximize benefits and recommend what changes that may be necessary to eliminate identified deficiencies.

    • Anticipate where deficiencies may develop.

    • Inspectors will conduct unannounced inspections of the property storage areas.

      • During these inspections security procedures and property accountability will receive primary attention. A random comparison of records and physical property will be the primary focus of these efforts but, a variety of activities should receive attention during successive spot inspections.

      • The inspection supervisor or her/his designee, who is neither directly nor indirectly associated with any property held by the department. The requirement here is to ensure the integrity of the acquired property control system and does not specifically require an accounting for every item of property.

      • Inspections will conduct an annual audit of items checked out of the property room for in-house use.

      • Inspection unit will conduct quarterly money vault audits.

      • Inspections unit will conduct an annual audit of all money received by the property room.

      • Inspection unit will conduct a monthly property audit.

    • Conduct staff inspections within all organizational components as directed by the chief of police.

      • Major deficiencies noted will be addressed in writing to appropriate commanders with a follow-up date established, allowing enough time for commanders to correct deficiencies and submit a written report of corrective action taken, to their respective division assistant chief.

    • Inspections will conduct quarterly audits of drugs and narcotics evidence that are to be destroyed.

    • Inspections will conduct an audit of all firearms in the property room that have been marked for destruction and will witness the destruction.

    • Inspections will inventory all monies from the property room held over 30 days and deposit these funds in the bank in the applicable City of Saint Paul accounts.

    • Inspections will conduct random drug and alcohol screening tests of personnel assigned to hostage negotiation, special weapons and tactics (S.W.A.T.) team, and the bomb squad as directed by the chief.  Testing may be done at scheduled training or inspection personnel may call-up the units.

    • The inspection unit may provide one full-time driver for the mayor and relief drivers as needed.

    • The inspection unit personnel will conduct random checks on off duty employment for compliance with off duty rules and regulations.

    • All other tasks as assigned by the chief of police.

       

      Revised October 3, 2018

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    (See General Orders 470.00: V.I.P. Security Plan, and 475.00: Covert Operation Plans

    The Special Investigations Unit (S.I.U.) is a support unit. There are two sections of S.I.U, the operational and the technical.

    The operational section of S.I.U. supports criminal investigations through the apprehension of individuals associated with criminal activity. This section also provides tactical intelligence support and surveillance needs. 

    S.I.U. also has a technical component which provides basic digital forensics for the police department.   

    The S.I.U. is supervised by Senior Commander of the Homicide/Robbery Unit who is responsible for the administration and coordination of the unit. They are accountable to the deputy chief of the major crimes division.

    The S.I.U is the primary liaison that coordinates with outside agencies at the local and state level.    

    Goals and Responsibilities:

    S.I.U. provides operational investigative support. 

    The responsibilities of the S.I.U. shall include but not limited to the following:

    • Apprehend individuals associated with criminal activities

    • Support criminal investigations through case support and intelligence dissemination

    • Conduct criminal investigations as assigned

    • Provide technical assistance and execute search warrants

    • Assist with the coordination and planning of V.I.P. protection details as requested (G.O. 470.00) and assist when requested by the S.W.A.T. or S.O.U. commanders

    • Liaison with federal, state, and local police agencies conducting enforcement activities within the City of Saint Paul

    • Digital media reviews by trained staff in forensics related to computers and cell phones

    Procedures:

    Compiling Intelligence:

    All data received shall be evaluated by S.I.U. personnel for accuracy, creditability and appropriateness to the S.I.U. function. Questionable information shall be further reviewed by the S.I.U. unit head for a final determination of its value and appropriateness. S.I.U. personnel shall periodically reevaluate information received from other agencies by contacting the supplying agency to update and verify the accuracy of the information received.

    Intelligence Dissemination:

    Criminal intelligence is information compiled, analyzed and/or disseminated to anticipate, prevent, or monitor criminal activity

    The S.I.U. shall coordinate the dissemination of criminal intelligence data with the Crime Analysis Unit to ensure there is no duplication.  The S.I.U will focus on immediate public safety data needs for the department.  The following procedures will be adhered to:

    1. S.I.U. personnel receiving requests for criminal intelligence data from outside agencies will ensure that the requesting party is a validated law enforcement agent. If it’s not an immediate need the agency will be referred to the data practices portal and/or the specific unit investigator to follow-up.
    1. Criminal intelligence developed by S.I.U. shall be forwarded to the appropriate department unit which has responsibility for the substance of the intelligence (e.g. homicide, robbery, burglary, etc). Criminal intelligence of general immediate significance to all law enforcement personnel shall be broadly disseminated to all department units through all available resources, including but not limited to bulletins, roll call notices, special communications, emergency communication center facilities, etc.
    1. S.I.U will deconflict with the Crime Analysis Unit (C.A.U.) and S.O.U to ensure duplication efforts are not happening.  It should be noted that S.I.U. will disseminate immediate safety concerns whereas the C.A.U. and S.O.U have standardized daily, weekly, monthly reports with limited immediate concerns.

    Tactical Intelligence Functions:

    The S.I.U. unit provides tactical intelligence.

    Tactical Intelligence: Information regarding a specific criminal event that can be used immediately by operational units to further a criminal investigation, plan tactical operations and provide for officer safety.

    Tactical intelligence functions held by S.I.U. personnel will include:

    • Conduct surveillance operations of suspected criminals and/or criminal activities

    • Provide tactical assistance to other department investigative units upon request

    • Provide tactical assistance to other law enforcement agencies upon request

    • Apprehend individuals associated with criminal activities

    • Information gathering from sources, including but not limited to informants, outside law enforcement agencies/officers, law enforcement databases, and open source platforms

    • Cell phone and/or social media warrant execution and data collection

    • Maintain and deploy covert/overt surveillance equipment

    • Liaison with federal, state and local law enforcement agencies for the purposes of intelligence collection, dissemination, and intelligence requests

    • Disseminate intelligence and other public safety-related data obtained from within the department and other law enforcement agencies

      The S.I.U. shall assist any unit within the department to the extent feasible, restricted only by the limited resources of the S.I.U. All reasonable requests shall be responded to without delay.

      The S.I.U. shall conduct covert investigations as deemed appropriate by the S.I.U unit head to assist the tactical intelligence function and to provide support to other departmental units. (See General Order 475.00: Covert Operation Plans.)

      Revised September 27, 2019

     

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    A procedure for requesting processing/analysis of evidence by the Special Investigations Unit’s Digital Forensics Lab has been established to facilitate better communication between the Digital Forensics Lab and those units within the police department requesting analysis.

    Should digital analysis of an item be desired, the investigator/police personnel assigned to the case will:

    • Complete the SIU Digital Evidence Examination Request Form (#1112-04) that is located on the intranet under forms. The form can be filled out electronically and sent to the shared mailbox.
    • All SIU Digital Evidence Examination Request Forms must be accompanied by either a signed search warrant or signed consent form.
    • Turn all digital evidence into the property room using the Evidence Manager. (SIU will retrieve the digital evidence from the Property Room when they are ready to process it.)
    • SIU will submit any newly developed evidence into the property room after documenting that generation of new evidence using the Evidence Manger.

    Revised June 6, 2016

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    The Saint Paul Police Fiscal Affairs Unit, under the direction of the assistant chief, shall provide planning and budget support to the divisions, sections and units of the department and shall be responsible for the purchasing, and fiscal management functions. The unit is also responsible for the coordination of the annual operating budget, supervision of internal expenditures and internal controls, and shall maintain liaison with the City of Saint Paul Office of Financial Services. The unit head is directly responsible to the assistant chief.

    Unit Functions:

    •  Advise as to the financial status of the department.
    • Maintain liaison with other units of city government as required.
    • Supervise the purchasing process.
    •  Conduct the necessary correspondence connected with the purchasing and accounting process.
    • Apprise the various units of the department, as well as the chief, assistant chief and deputy chiefs of the status of the unit budgets.
    • Maintain the necessary records and files in connection with the purchasing, budgeting, and accounting processes.
    • Conduct other such duties as directed.
    • Review financial records of associated agencies such as reserves.
    • Review and audits petty cash funds and procedures.
    •  Advice department managers on proper accounting controls and procedures carried out by the units.
    • Intergovernmental billings
    • Cash receipts
    •  Accounts receivables dunning letters
    • Council resolutions   

    Updated January 14, 2019

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    Budgeting:

    The department’s annual operating budget shall be developed in coordination with all unit heads as provided in General Order 193.17: Budgeting.

     The fiscal affairs unit manager shall be responsible to inform, assist, and provide the assistant chief with the schedule, procedures, and guidelines related to the budget preparation process. Unit heads shall prepare and submit written recommendations based on operational and activity analysis for use in development of the department’s budgets to their respective deputy chief who will make recommendations to the assistant chief of police. These recommendations shall include an assessment of present personnel, equipment and funds. Annually, the assistant chief will present these recommendations to the chief of police as part of the budget preparations for the city budget process.

     The Saint Paul Police Department Fiscal Affairs Unit is responsible for providing monthly reports classifying each appropriation and expenditure by function, organizational component, activity and object. To insure fiscal integrity a report shall be made monthly to the assistant chief of police, division deputy chiefs and unit heads giving the status of expenditures for each program history and any exceptions to the spending plan or appropriations. This monthly report will include but is not limited to the following data: initial appropriation for each program/account, balances at the beginning of each month, expenditures and encumbrances made during the period and the unencumbered balance.

     Inventory Control:

    A complete perpetual listing of all capital property, equipment and miscellaneous assets is maintained in the City of Saint Paul Office of Financial Services. Annually the Fiscal Affairs unit, utilizing this listing, oversees an annual inventory of property under the control of the police department. During this process each unit shall receive a printout listing all items of property assigned to it. All units shall conduct a physical check of each item in the inventory to verify its continued assignment. Upon completion of this inventory the printout will be returned to the fiscal affairs unit for corrections, additions or deletions. The responsible unit head’s signature and phone number shall be affixed to the first page and initials thereafter denoting the accuracy of the inventory.

     Internal Monitoring:

    The fiscal affairs unit is responsible for continuous monitoring of the department’s non-cash fiscal activities. Discrepancies shall be reported to the assistant chief. Internal audits concerning police operations may be requested by the chief of police at their discretion.

     Updated February 1, 2019

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    Minnesota Statute 471.345 and the City of Saint Paul's purchasing procedures are formal procedures and guidelines for controlling purchasing of the department's supplies, equipment, and contracts for service. The City of Saint Paul's purchasing procedures can be accessed on the City of Saint Paul's intranet web site.

    Purchases of supplies and equipment and contracts for services will be accomplished in accordance with the city's purchasing procedures and Minnesota statutes. All purchases of supplies, equipment, and contracts for services from grants must be in accordance with federal and/or state grant rules, policies, and procedures.

    Food cannot be purchased until a council resolution is approved. The unit commander or unit head must contact the fiscal affairs unit at least one month prior to food purchases. All unit commanders or unit heads must complete a professional service contract before any catered food is purchased.

    Requests for supplies and equipment must be authorized by the unit commander or unit head on the appropriate procurement card, master contract, purchase requisition, or travel request form. Unit commanders or unit heads are responsible for insuring sufficient funds are available for their requests and are responsible for providing all information and specifications required to properly order the merchandise.

    Operating supplies and/or equipment costing $2,500 or less may be ordered by the unit commander or unit head with a procurement card as the authorization for purchase unless a City vendor is being used. Unit commanders or unit heads must check with Fiscal Affairs on whether a vendor is considered a City vendor.

    The appropriate state sales tax and shipping cost must be included in the total cost. The unit commander or unit head must insure that the best price has been obtained on all items ordered.

    Operating supplies and/or equipment exceeding $2,500 must be ordered by using a master contract or a purchase requisition. If a master contract does not exist, a purchase requisition input form must be completed by the unit commander or unit head, signed by the division head, and then submitted to the fiscal affairs unit for approval. The unit commander or unit head is responsible for providing all the necessary specifications and information on the purchase requisition input form. Suggested vendors may be provided by the unit commander or unit head. Requests for sole-source vendors must be justified as the only provider of the supplies and/or equipment needed.

    Requests for travel and training must be submitted to the chief of police on the appropriate travel request forms after receiving approval from the unit commander or unit head, training commander, and division commander. Travel request forms approved by the chief of police are submitted to the training unit for processing. All requests for travel and training expenses must be made in accordance with the City of Saint Paul's travel policy.

    Travel expenses cannot be reimbursed to or paid for a non-city (Saint Paul) employee until a council resolution is approved. The unit commander or unit head must contact the fiscal affairs unit at least one month before the non-city employee travel date.

    Professional services (i.e. one-time instructors) must not be ordered until a professional service contract is completed. The City of Saint Paul's policies for professional services must be followed for all contracts. The unit commander or unit head must insure the best price has been obtained for the services provided. Professional service contracts for more than $2,500 must be done through the City of Saint Paul's purchasing department. All professional service contracts must be processed through the fiscal affairs unit for signature routing.

    Vendors must send an invoice to the unit commander or unit head for all items purchased. Upon receipt of the merchandise or services, the unit commander or unit head must verify that the invoice is correct by signing and dating the invoice and indicating the budget code and purchasing authority number used for the purchases. The signed invoice is then sent to the unit commanders or unit heads accounts payable person for payment. Invoices for grant purchases must be submitted to the fiscal affairs unit for payment.

    The unit commander or unit head may submit reimbursement requests that are under $75 to the chief's office by using the appropriate petty cash form. Original receipts will be required for all reimbursements under the department's petty cash fund. The budget code(s) must be included on the original receipt. It is the unit commander's or unit head's responsibility to verify that funds are available in the appropriate budget code(s) used for all petty cash reimbursements.

    Updated January 14, 2019

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    The Saint Paul Police Department Support Services and Administration Division is responsible for the daily operation of the department. This division includes the following units and sections:  technology development & implementation (technology, video management, research & development, crime analysis), human resources (backgrounds), property and evidence (impound lot, property room, central supply, records), forensic services, training (PDI/Academy, range, health and wellness,), building maintenance, capital improvement budget, emergency management, fleet, and employee assistance program.  

    Revised June 18, 2019

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    Under the administrative direction of the assistant chief of police, the deputy chief of Support Services and Administration Division has executive charge of the personnel and units under her/his command. The duties include the following:

    Duties and Responsibilities:

    • Report directly to the chief of police and submit oral and written reports to the assistant chief on activities, plans and problems.

    • Direct and controls units assigned to the support services and administration division on a 24-hour basis.

    • Develop long-range plans with the unit heads for the effective delivery of services provided by their units.

    • Develop budgets which represent the financial resources needed by units in the division to accomplish their goals and objectives during the budget cycle.

    • Develop realistic performance standards for personnel within the division and evaluate the results produced by those individuals on a continuous basis.

    • Stay abreast of unit plans and programs and submit reports to the assistant chief of police which assess the effectiveness of those activities in the community and department.

    • Provide administrative guidance to develop members assigned to the division by delegating authority and responsible assignments at every opportunity.

    • Responsible for the efficiency of and discipline of all employees in the division.

    • Coordinate unit planning efforts and review plans and proposals submitted by staff.

    • Delegate administrative tasks to the unit heads for the purpose of developing managerial skill and potential.

    • Investigate complaints about service or personnel within the division.

    • Decide on discipline, transfers, assignments, and make recommendations for dismissal of personnel within the division.

    • Direct and complete performance reviews on personnel in the division and assure uniformity of the ratings among the units within the division.

    • Meet and confer with business, civic, fraternal, religious, political leaders and media to keep abreast of community interests and trends.

    • Conduct staff meetings to exchange information and to facilitate planning efforts of all assigned units affecting the delivery of service and long-range planning for the department.

    • Oversee the activities of division employees performing diverse functions in support of the police department mission.

    • Ensure the provision of essential services to the citizens, other city agencies and the members of the Saint Paul Police Department.

    • Respond directly to citizens and other interested parties having complaints or information about the quality of services from division personnel.

    • Assume the duties of the assistant chief of police when designated.

      .

      Revised June 18, 2019

       

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    This function is under the direct supervision of the Community Partnerships Unit commander.

    Rationale:

    The Saint Paul Police Department is committed to the development and perpetuation of community crime prevention programs. The department recognizes that crime is a social phenomenon that requires a coordinated response involving both the community and the police department in order to be successful.

    Objective:

    Police officers and crime prevention staff will perform residential and commercial security surveys in an attempt to show what steps could be taken to make homes and businesses more crime resistant.  The crime prevention staff will also be involved in the education of businesses and the community through presentations and other educational opportunities.

    Functions:

    Crime prevention services will include surveying.  Residential and commercial security surveys will be conducted by crime prevention staff upon request or referral by members of the department.

    Crime prevention outreach done by the department staff routinely includes, but is not limited to:

    • Community festivals

    • Safety fairs

    • Residential building events

    • Neighborhood groups

    • National Night Out

    • Special events sponsored by community groups, churches, and businesses

    • Training, follow-up, assistance in Crime Free Multi-Housing

    • Inter-governmental events

    • Department hosted training sessions

      Full-time staff for crime prevention education is assigned to the Community Engagement Division and is expected to provide department personnel and community members with all resources available to further the education of the public on topics of prevention and safety.  

      Resources available for the crime prevention function:

    • Printed material for distribution by officers at scenes of crimes or by crime prevention staff at meetings, seminars, surveys, etc.

    • Video presentations for crime prevention presentations or in-service training, maintained by the crime prevention unit.

    • Explorer post members.

    • District police officers.

    • Neighborhood groups.

    • Media attention.

    • A list of foreign language and sign specialists is a required resource for the unit.

       

      Revised June 18, 2019

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    The impound lot is intended to provide a secure facility for the storage of vehicles, bicycles or other larger or dangerous items which come into the custody of the department as found, recovered, is evidence of a crime, or property held for safe keeping for the owner who, for example, may be rendered incapacitated as a result of a motor vehicle crash.

    The manager in charge of this unit shall be responsible and accountable for control of all property accepted by or stored in the impound lot storage area.  S/he reports to the commander of the property and evidence section.

    Functions:

    •  Facilitate proper disposition of vehicles in a timely fashion and whenever possible within six months.
    •  Conduct auctions of unclaimed or unwanted vehicles.
    •  Maintain records as required for its operation (General Order 445.00: Towing and Storage Procedures/Authority). Whenever a new unit supervisor is appointed s/he and her/his predecessor shall jointly conduct an inventory of vehicles to ensure that records are correct. This inventory should consist of a sufficient sampling to guarantee the integrity of the system and accountability of vehicles.

    Revised June 6, 2016

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    The Saint Paul Police Department Property and Evidence Unit is headed by a commander and consist of the following units: records, property room, central supply, and impound lot.  The functions and responsibilities of these units are described under the individual units.

    The property evidence section commander has responsibility for the property and evidence management functions performed by the units under their control including the accountability, issuance and maintenance of agency owned and acquired property. In accord with this responsibility, they shall conduct documented biannual inspections to ensure:

    • That compliance with department regulations and applicable statutory requirements regarding property and evidence management is being maintained and that all property under their control is being protected from damage and/or deterioration.

    • Determine disposition of unclaimed property.

      Revised June 18, 2019

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    The Saint Paul Police Department Building Maintenance is comprised of non-sworn personnel whose primary task is the upkeep and maintenance of the buildings and grounds occupied and utilized by the department. The supervisor of building maintenance is responsible for the satisfactory condition of these facilities and for the performance and supervision of their assigned personnel. They are directly responsible to the executive officer of the support services and administration division.

    Functions:

    Provide custodial and maintenance services as directed.

    Revised June 18, 2019

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    The communications services and maintenance unit is comprised of non-sworn personnel whose primary task is to provide the technical expertise required to maintain the department’s communications systems and outfit department vehicles with emergency and communications equipment. The Communication Service and Maintenance Supervisor directs the unit and is responsible to ensure that the unit is properly staffed.  They report to the Fleet Sergeant.

    Updated February 1, 2019

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    Organization:

    The Saint Paul Police Department Records Unit is the principal repository for all police department data collected by the department. It will be staffed and accessible for all department personnel 24 hours a day. The public will have access to the records unit during regularly established hours set by the commander of the property and evidence section.

    Supervision:

    Direct supervision of personnel assigned to the records unit is provided by the records unit manager.  The manager is directly accountable to the commander of the property and evidence section.

    Function:

    The basic function of the records unit is to provide and maintain a repository of all reports and other department data received into the unit. These documents might be information regarding criminal offenses, complaints, investigations, or services performed by the police department.

    The records unit will also ensure transparency in records management and that the public is provided access to public data in a timely manner.

    Responsibilities:

    It is the responsibility of the records unit to receive, compile, file, and otherwise manage the information outlined in the ‘Function’ section above. It will be the responsibility of the unit manager and section commander to ensure that appropriate internal policies and procedures are established to serve the information needs of the department in a timely manner.

    Revised August 25, 2017

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    Supervision:

    The review officers (records management specialists) are accountable to the manager of the records unit.

    Function:

    • To review all reports and other documentation submitted to the records unit. That review should ensure that reports and other documents are complete and accurate. In addition, the review officers are responsible to send Report Rejection Notices to those individuals whose reports need further action or are missing entirely.

    • Establish necessary policies and procedures to ensure that records information is collected and disseminated in a timely fashion.

      Revised August 25, 2017

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    The Saint Paul Police Department Technology Unit operates in conjunction with the city Office of Technology and communications (OTC) to develop and maintains all computer-oriented applications and equipment within the department.
     
    Supervision:
    The unit is under the supervision of the technology Commander. The employees assigned to technology are responsible for maintaining a working relationship with the City of Saint Paul Office of Technology and Communication (OTC), Ramsey County Emergency Operations Center (RCECC) and the State of Minnesota Criminal Justice Information System, all of which are integral parts of our overall departmental operation. The employees are also responsible for the personnel administration of the unit establishment of job priorities, the evaluation of computer-related hardware, requests for new programs, ongoing program and systems evaluation, appropriate application of all property/evidence of a data processing nature which is to be converted to department use, and overall maintenance of software and hardware.
     
    Technology Unit Staff:
    The technology unit staff is comprised of both sworn police personnel and civilian personnel.  The unit is responsible for the installation, maintenance, and upgrading of computer systems, software, and hardware.  The staff will work with outside vendors on design and development of software for department use.  This includes the use of a backup system for department files.  Staff will evaluate current operating systems, procedures, and equipment and make recommendations for the proper maintenance, replacement or upgrading of those systems and equipment.  Staff will provide, arrange for, or work with Saint Paul Police Department staff to provide training on software and hardware on applications in use in the department.  OTC staff will provide service desk services, a PC replacement
    program, and maintenance of laptops, support for a wireless network for the Saint Paul Police Department, and contracted police departments.
     
    Revised April 27, 2018

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    The manager of the Saint Paul Police Department Fleet Unit is responsible for the acquisition, outfitting, coordination of maintenance and disposition of all department-owned vehicles.

    Functions:

    • Coordinates the repair of department vehicles.

    • Maintains records on each vehicle, including cost of gas, oil, labor and materials for repair and depreciation.

    • Maintains records necessary for the efficient management of the department fleet.

      Revised August 25, 2017

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    The City of Saint Paul contracts for dispatch services with the Ramsey County Emergency Communication Center (RCECC).

    The RCECC Manager of Emergency Communications is responsible for the management and efficient operation of the RCECC.

    Functions:

    • Answer 911, non-emergency and administrative lines for police, fire, and EMS agencies in Ramsey County that are served by the center.
    • Enter calls for service for police, fire, EMS services, and dispatch personnel.
    • Receive and query information requests from local, state, and national databases for the agencies served by the center.
    • Process towed vehicle requests.
    • Enter and delete stolen/recovery information on articles, vehicles, wanted persons, guns, etc.
    • Send/receive teletypes and/or KOPS messages when requested.
    •  Enter/clear information in ALERT on felony pick-ups.
    • Maintain contact lists for animal control, park security, Minnesota duty officer, and other disaster management resources.
    • Monitor squad status for law enforcement agencies served by the center.
    • Manage resources allocated to calls for service for agencies served by the center.
    • Disseminate information as appropriate and requested via radio, message, or phone.

    (See General Orders 441.00 - 441.07)

    441.01

    Department Call Numbers

    441.02

    Complaint Numbers and Calls for Service

    441.03

    Ramsey County Emergency Communication Center - Data

    441.04

    Radio Procedures

    441.05

    Radio Call Priorities

    441.06

    Pac Set Radio Procedures

    441.07

    Radio, Computer, MDC Communications

    Revised July 1, 2011

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    (See General Orders 405.00 - 406.00)

    405.00

    Special Weapons and Tactics (S.W.A.T.) Team

    406.00

    Barricaded Suspects

    The special weapons and tactics (S.W.A.T.) team is headed by a commander who is responsible to the deputy chief of operations division. Personnel assigned to the S.W.A.T. team are under the functional control of the S.W.A.T. team commander while performing S.W.A.T. team activities or related training. Because of the diverse assignments of these personnel, they shall at all other times be under the supervision and control of the division and unit head to which they are assigned. S.W.A.T. team members are required to qualify with specialized weapons on an annual basis. Qualification shall be to the departments S.W.A.T. standard.

    Functions:

    • Respond to hostage situations on request.
    • Respond to barricaded suspect situations on request.
    • Respond to sniper situations on request.
    • Assist with dignitary protection on request.
    • Respond to warrant service on request.
    • Respond to civil disturbances on request.
    • Provide tactical training as needed on request for this and other departments.
    • Respond in any situation where the supervisor on the scene determines the S.W.A.T. team can assist.
    • Maintain an on-going training program.

    Updated January 14, 2019

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    See General Orders 463.04 thru 463.20 for procedures)

    463.01

    Bomb Squad-Functions

    463.04

    Authority Bomb Squad

    463.05

    Investigative Responsibilities of Bomb Squad

    463.08

    Authorization for Dispatching Bomb Squad Technicians

    463.09

    Bomb Threats

    463.10

    Responding to a Bomb Threat

    463.12

    Bomb Searches

    463.13

    Bombs and Suspicious Objects

    463.14

    Evacuation and Ventilation

    463.16

    Security at Explosion Scenes

    463.17

    Blasting Caps, Improvised Explosive Devices, Common Explosives and Incendiary Devices

    463.18

    Explosives Storage Bunker

    463.20

    Hazardous Material

     

    The Saint Paul Police Department Bomb Squad is supervised by a commander who is responsible for administrative activities and reports to the deputy chief of the Operations Division. The Bomb Squad must notify the deputy chief of the operations division for any response to incidents of any bomb squad call-outs/activations. Personnel assigned to the bomb squad are under the functional control of the Bomb Squad supervisor while performing Bomb Squad functions or related training. Because of the diverse assignment of these personnel, they shall at all other times be under the supervision and control of the unit head of their primary assignment.

    The Bomb Squad shall be responsible for specific searches for concealed explosives, explosive and incendiary devices. Also, Bomb Squad personnel shall be responsible for identifying and neutralizing explosives and incendiary and chemical devices.

    Functions:

    • Investigate all bomb related threats and perform follow-up investigations.

    • Prepare and present cases to the designated City or County Attorney and collect and prepare evidence.

    • Respond to and conduct follow-up investigations of all bombing incidents (pipe bombs, fire bombs, improvised explosive devices, etc).

    • Respond to any request for service involving suspicious packages and articles.

    • Identify and render safe all explosives and improvised explosive devices through established disposal procedures.

    • Recover and dispose of hazardous explosive chemicals.

    • Assist other law enforcement agencies in explosives and related matters.

    • Assist business and civic groups in areas related to bomb threats and business security.

    • Issue blasting permits and inspect on-site operations for compliance of safety regulations.

    • Inspect and maintain the Department’s ordnance related equipment.

    • Train, coordinate, and assist Department personnel in ordnance-related matters.

       

      Revised June 18, 2019

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    The Saint Paul Police Department proactively promotes public trust by initiating positive non-enforcement activities to engage all communities, especially those communities that experience higher rates of investigative and enforcement involvement with government agencies. Recognizing that a viable and effective community relations program is essential to public safety, the department has established a dedicated community engagement unit (CEU).

    Responsibility:

    The Saint Paul Police Department community engagement unit is led by a senior commander who reports to the deputy chief of the major crimes division. Sworn officers and dedicated civilian community engagement specialists facilitate a variety of programs designed to improve public safety by connecting community and policing. These programs include:

    • Officer recruitment
    • Saint Paul Police Explorer Post #454
    • Career path academy
    • Saint Paul Police Athletic League (PAL)
    • Police reserve program
    • Direct community engagement
    • Police internship program
    • Junior police academy
    • Police band
    • Chaplain program
    • Honor Guard
    • Special event permitting for parades, races, block parties, and public assemblies
    • Police ride-along program
    • Community event staffing and support
    • Community outreach

    Recruitment: 

    The Saint Paul Police Department is committed to seeking candidates of good moral character, which is paramount in establishing and expanding trust between law enforcement and the community. The department is also committed to workforce diversity. In collaboration with the City of Saint Paul Equity Initiative, the CEU will strive to create a workforce that encompasses a broad range of diversity including race, gender, language, life experience, and culture reflective of our community. 

    Explorer Post:

    The Saint Paul Police Department, in partnership with the Boy Scouts of America, Northern Star Council, sponsors and supports Explorer Post #454 to mentor and support Saint Paul youth and foster interest in law enforcement careers. The post will serve to assist the department through various public service projects.

    Career Path Academy: 

    The career path academy is for young adults who are interested in becoming Saint Paul police officers but face financial or other barriers to attending college and finding employment. The department has partnered with the Community Action Program and Century College to develop a comprehensive program to give participants an opportunity to become Saint Paul police officers. Eligible participants will earn an hourly income while they learn life skills, attend college, and receive the necessary social support services to allow them to achieve a successful career as a police officer.

    Police Athletic League (PAL):

    The PAL program promotes positive relationships between police officers and Saint Paul youth through community-based educational and recreational opportunities.  PAL encourages youth engagement in a variety of after school and summer recreational activities, including sports, water park visits, and trips to the zoo and through one-on-one mentorship for young people and police officers and community volunteers.

    Police Reserve Program:

    The police reserve program deploys well-trained reserve officers to support large events in non-law enforcement roles alongside sworn officers.

    Community Engagement:

    Dedicated civilian community engagement specialists cultivate partnerships within the community to facilitate meaningful department outreach. Community engagement specialists also help the department respond to public inquiries and requests for assistance. Civilian community engagement specialists receive and share information through formal and informal contacts and relationships, meetings, training opportunities, and community events.

    Internships:

    The department offers a limited number of internships throughout the year open to college-level students who wish to pursue a career as a police officer and who must complete an internship as part of their academic requirements. The structural or procedural guidelines for this internship program are based on each student’s area of interest and expectations of the department. Intern duties and responsibilities will vary from student to student based on specified areas of interest and needs of the department. Interns will report to the senior commander of the CEU. All internship requests must be submitted in writing.

    Junior Police Academy:

    The Junior Police Academy is a first step in engaging youth in other opportunities to volunteer or work for the SPPD. The Academy provides a basic overview of the role of police officers in our community and provides participating youth with a preview of careers in law enforcement. The CEU actively recruits Academies that are reflective of our community.

    Police Band: 

    The police band is supported by civilian and sworn musicians and consists of both a marching band and a concert band. The police band participates in about 20 parades per year and performs concerts and rehearses throughout the year. The Police Band practices in the Harding High School Band Room.

    Police Chaplains:

    The chaplain program serves sworn officers and civilians in their time of need through services and counseling. Chaplains have been called upon to assist officers in rendering assistance to victims, family members, and others in our community. Chaplains come from a variety of faiths and belief systems and offer practical and spiritual guidance to everyone irrespective of their religious affiliation.

    Honor Guard:

    The Saint Paul Police Department Honor Guard present colors at department and community events, parades, ceremonies, and services.  

    Permit and Event Planning:

    The CEU issues street closure permits for events, parades, races, block parties, and public assemblies on behalf of the department with the review and advice of a committee representing the departments of police, fire, parks and recreation, safety and inspections, public works, and emergency management. A CEU sergeant is assigned to oversee the permit and planning process.

    Community Outreach:

    The CEU receives and facilitates requests to the department for tours, speakers, or demonstrations from our community, including churches, schools, parent-teacher associations, civic groups, and individuals. The CEU will determine which unit or district is best suited to fulfill the request and notify that unit or district commander of the request for follow up.

    Operations:

    Time off for band or honor guard appearances

    • If the member has a regular day off, s/he will not be compensated for the appearance.
    • If the appearance is during a normally-scheduled shift and “in town”, members will be allowed four hours off-duty. “In town” is defined as the seven-county metro area. If the appearance is outside of the seven-county metro area it will be considered “detached duty”. The member’s supervisor will decide which tour will be marked as “in town” or “detached duty”.
    • Rehearsals for band or honor guard members on tours I or II will be on the member’s own time. Members on tour III will be granted three hours off-duty.

    Honor guard requests

    • All honor guard requests must be submitted to the chief of police.
    • Only the chief of police can approve an honor guard appearance.
    • The CEU will notify all immediate supervisors when honor guard members will be called away from normal duty for an appearance.
    • Every reasonable effort will be made to use on-duty members for the honor guard detail.
    • Honor guard members may be eligible for overtime status.
    • Any officer of the Saint Paul Police Department, regardless of rank, may apply for a position with the honor guard.
    • The honor guard is authorized for 20 members.
    • Honor guard equipment and uniforms will be purchased by community and volunteer services.

    Ride-alongs

    • All ride-along requests must be in writing and pre-approved by the chief of police or her/his designee. Ride-along requests must be submitted at least two weeks in advance.
    • Only district commanders or the watch commander may approve last minute ride-along requests. In this case, the district commander and/or watch commander will still attempt to contact the chief of police or her/his designee for confirmation, and in all cases, the request must still be in writing. 
    • The chief, assistant chief, or a deputy chief may authorize an unscheduled ride-along.
    • The CEU will schedule approved ride-alongs.
    • All participants (except assistant city attorneys required to participate as a condition of employment) must sign a waiver participating in a ride-along.
    • Under no circumstances will participants ride along with relatives or significant others. The only exception is when the participant is also a certified law enforcement officer.
    • Participants must be 18 years of age or older.
    • Participants are allowed only one ride-along per calendar year, unless authorized by the chief of police or her/his designee. Any district or watch commander approving a last-minute request must determine if the person making the request has had a previous ride-along during the calendar year.
    • Ride-alongs are allowed only in the three patrol districts and the traffic and accident unit. Ride-alongs may not be conducted in an investigative or specialty unit unless authorized by the chief or her/his designee.
    • Ride-alongs are permitted on any day of the week (except holidays) and are open to all tours, but are limited to one per district per tour.
    • Participants will not be permitted to wear any sayings, insignias, or emblems on their clothing and are not allowed to bring weapons, handcuffs, cameras, or recording equipment.

    To schedule a ride-along, the CEU will forward a letter to the requester indicating the date for the ride-along and participant requirements. The CEU will notify the district commander of the ride-along assignment and its date and time. All ride-alongs will be picked up and dropped off in front of the police building at 367 Grove Street.

    The assigned officer will meet the participant at the front desk. Before leaving for the ride-along, assigned officers must ensure that a participant waiver form is signed and submitted to the watch commander. Participants cannot go out on a ride-along without a signed waiver. A copy of this waiver will be forwarded to the community and volunteer services unit to complete the file.

    Ride-alongs may be terminated at any time at the election of the participant. If an officer terminates a ride-along early, they must transmit in writing their reasons for terminating the engagement to the CEU. The community and volunteer services unit will make a copy of the officer’s written reasons for termination for the file and forward the original to the appropriate division commander.

    Revised March 21, 2017

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    The conduct of each employee reflects on the department as a whole; therefore, the responsibility for achieving our community relations objectives is shared by all personnel.

    Rationale:

    The Saint Paul Police Department, recognizing that a viable and effective community relations program is an essential ingredient in achieving cohesive and harmonious interaction with the community, has established a community relations function.

    Commitment to Community Relations:

    •  The department is committed to establishing close ties with and responding to the needs of the community.
    •  The department is strongly committed to correcting actions, practices and attitudes that may contribute to community tensions and grievances.

    Responsibility:

    The authority and responsibility for developing and coordinating the departments community-relations function is vested in the public information officer.

    The role of district commanders is also vital and essential to the success of the departments community-relations efforts. District commanders are required to be actively involved in interaction with the district councils and all active community organizations within their jurisdictions. Additionally, during the exercise of their routine activities they shall become aware of areas of concern to community residents and of situations that could develop into problems affecting law enforcement in the community.

    All department employees are encouraged to use community and volunteer services personnel as a primary resource when interacting with community groups and organizations.

    Community Input for Police Policies:

    Input from the community in the development or revision of department policies can help ensure that they reflect the needs of the community.

    Revised July 1, 2011

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    As of January 1, 1990, no monetary compensation will be given to any employee involved in volunteer activities regardless of the relationship of these activities to department operations. Work schedule adjustments will be made in accordance with the current collective bargaining agreement.

    Revised July 1, 2011

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    The volunteer Saint Paul Police Reserve is under the command and control of community and volunteer services.

    The purpose of the Saint Paul Police Reserve is to augment the Saint Paul Department of Police with well-trained reserve officers to be utilized in non-law enforcement situations that (1) will be of such duration so as to deplete the regular patrol force on the street, or (2) the number of regular officers on duty is inadequate to cope with the situation.

    Scope of Authority:

    Since September 19, 1966, the Saint Paul Police Reserve, by authority of the chief of police, has been approved for utilization in limited situations for traffic and crowd control at civic events, natural and man-made disasters (major storms, floods, fires and accidents) and like happenings.

    Reserve officer duties do not include enforcement of the general criminal laws of the state unless accompanied by a licensed peace officer. The reserve officer does not have powers of arrest or authorization to carry a firearm or other defensive weapons other than aerosol subject restraint (General Order 246.03: Aerosol Subject Restraint and General Order 150.04: Officer Response to Resistance and Aggression) while on duty.

    Organization Structure:

    • Coordinator of police reserve unit (police officer).
    • Under the direction of a police reserve commander and sergeants.
    • Reserve police personnel are authorized by assignments, the use of department resources (communications equipment, squads, etc).
    • At all times reserve officers are subordinate to regular police officers and part of the rank structure under the police reserve commander and sergeants.
    • The police reserve unit is authorized to maintain 125 active volunteers who will each work a minimum of 100 hours per year. An additional 25 inactive volunteers are authorized to be assigned by the unit head of Community and Volunteer Services where the total time contributed is less than 100 hours per year.
    • The members of the police reserve unit will comply with all department rules and regulations while performing the duties of a reserve officer. The community and volunteer services unit will periodically send a current list of reserve officers and their phone numbers to the Ramsey County Emergency Communications Center.

    Revised July 1, 2011

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    The department employs specialists in each patrol district responsible for reaching out to the community to provide advice and assistance in preventing crime.

    Residential security survey program:

    • Uniform premise survey forms shall be filled out at all surveys and a copy of said survey left with the concerned person.
    • Ongoing consultation with departmental personnel to better enable the unit to respond to changing techniques in criminal activity.
    • Develop and maintain an understanding of the latest security hardware, locks, and a rudimentary knowledge of alarm systems and related items to serve as a resource for the department, city offices and the community.

    Literature drop program:

    Utilize volunteers in an attempt to saturate a targeted area with crime prevention materials.

    Special programs:

    • Develop special programs on as needed basis with assistance from the research and development unit and/or investigative units.
    • Upon request, provide presentations to interested civic, community, business and neighborhood groups on any subject relating to crime prevention

    Community education program:

    • National Night Out
    • Crime Free Multi-Unit Housing
    • Community/business and crime prevention seminars:

         o  Shoplifting detection

         o  Personal safety

         o  Robbery prevention

        o  Residential security measures

         o  Violence

         o  Gangs

         o  Graffiti

         o  Drugs

    (See crime prevention General Orders 333.00: Community and Volunteer Services and 333.01: Community Relations)

    Revised July 1, 2011

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    Operating under the authority of the chief of police and administered by head of community and volunteer services, the Saint Paul Police Department sponsors and maintains a police chaplaincy program. The police chaplain coordinator of the Saint Paul Police Department will act as liaison and coordinator of the police chaplain program and its personnel. Police chaplain personnel will function in that role only after approval of the Saint Paul Police Department. The mission of said program is both internal and external.

    The internal mission of the Saint Paul Police Chaplain Program is to provide professional guidance to the chief of police and to the Saint Paul Police Department, and to promote the spiritual, religious, moral, corporate and personal well-being of members of the department, and when the situation so dictates, to be a force of reconciliation within the department.

    The external mission of the Saint Paul Police Chaplain Program is to offer spiritual guidance and assistance to persons confronted with crisis experiences, and when the situation so dictates, to serve as instruments of reconciliation, easing stress-related situations involving the public, a tool of police community relations.

    Revised July 1, 2011

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    • The chaplain shall conduct themselves at all times as a supporting aid of the law enforcement officers.
    • The chaplain is not a law enforcement officer and shall at no time assume such a role. Their responsibility is to assist the law enforcement officer when asked to do so in matters within the chaplain realm. They shall not in any way interfere with the officer in the performance of their duties.
    • The chaplain should have a basic knowledge of the duties of the law enforcement officer and seek to keep abreast of new procedures by attending recommended classes and training.
    • A list of chaplains which includes their denomination and phone number(s) is available in the Ramsey County Emergency Communications Center.

     

    Revised June 18, 2019

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    • The police chaplain is not to release any information on cases to any news media or the general public. All information secured should be held in confidence and used only for the benefit of person or persons involved.
    • The police chaplain shall keep themselves informed of all policies and procedures as outlined in the police chaplain manual.
    • The police chaplain shall stand ready to accept directions as they may be given by the law enforcement officer and shall be ready to aid in times of national and community emergency.
    • A chaplain shall, while on duty, dress and conduct themselves in keeping with professional etiquette
    • Personnel are authorized, by assignments, the use of department resources (communications equipment, squads, etc).
    • Members will comply with all department rules and regulations while performing their duties.  The chaplains will provide a schedule to the department and Ramsey County Emergency Communications Center.
    • A chaplain shall, when called to the scene of a problem wait for directions from the officer.
    • The chaplain is responsible to the officer in charge and shall not interfere in any way as they carry out their duties. If the officer has left the scene with the chaplain in charge, and the situation deteriorates so that the chaplain has reason to believe an illegal act may be committed, they shall again summon the officer.
    • Chaplains will make themselves visible to all concerned but, will not offer suggestions relating to the performance of the officer’s duties.
    • Chaplains representing clergymen will give such assistance as is appropriate to their function when requested by the officer in charge.
    •  All chaplains shall carry Saint Paul Police Department issued identification with respect to any assigned police department duty, purpose and authorization.
    • The function of this program will be to have chaplains serve as instruments of reconciliation easing the difficult task of confrontation with the public -- hence benefiting both the police and public.

     

    Revised June 18, 2019

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    The Saint Paul Police Human Resources Unit reports to the deputy chief of support services and administration.

    Unit Functions:

    • Maintain personnel files for both sworn and civilian employees.

    • Maintain medical record files on every employee's injuries and special conditions.

    • Provide cost analysis reports for special projects, task forces, and events.

    • Release public data in personnel files when requested.

    • Provide assistance in the functions of recruitment, classifications, wage determination, employee motivation and discipline.

    • Review existing or propose new job specifications to ensure the sufficiency of cited job requirements and minimum qualifications.

    • Maintain a management information system that identifies all permanent and temporary positions authorized by the department adopted budget. Publish a monthly report listing personnel assigned to each authorized position and any vacancies which exist. A position master file will be maintained by the human resources unit that reflects any additions, deletions or transfers occurring within the department.

    • Coordinate the annual selection and recognition of the officer, detective and civilian employee of the year.

    • Coordinate monthly commendation review board meetings.

    • Liaison with City human resources.

    • Process all new hires, promotions, transfers and separations.

    • Assist employees with questions regarding leaves of absence, retirement, TASS, Employee Self Service, civil service rules, and collective bargaining agreements.

    • Distribute performance evaluations.

    • Track accommodations provided to employees as required by the American Disabilities Act.

    • Issue ID and building access cards.

    Revised August 17, 2017

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    The Saint Paul Police Training Unit under the direct supervision of a commander, reporting to the deputy chief of support services and administration, is responsible for providing all departmental training. This training shall be consistent with the Minnesota Peace Officer Standards and Training (P.O.S.T.) Board requirements and reflect the department's training goals.  It includes the training provided to both sworn and non-sworn personnel whether conducted internally or provided by outside sources.

    Training Unit Functions:

    • Administer, maintain, coordinate, plan, develop and conduct training programs for the Saint Paul Police Department and the professional development institute (PDI).
    • Responsible for the staffing administration and operation of the police training facilities.
    • Conduct or otherwise provides the recruit academy for all police officer candidates.
    • Notify employees of required training and training that is available to department personnel; encourage continuing education for off-duty officers and publicize the availability of such programs.
    • Prepare, maintain and distribute records reflecting the mandated P.O.S.T. training received by all department members.
    • Assure that required training programs are attended; maintain attendance records and notify the appropriate division commander in case of unexcused absences.
    • Conduct or otherwise provide for the presentation of in-service training, specialist training and other educational or training programs for all members of the department.
    • Select and train instructors.
    • Implement and evaluate departmental training programs.
    • Review and approve all lesson plans to maintain consistency with department policy and to coordinate the department's overall training objectives.
    • Perform other activities as directed by the deputy chief of support services and administration.
    • Coordinate attendance at citywide training sessions offered through the City of Saint Paul Office of Human Resources.

    Department Training Goals:

    •  Provide employees with job-related training that will enhance productivity, effectiveness and job satisfaction.
    •  Conduct in-service training in accordance with P.O.S.T. Board Continuing Education Criteria which meets licensing requirements and department needs as identified by the training advisory committee.
    •  Prepare and distribute training bulletins as required which emphasize or explain new, difficult or revised laws or department procedures.
    •  Provide specialized training to employees whose job assignments require such training.

    Evaluations, Revisions and Updating of Training Programs:

    The department is aware of the need to be dynamic and flexible in its training requirements and programs to ensure that its officers are always properly and adequately prepared to meet ever-changing legal and operational requirements.

    The training unit staff will seek to identify any problems connected with the department's training facilities, materials, equipment and schedules. Written critiques of training programs and instructors performance shall be completed by employees receiving training and shall be maintained and utilized by the deputy chief of support services and administration to affect appropriate revisions.

    Resources for Training Program Development:

    The training unit is responsible for the identification of resources which may be used to develop training programs. The unit should use all available resources in training program development including, but not limited to:

    • Department inspection reports.
    • Staff reports and/or meetings.
    • Consultation with field personnel and field observations.
    • Training evaluations.
    • Participation and approval by the chief of police.
    • Problems or deficiencies identified in internal affairs unit investigative reports as recognized and summarized by the office of internal affairs commander.

    Attendance Requirements -- Training:

    Attendance during recruit orientation and designated in-service training sessions is mandatory. Daily attendance rosters will be maintained by the training staff.

    Employees attending training sessions must sign in to be credited with attendance and/or to gain P.O.S.T. credit.

    Absences for illness or emergencies require notice to the training unit staff in advance of the commencement of the training session. Personnel required to make a court appearance or other temporary absence from class will notify training staff for the absence and times.

    Personnel scheduled to attend training sessions are expected to arrive on time or be subject to disciplinary action.

    If attendees are absent from training sessions which are P.O.S.T. mandated or fail to meet the minimum training hours required they must make arrangements for rescheduling make-up sessions through their supervisor. Failure to do so may result in loss of police officer license.

    Records of training sessions successfully completed by department personnel are maintained by the training unit.

    External Resources and Cooperative Training:

    The training unit utilizes training resources available through public and private organizations, locally and nationwide, to broaden or enhance its training curriculum.

    These resources may be employed to augment internal instruction or to provide an independent training topic.

    Additionally, the Saint Paul Police Department Training Unit conducts and encourages cooperative training with other law enforcement and criminal justice agencies on an international level. The training unit maintains records of this extensive training activity.

    Updated January 14, 2019

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    Scope

    This travel policy applies to all SPPD employees who travel on city business for distances of 100 miles or more one way from Saint Paul or for those who travel and stay overnight outside of the seven-county Twin Cities metropolitan area on city business. Travel at City expense is permitted to accomplish work-related business, training and professional development. All travel must serve a public purpose and be directly related to the functions of the City. 

    City Employee and Appointed Official Authorization

    Authorizing supervisors are responsible to ensure, prior to approval of any travel, that funds are available in a City Council approved budget.  Employees must submit a Travel Training Approval Form for approval prior to making any travel arrangements or expenditures. The Travel Approval Form must include the budget code and dollar amount. Upon approval, the Executive Assistant in the Assistant Chief’s Office must contact the Office of Financial Services to obtain a Travel authorization number (T#) which must be used as the authority for payments related to the travel claim.

    Travel Time and Extended Stays

    The authorizing official or his/her designee will be responsible for determining the appropriate number of days allowed for travel. The number of days allowed are determined based on the actual start and end times of the conference. The maximum time allowed for travel will be the day prior to the start of the conference until the day after the conference or meeting concludes, unless costs for travel can be reduced by an extended stay. Every effort will be made to bring the employee home the day the training or conference ends.  Employees are not required to make an extended stay in order to reduce the price of an airline ticket. However, if an individual chooses to stay over an extra night to obtain a reduced airfare, the savings must total more than the daily per diem for lodging and meals, as defined in this policy.  Employee’s time will be based on their regular work schedule and no comp time or overtime will be approved. Any excess travel time falling within the normally-scheduled work week will be at the employee’s expense.

    Transportation

    Transportation expenses incurred for travel by any means will be reimbursed according to the method of travel up to the amount of  airfare available when the travel was approved (which should be at least 30 days in advance) as indicated by the City’s travel agency or another reputable travel reservation service, such as http://www.delta.com or www.travelocity.com. This documentation must be provided with the Travel Expense Claim Form when not traveling by air.

    By Air: Airline reservations should be made at least 30 days, or as far in advance as possible, in order to take advantage of reduced fares. Travel by air will be reimbursed for the lowest cost airfare available for one person traveling from the boarding port to the port of destination and return. The employee or official is responsible for the cost of cancellation of non-refundable ticketing, lost tickets or reissue/change of ticket if done at the traveler’s request.

    Employee or Official’s Personal Vehicle: Travel by an employee’s personal vehicle will be reimbursed for mileage as taken from a trip planning service, such as MapQuest.com or the American Automobile Association (AAA), from the employee’s personal residence or worksite to the hotel or motel where the employee will be staying or the conference or meeting location, whichever is the shortest distance, not to exceed the cost of airfare.  The rate per mile for reimbursement shall be determined by the City’s Administrative Code Chapter 33 - Reimbursement for Car Expense and/or the appropriate bargaining unit contract.  This covers all expenses traveling to and from the destination.  If more than one employee rides in the vehicle, only the owner of the vehicle will be reimbursed for vehicle travel. The employee will be responsible for all fines and damage or liability due to an accident. The employee has the option of using a department gas card in lieu of mileage reimbursement.

    City-Owned Vehicle: The employee’s use of a city-owned vehicle must be approved in advance. If the vehicle will be going out of state, insurance must be obtained through the City’s Risk Management Service. Request forms can be obtained from the Assistant Chief’s office.

    By Bus or Train: Travel by commercial bus or train will be reimbursed, up to the amount of airfare, to and from the destination.

    Taxi: Taxi fare will be reimbursed for transportation between the employee’s home and the airport (or vice-versa), and from the destination airport to the place of lodging or to the meeting site (or vice-versa). Airport shuttles, vans or courtesy cars should be used if they are reasonably available. The public purpose for any other taxi fares must be explained. Taxi service to and from a restaurant will not be reimbursed unless there is no restaurant easily accessible from conference center or hotel. Itemized receipts are required for such transportation costs, and fares in excess of $15.00.

    Automobile Rental: No reimbursement will be made for expenses of automobile rental unless there is prior approval by the Chief. The reimbursement rate for authorized automobile rental shall be the actual costs for up to an intermediate size vehicle. Only official business-related use of a rental automobile will be reimbursed.  Any personal use of a rented vehicle must be reported by the employee and a prorated portion of the total cost deducted from the bill and paid by the employee or official.  The employee will be responsible for all fines, damage or liability due to an accident. The employee’s personal automobile insurance policy is primary and must include both no-fault and liability coverage. No reimbursement will be made to the employee for additional insurance coverage provided by the rental company. Only gas used for official purpose may be reimbursed. Gas used for side trips and/or sightseeing must be paid by the traveler.

    Parking

    Parking expense incurred at the final destination place of lodging is reimbursable when traveling by a personal or rental automobile. Airport parking expense can be reimbursed up to the amount of taxi fare to and from the employee’s home to airport, whichever is less. Itemized receipts for parking expenses are required for reimbursement.

    Lodging

    Lodging expense will be reimbursed for the actual amount paid for a single standard room at the conference hotel or at the United States General Services Administration (GSA) maximum lodging rate for the destination city. Any additional costs incurred if accompanied by a non city employee will be at the employee’s expense. A two-person room rate will be reduced to a single person room rate if one of the persons staying in the room is not a city employee. If an employee is attending a conference, reimbursement will be made for the single (one person) room rate, at the conference facility. A conference facility is either directly at the site of the conference or listed in the brochure as a conference hotel or within close proximity of the conference location.  Lodging expense incurred en route to a final destination will not be reimbursed unless specifically approved by the Chief. Itemized receipts are required for all lodging expenses.

    Meals

    Reimbursement for meals will be made based on GSA per diem Meals and Incidental Expenses (M&IE) rate for the destination city or the closest comparable destination.  Meal expense will be prorated for part days as listed on the GSA webpage.  Tips and sales tax are included in the GSA M&IE rate.  Acceptable tips are no more than 20% of the food cost. If actual expenses exceed the applicable M&IE per diem rate, the excess amount is a personal expense of the traveler.  Meal expenses incurred en route to a destination will not be reimbursed unless the travel exceeds six hours in duration and the expense is specifically approved by the Chief. Meals included as part of the conference, meeting and/or hotel lodging will not be reimbursed. The daily per diem will be reduced according to the GSA M&IE breakdown. The City will use the GSA per diem rates effective on January 1, of any given year, for the entire calendar year. The use of the GSA M&IE rate will prevent travel expense payments from becoming taxable income to employees and will minimize the City’s administrative costs for managing travel expenses. Only nonalcoholic beverages purchased with a meal are reimbursable. No reimbursement will be made for alcoholic beverages or snack items. 

    Airline or Hotel Benefits

    Minnesota law (Chapter 15.435) provides that whenever public funds are used to pay for airline travel by elected officials or public employees, any credits, frequent flyer miles or other benefits, including compensation for denied boarding, issued by an airline to an individual passenger must accrue to the public body (the city) financing the travel.  In the event the issuing airline will not honor a transfer or assignment of any credit or benefit, the individual passenger (city employee or official) shall report in writing the receipt of the credit or benefit to the Office of Financial Services within 90 days of receipt of the benefit or credit. Some lodging facilities also provide a free night of lodging or specified discount after a number of days paid. Such benefits are the property of the city and must also be reported to the Office of Financial Services within 90 days of receipt. The Office of Financial Services will maintain the information provided by city employees on the amount of city-paid frequent flyer miles or similar non-transferable benefits for review by the State Auditor.

    Travel Expense Claim Form

    Travel Expense Claim Form must be completed, signed by the employee and submitted to the Assistant Chief’s Office with all required original itemized receipts. It shall be the Chief or his/her designee’s responsibility to review and sign the Travel Expense Claim Form consistent with this policy. The Travel Expense Claim Form must be submitted to the Office of Financial Services within 15 working days of the employee’s return from travel. Expenses on the Travel Expense Claim Form must be only for the employee whose name appears on the form.  Reimbursable expenses for other traveling city employees or officials must be submitted on separate forms.  Failure to submit the required forms and receipts within 15 days of return could be grounds for disciplinary action against the employee up to and including discharge.

    The following original itemized receipts (a canceled check or credit card invoice [i.e., monthly statement] are not acceptable receipts) must be submitted with the Travel Expense Claim Form along with a copy of the Travel Approval Form:

    • Airline, other transportation carrier ticket or electronic ticketing documentation showing the fare paid, date, time and destination (staff should indicate whether the fare was charged to a personal credit card or the City’s procurement card);

    • Receipts for bag fees (documents traveled for each leg of the journey, to and from the destination);

    • Receipt or copy of the registration form for any conference or meeting registration fee, even if paid by the city in advance;

    • Itemized original lodging receipt;

    • Taxicab, shuttle van, airport limo or auto rental receipts;

    • Parking receipts

    • Receipts for any other authorized expenses.

    • If travel/training is being paid for from grant funding it is the responsibility of the person traveling to identify what receipts are required as part of the grant agreement. Failure to properly identify the grant requirements prior to travel may result in discipline.

      Travel Advances

      Travel advances are not an option. If travel causes undue monetary hardship, arrangements can be made to prepay everything except for ground transportation and meals.

      City Procurement (Credit) Card

      As a general rule, employees should not be issued a City of Saint Paul procurement credit card for travel. Arrangements can be made through the Assistant Chief’s office to prepay some expenses. All travel expenses made using the procurement card must be documented by itemized receipts. 

      Miscellaneous

    • Supplies and other expenses will be reimbursed if necessary to the trip; however, the employee must provide itemized receipts and justification for such expenditures, if separate from conference fees.

    • Internet fees are reimbursable only if required to conduct City business and approved in advance by the Chief of Police.

    • Reimbursement may be made for laundry expenses if the travel is more than four days.

    • Reimbursement for highway or bridge toll fees paid by the traveler will be made when the employee is authorized to travel by either personal vehicle, city-owned vehicle or rented vehicle. Receipts are required for reimbursement.

    • No reimbursement will be made for the purchase of alcoholic beverages, traveler’s checks, snacks or beverages not with a meal, or ATM fees.

    This policy does not allow reimbursement for travel related expenses of non-City employees or officials.  A separate City Council resolution is needed to establish the authority and public purpose of any non-employee paid travel.

    Expenditures for items not listed in the Travel Policy are not reimbursable.

    Revised March 27, 2018

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    The physical fitness coordinator is responsible for the operation of the gym and is directly responsible to the head of the training unit.

    Physical Fitness Coordinator Responsibilities:

    • Provide reports and maintain records relating to the physical fitness program.
    • Schedule and annually test sworn members of the department as well as parking enforcement officers and community liaison officers.
    • Provide exercise programs to help employees improve their fitness.
    • Counsel and educate employees on an individual or group basis on health concerns such as weight loss, cardiovascular risk factors and strength training.
    • Instruct physical fitness activities such as running, weight lifting, and group fitness classes.
    • Schedule officers for exercise stress tests with the program physician according to the programs protocol.  Determine if stress tests are indicated more frequently based on the individuals coronary risk factors.
    • Keep current on new fitness and health innovations/information.
    • Maintain equipment in fitness facility.
    • Provide testing and physical training to academy recruits.
    • Provide CPR class to employees.
    • Design and implement various health/fitness promotions to motivate employees to better health.

    Hours of Operation and Physical Fitness Personnel:

    • 24-hours a day unless otherwise posted on the gym door.
    • Physical fitness personnel staff the gym facility in varying hours Monday through Friday.

    Participants of Police Gym:

    • Only employees of the police department, employees immediate families, police reserve officers, police explorers, police chaplains, and persons authorized by the chief of police may use the gymnasium and its equipment.
    • No person under 12 years of age will be permitted to be in the gym or use the facilities.
    • Family members of employees must be accompanied by the employee unless prior arrangements have been made with the coordinator. A family member is defined as the spouse or significant other, or child who is currently residing at the same residence as the employee.
    • Guests will be allowed access to the gym and its facilities only after receiving written permission from the chief of police. Copies of this permission form shall be kept on file in the gym office and the watch commanders office.

    Rules of the Gymnasium:

    • All participants shall be familiarized with each piece of equipment, by the coordinator or designee, prior to using the facilities.
    • Each participant will sign in on the log sheet provided, before using the facilities.
    • After using the facilities, participants will return all the equipment to its proper location.
    • Participants shall wear proper gym attire while using the gym facilities.
    • All gym privileges will be suspended when the facilities are used for training programs and/or special events.

    All participants shall adhere to the rules and regulations of the gym. Misuse of the facilities shall be cause for disciplinary action or termination of guest privileges.

    Revised July 1, 2011

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    The Saint Paul Police Professional Development Institute (PDI) is a specialized function within the training unit. Its purpose is to provide specialized, cost-effective, quality training for outside law enforcement agencies and low-cost training opportunities for department personnel. It is coordinated by a training unit staff member.

    Coordinator Responsibilities:

    • Develop curriculum for specialized training programs, both management and skills, to be marketed to outside law enforcement agencies.
    • Conduct periodic surveys to determine any special training needs in the law enforcement community.
    • Assist chiefs, sheriffs, training coordinators, etc., with an analysis of their departmental training needs.
    • Market PDI course offerings via brochure development, announcements etc.
    • Serve as facilitator for specialized in-house instructors.
    • Analyze current trends in police training for possible application in PDI courses.
    • Negotiate instructor fees, tuition costs and coordinate all contractual agreements.
    • Maintain all records and prepare an annual budget relating to PDI courses.

    Revised July 1, 2011

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    The Saint Paul Police Target Range is supervised by the range sergeant, who reports to the training unit commander.

    The range sergeant is responsible for:

    • Scheduling for range staff

    • Supervising the range master and range officers

    • Facilitate the development of the courses of fire and required levels of proficiency to be approved by the unit commander.

    • Preparing an annual budget for approval by the unit commander

    • Facilitating the ordering approved supplies for the range

    • Insuring the indoor and outdoor range facilities and equipment are properly maintained

    The range master is responsible for:

    • Developing and implementing programs for training in-service and recruit officers.

    • Coordinating firearm classroom instruction.

    • Scheduling range training hours for police officers to be presented to the commander for approval.

    • Assisting with ordering supplies as directed by the range sergeant.

    • Insuring all department weapons and equipment assigned to the range are properly maintained and inventoried.

    • Assisting in maintaining indoor and outdoor range facilities and equipment.

    • Maintaining records of all firearms training of department personnel.

    • Testing and evaluating weapons and ammunition.

    • Keeping records and inventory of all department firearms.

    • The range master will work with the range sergeant to develop courses of fire and required levels of proficiency to be presented to the unit commander for approval.

    • Range staff have the authority to enforce all rules and regulations as posted and are necessary. Safety is one of the prime considerations.

    • No person shall use the indoor or outdoor target range without having designated police department range personnel present. The only exception to this regulation would be when the user possesses a written authorization prior to using either facility from the training commander.

    Revised August 3, 2018

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    The Saint Paul Police Background Unit is established as a staff function of the Support Services and Administration Division and is managed by the division executive along with the manager of the Human Resources Unit. This function conducts employment background investigations when the department plans to hire employees. This function may also be called to conduct employment backgrounds for other city agencies. Proper fees and expenses are forwarded to the department by the appropriate outside agency.

    Background investigations are conducted in accordance with Minnesota Statutes Chapter 13Chapter 181626.87Minnesota Rule 6700.0700, Minimum Selection Standards, Board of Peace Officers Standards and Training: Training and Licensing.

    Revised June 18, 2019

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    The Saint Paul Police Department Operations Division is responsible for the enforcement of criminal laws, detection and apprehension of criminals, recovery of stolen and lost property, deterrence of crime and the delivery of innumerable services for the welfare and safety of the community.

    The criminal investigative function of the Operations Division has the responsibility for follow-up investigations of felonies, gross misdemeanors and misdemeanors that fall within its jurisdiction for the identification, apprehension, and prosecution of offenders.

    Duties and Responsibilities:

    • An officer’s primary responsibility is to connect law enforcement resources to the needs of the citizens of the community. Officers are the first-line in building trust and nurturing legitimacy between the police and the community. An officer shall make every effort to not only act as an enforcement agent but also as a resource to the community and its citizens.

    • Conduct preliminary investigations to include but not be limited to locating victims, witnesses and suspects in criminal incidents/calls for service, processing crime scenes, and record incidents/investigations through written reports.

    • Determine through preliminary investigations and follow up whether incidents should be recommended to the appropriate investigative unit(s) for further investigation.

    • Respond to calls for service

    • Regulate citizen conduct and control crowds as required.

    • Make all preliminary traffic/crash investigations.

    • Control traffic and enforce traffic laws.

    • Patrol the streets and business sections of the City to suppress criminal activity and detect hazardous conditions.

    • Assist in emergencies such as fires, floods, and other natural disasters.

    • Render first-aid to sick and injured persons.

    • Make inspections of business, industrial and recreational facilities as well as the properties of the city.

    • Perform other work as required or directed by the Chief of Police or their designee.

    • Enforce the laws of the United States, the State of Minnesota, and the City of Saint Paul and effects arrests or issues citations when transgressions occur.

    • Respond to police calls for service of an emergency and non-emergency nature twenty-four hours a day, every day of the year.

       

      Updated February 1, 2019

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    Under the administrative direction of the Chief of Police, the Deputy Chief of the Operations Division has executive charge of patrol and investigative personnel and their activities under their command.  The duties include, but are not limited to the following:

    Duties and Responsibilities:

    • Report directly to the Assistant Chief of Police and submit oral and written reports to them on activities, plans and problems.

    • Direct and control units assigned to the Operations Division on a 24-hour basis.

    • Develop long-range plans with the unit heads for the effective delivery of services provided by their units.

    • Develop budgets which represent the financial resources needed by units in the Operations Division to accomplish their goals and objectives during the budget cycle.

    • Develop realistic performance standards for personnel within the Operations Division and evaluate the results produced by those individuals on a continual basis.

    • Stay abreast of unit plans and programs and submit reports to the Chief of Police that assess the effectiveness of those activities in the community and the Department.

    • Provide administrative guidance to develop members assigned to the Operations Division by delegating authority and responsible assignments at every opportunity.

    • Responsible for the efficiency of and discipline of all employees in the Operations Division.

    • Coordinate unit planning efforts and review plans and proposals submitted by staff.

    • Delegate administrative tasks to the unit heads for the purpose of developing managerial skill and potential.

    • Investigate complaints about service or personnel within the Operations Division.

    • Decide on discipline, transfers, assignments and make recommendations for dismissal of personnel within the Operations Division.

    • Direct and complete performance reviews on personnel in the Operations Division and assure uniformity of the ratings among the units within the Operations Division.

    • Meet and confer with business, civic, fraternal, religious, political leaders to keep abreast of community interests and trends.

    • Conduct staff meetings to exchange information and to facilitate planning efforts of all assigned units affecting the delivery of service and long-range planning for the Department.

    • Oversee the activities of Division employees performing diverse functions in support of the Police Department’s mission.

    • Ensure the provision of essential services to the community, other city agencies and the members of the Saint Paul Police Department.

    • Respond directly to the community, other parties having complaints or information about the quality of services from Operations Division personnel.

    • Assume the duties of the Chief of Police when designated.

       

      Updated January 14, 2019

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    The Saint Paul Police Department has geographically divided the City of Saint Paul into three districts to provide more effective and efficient service to the City and its community. The districts are divided by means of geographical boundaries. Within these boundaries, each neighborhood beat has been identified by means of a numerical designation. These neighborhood beats form the basis for the deployment of the officers assigned to each district. The officers are assigned to neighborhood beats to ensure efficient/effective delivery of law enforcement services.

    A primary and secondary squad is identified for each neighborhood beat thereby, affixing accountability for the delivery of police services. The availability of district personnel is assessed on a daily basis to provide the most complete coverage of all the district’s neighborhood beats. The district beat boundaries are periodically reviewed to address any significant changes in the demand for police services.

    Districts are designated as Eastern, Western and Central and are responsible for the uniform patrol function in the district's areas on a 24-hour basis. The districts are also responsible for police-community relations, crime prevention, problem properties, and vice control functions which are within their scope.

     

    Updated January 14, 2019

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    Neighborhood policing identifies with geographic areas within each district which are referred to as beats. Beats incorporate well-defined neighborhoods within Saint Paul into police service areas. A complement of police officers and one supervisor are assigned primary responsibility for each beat. The officers and supervisors have duties outside the service area as calls for service and other police activity demands. However, the supervisor is ultimately responsible for coordinating community-oriented policing activities within the assigned beat. Neighborhood policing brings residents of the neighborhood, business owners and operators in that neighborhood, and the police officers closer together to work on common issues that affect the quality of life and the public safety in that neighborhood. Neighborhood members should recognize and know by name the officers in their beat. Officers should identify problems and take proactive measures to solve public safety related issues with community support and assistance.

    One basic tenet of neighborhood policing is to provide the officers with a specific area that they are primarily responsible to police in a community-oriented and problem-solving mode. Thus officers can take pride in their activities, projects, and successes to the betterment of the quality of life in their beat. There are many tools available for the officers to continue the Saint Paul Police Departments tradition of service to the public. First, consider these definitions of the programs and structure of the police department which exist to assist officers in their community-oriented policing activities:

    • District: approximately one-third of the city's area.
    • Neighborhood: smaller geographic area defined by the community that has like issues. The area that a resident or business identifies with (i.e., Payne-Phalen, Daytons Bluff, etc.)
    • Beat: geographic area that a police squad is assigned to patrol (as defined in CAD system).
    • Substation: a subset of the district. This office accommodates a number of officers and one or more supervisors. The police personnel assigned use the office for roll calls, meetings, etc.
    •  Storefront Office: a small office located within a service area where one or more officers come and go. Volunteers may staff this office, as well. This is smaller than a substation and has fewer officers assigned to it.
    •  Service Area: a combination of neighborhoods which have an assignment of police personnel as primary service providers.

    Revised July 1, 2011

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    The district senior commander is responsible for all district police activity in the geographic area designated as a district area and is under the immediate direction of the deputy chief of patrol operations.

    Duties and Responsibilities:

    • Responsible for police services within a district area on a 24-hour basis.
    • Responsible for the on-duty activity of district personnel assigned to their command.
    • Instruct members of their command in their duties and responsibilities.
    • Initiate district planning to provide a high level of community satisfaction with the delivery of police service.
    • Implement, oversee, and budget initiatives and projects.
    • Responsible for training subordinates and having an interest in their career development.

    Updated January 14, 2019

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    Under the direction of a district senior commander, district commanders are responsible for supervising the daily operations of the districts delivery of police services.

    Commanders of investigative units within the Saint Paul Police Department Operations Division shall report directly to their respective district senior commander and shall have complete responsibility for the operation of their specific unit.

    Duties and Responsibilities:

    • Represent the department/district in the field and in the absence of the district commander assume the district commanders duties, when assigned.
    • Supervise major crime scenes, public safety incidents and other events.
    • Supervise beat sergeants and assist with problems in those areas.
    • Coordinate special events within the district and liaison with other elements within the department and the community.
    • Attend community/block club meetings as necessary to assist in resolution of problems and to maintain community involvement.
    • Schedule patrol and investigative sergeants, supervise their performance and prepare their performance appraisals.
    • Monitor overall personnel performance standards and evaluate personnel through performance evaluation review.
    • Conduct internal affairs investigations, receive, record and disseminate internal affairs unit complaints; review responses and prepare dispositions as well as assisting with discipline and personnel matters as required.
    • Inform district senior commander of problems, activities and personnel matters.
    • Insure proper use of departmental equipment, office space and fleet inventory.
    • Oversee the district patrol rifle, shotgun, and in squad car camera security and inventory procedures.
    • Oversee the distribution of subpoenas to officers and sergeants and ensure return receipt of distribution to the records unit and inspection unit.
    • Oversee the monthly download of electronic control devices (ECD) and their maintenance per General Orders 479.00: Electronic Control Device Usage Procedures and 246.05: Electronic Control Device.
    • Oversee non-sworn personnel, e.g. clerical staff.
    • Implement, oversee, and budget special programs, initiatives or projects.
    • Continually examine the districts functions and procedures to determine if they meet the goals, objectives, and mission of the department/district.
    • Inform other districts, investigative units, and law enforcement agencies of criminal activities and trends.
    • Review reports and monitor district crime activity.
    • Identify training, equipment and staffing needs.
    • Communicate policy and procedures to district personnel.
    • Oversee the district F.O.R.C.E. unit
    • Oversee crime prevention activities.
    • Supervise activities of district investigators.

    Revised July 1, 2011

     

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    Under the direction of a district commander, a district supervisor is responsible for supervising police operations in the district area or shift to which s/he is assigned.

    Duties and Responsibilities:

    • Responsible for the efficiency, discipline, and appearance of officers under her/his command. (Sergeants shall lead by example, setting high standards of professionalism, performance, and accountability).
    • Communicate policy and procedures to subordinates.
    • Responsible for training subordinates and having an interest in their career development.  This training shall not be limited to roll calls.
    • Prepare daily squad deployment to meet service demands.
    •  Inspect officers uniform and equipment to ensure the good appearance and proper working order.
    • Inspect the work place facilities to include, but not limited to; the roll call room, equipment and locker rooms, and parking facilities.  All work areas are to be in compliance with department regulations.  Deficiencies shall be corrected.
    • Responsible for the adherence to General Orders 479.00: Electronic Control Device Usage Procedures and 246.05: Electronic Control Device related directly to her/his tasks and the tasks of subordinates. 
    • Monthly inspection of department-issued patrol rifles and shotguns, including examining serial numbers of each weapon and ensuring that all weapons, magazines, and ammunition are accounted for and secured when not in use.  The sergeant shall report to the unit commander any discrepancies.
    • Monthly inspection of squad car maintenance, in squad car camera, laptop and other equipment.
    • Distribute subpoenas per department policy to subordinates and return receipt verifications to the records unit and inspection unit.
    • Make proper notifications when no watch commander is working.
    • Responsible for the efficient handling of all calls directed to officers under her/his supervision.
    • Confer frequently with the district commander regarding the crime conditions and service delivery in her/his assigned area.
    • Conduct follow-up interviews with citizens requesting police service to ascertain the efficiency and effectiveness of officers.
    •  Ensure radio messages directed to her/his assigned area are acknowledged by officers and a prompt response policy is followed.
    •  Investigate reports of officers not performing their assignments, failure to respond to radio calls, or reports of improper police performance.
    •  Meet regularly during her/his tour of duty with officers to review reports for completeness and legibility, determine if a follow-up investigation is necessary and signs off on all reports.
    •  Initiate district planning efforts with officers to address specific problems and develop solutions.
    • Maintain records of officers performance, to assist in completing regular or follow-up performance evaluation reports.
    • Report changes of assignments of personnel to the Ramsey County Emergency Communications Center during the tour of duty.
    • Investigate any reports of injuries to officers and damage to or loss of department equipment, property or vehicles under his/her command.
    • Attend community and civic meetings which may impact the delivery of police service in her/his assigned area.
    • Inspect the daily activity logs of officers.
    • Respond to headquarters periodically during tour of duty to deliver reports and pick-up district correspondence or delegate this.
    • Respond to the following incidents in her/his area:

         o   Crashes involving department vehicles (General Order 640.06: Crashes Involving Department Vehicles).

         o   Incidents resulting in the serious injury of department personnel.

         o   Robbery in progress.

         o   Bomb search scenes where a bomb or suspicious object is located (General Order 463.13: Bombs and Suspicious Objects).

         o   Bomb search scenes where large numbers of people must be evacuated (General Order 463.14: Evacuation and Ventilation).

         o   The end of squad-pursuit scenes (General Order 443.15 Command and Control).

         o   Homicides, unusual or suspicious death scenes (General Order 365.00: Homicide and Robbery Unit).

         o   Emergency assistance needed by the Ramsey County Jail (General Order 409.07: Emergency Assistance at Ramsey County Jail).

         o   Traffic crash scenes where an individual sustained an injury that may result in death or great bodily harm.

         o   Any situation that may require the summoning of the special weapons and tactics (S.W.A.T.) team, e.g. hostages, barricaded suspect, snipers (General Order 405.00: Special Weapons and Tactics (S.W.A.T.) Team).

         o   Any situation where three or more squads are needed for crowd control, e.g. strike scenes, protests, marches.

         o   Bomb blast scenes, before and after (General Order 463.16: Security at Explosion Scenes).

         o   Missing person search efforts that involve three or more squads.

         o   Emergency or unusual incidents in her/his area to assess the need for additional commitment of police resources.

    • Routine police incidents to observe and assist officers and to assess their performance abilities.
    • Inspect department vehicles assigned to the district and/or other units to ensure the compliance with departmental regulations.
    • Will gather information from available sources on criminal activity, hazards, and potential hazards within the district area. This information will be retained and given out at roll call. All such information will be kept in the district, accessible to district members.

    Revised July 1, 2011

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    General Duties:

    Saint Paul Police officers are the departments immediate diplomat when dealing with the public.  Not only does the police officer represent the department, but also the government of the City of Saint Paul.  It is important to maintain a professional demeanor while fulfilling this important role; a role that also includes, but is not limited to, that of a neighborhood problem solver.  Police officers are encouraged to take the initiative and proactively seek out these problems and find solutions in an effort to enhance the livability of the City of Saint Paul and further the mission of the department.  Police officers are expected to proactively solve problems rather than react to the harmful consequences of problems.

    A police officer is responsible for providing services to the City of Saint Paul. An officer shall direct her/his best effort toward the intelligent, courteous, compassionate, and efficient accomplishment of the goals and mission of the department. The officer shall be vigilant and on the alert for violations of laws and ordinances and shall take reasonable action.

    The police officer shall report promptly for duty, at the designated hour and place, for roll call, assignment, and inspection.

    Police officers may be assigned to special events, community meetings, parades, or other assignments.  It is the responsibility of the officer to understand her/his duties.  When in doubt, the officer should ask her/his supervisor for clarification (all inquires should follow the chain of command).

    Quality of Life Conditions:

    • Police officers shall take notice of conditions which tend to endanger the health, safety, or convenience of the public or negatively impact the livability of the city. S/he shall immediately take the initiative and cause the removal of the undesirable conditions.
    • When the removal of the undesirable condition is the responsibility of another agency, or another agency is required to enforce the ordinances, the officer shall immediately notify the agency whose responsibility it may be.

    Police Officer Initiatives and Traits:

    • Police officers should seek out training and experience to enhance skills and job performance, including taking the initiative to learn laws, ordinances, and department policy and procedures.
    • Police officers should make every effort to know their assigned beats geography, notable citizens, and crime trends.  This knowledge will not only enhance the proactive patrol of the area, but improves the problem-solving ability of the officer.  Sometimes police officers can solve a neighborhood problem by engaging other resources including residents, schools, businesses, and other government agencies.
    • Police officers handle a wide range of problems, many are not criminal in nature, but community policing. (The community values police involvement in non-criminal issues and recognize the contributions a police officer can make in solving these problems).
    • Electronic devices, e.g. cell phones and laptops greatly enhance police service, but discretion must be used so that this technology does not impede proactive patrol, minimize observation skills, or negatively impact driving skills.
    • Regardless of the type of physical force employed by the police officer and whether or not injury is sustained by the suspect, the officer will complete an incident report when force is used (General Order 150.04: Officer Response to Resistance and Aggression).
    • Police officers should treat all persons in a respectful and professional manner.  The use of profanity serves no purpose and is prohibited.
    • Testifying in court is one of the basic functions of a police officer.  Officers shall respond to court subpoenas and court notices as required and be in compliance with Court Notification Procedures set out by this department (General Order 453.00: Court Notification Procedures)
    • Police officers shall take into custody property that has been lost, stolen, or abandoned.
    • Police officers shall carefully investigate suspicious activities and give all complaints attention. S/he shall take police action in those cases which come under the jurisdiction of the police department and inform interested parties of laws or ordinances relative to the complaint. If the legal remedy of the complaint lies outside the jurisdiction of the police department, s/he shall advise the complainant accordingly and refer her/him to the proper authority.
    • Upon sight, or receipt of information from any source of an unusual or serious crash, crime, or other occurrence requiring police attention, an officer shall immediately respond and give such assistance or take such police actions as the circumstances may require. S/he shall also conduct a preliminary investigation and submit reports as required.
    • At scenes of crimes where scene safety and security has been established, officers shall not do anything that might interfere with the investigation or destroy evidence. The first patrol officer will be in charge until relieved.
    • The first duty of a police officer at the scene of a homicide is to guard the scene, exclude all unauthorized persons, and detain all witnesses and/or potential suspects for interviewing. Unless directed to do so by the supervisor in charge, officers shall not touch or permit others to touch anything in such a manner that latent fingerprints, DNA or other valuable evidence might be destroyed.  Also, unless directed to do so by the supervisor in charge, they shall not handle any guns, knives, or other instruments used in the commission of a homicide or other crime, nor shall they permit any unauthorized person to do so.

    Services for the Safety of Motorists and Pedestrians:

    To ensure the safety of motorists and pedestrians, officers shall be watchful for hazards within the city. Officers shall take appropriate action to eliminate the hazard, or to contact the proper authority or agency to cause the hazard to be corrected.

    In cases of a stalled or stranded motorist, officers shall provide all reasonable assistance. When the vehicle is a traffic hazard or obstruction, the situation shall be resolved, e.g. vehicle being towed to the impound lot or the motorist arranging for a private business to clear the obstruction. Officers may transport the driver of a stalled vehicle to a place of shelter where the motorist can obtain assistance. Under no circumstances shall the officer transport a party out of the city without prior approval of a supervisor.

    In incidents involving fire or medical emergency, procedures documented under General Orders 446.00: Fire Procedures and 401.00: Medical Emergency shall be followed.

    Temporary Assignment to Investigative Units:

    Occasionally officers may be temporarily assigned to assist various investigative units.

    Revised July 1, 2011

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    Purpose:

    The City of Saint Paul has one of the largest skyway systems in the nation. It is comprised of 2 ½ miles of skyway system that connects approximately 40 square blocks of downtown Saint Paul and provides indoor comfort to more than 100,000 people who use the system on a daily basis. Currently the downtown area is a fully functioning community containing three basic elements:

    • The residential community.
    • A work force for more than 600 businesses.
    • A cross section of all elements including shoppers, clients, juveniles, business people, etc.

    The Downtown Beat was established to provide greater specialized service to the residents, visitors and business in the downtown area. Specifically, Downtown Beat officers are dedicated to working with the downtown community to identify problems and collaborate on implementing solutions that produce meaningful results for the community.

    Downtown Beat personnel are part of the Central District. Downtown Beat personnel will report to the downtown skyway office for their assignment.

    Duties:

    All police functions applicable to the area, including but not limited to:

    • Maintain regular contact with businesses in the area and provide swift action with thorough follow up to complaints.
    • Assist with voice pages and calls for service in their assigned areas.
    • Maintain visibility, availability and be responsible to the community.

    Updated February 1, 2019

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    (See General Order 455.00: Building Security)

    The Front Desk is located in the Griffin Building and is staffed by an employee of the Police Department.  The desk officer’s primary purpose is to assist visitors of the Police Department in acquiring desired information. Desk officers will always extend every courtesy to visitors and strive to project a positive attitude that bears favorably upon the department.

    The front desk will be staffed on a 24-hour basis, 7 days a week.

    Functions:

    • [Redacted]

    • Ask preliminary questions and seek basic information for walk-in visitors. Items such as case numbers, who the investigator is assigned to their case and a phone number should be given to visitors. Desk officers should inquire if there has been an original report; if not, the desk officer shall make a report, or redirect to Teleserve and if the visitor still wants to visit a specific unit, the desk officer should direct the visitor to the proper office if it is open.

    • Assist the public with information and directions.

    • Call the Predatory Offender Unit to notify them about a predatory offender requiring updates or registration needs. If Predatory Offender Unit personnel are not available, a change of address packet should be given to the predatory offender and a call to the Predatory Offender Unit or on-call representative should be made by the front desk officer.

    • Receives and forwards administrative messages:

    • Sick-return information.

    • Prepare tour maps.

    • Log house-watch program.

    • Complete miscellaneous errands for Central District sergeants.

    • Complete forms for entering stolen property information into the National Crime and Information Center (N.C.I.C.) system.

    • Deliver copies of same to records and RCECC data.

    • Monitors the CCTV per Department policy (General Order 480.00 Closed Circuit Television (CCTV)

      Updated January 14, 2019

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    Investigative and all other units within operations division shall report through the chain of command to their respective districts senior commander.

    The investigator and commanders duties are listed under General Order 360.20: Investigative Unit Commanders Duties and 360.30: Investigative Unit Personnel.

    Revised July 1, 2011

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    The Saint Paul Police Department’s Citywide Services is managed by a Senior Commander who reports to the Deputy Chief of the Operations Division.  The Senior Commander is subject to the general duties of all other Senior Commanders of the Operations Division. Unit personnel are accountable to the Senior Commander for the performance of their duties and compliance with all policies of the Saint Paul Police Department.

    Citywide Services is comprised of the following units: A Community Outreach Program (ACOP), Canine Unit, Traffic enforcement Unit, Motors Unit, Mounted U, Parking Enforcement Unit, and Traffic and Accident Investigation Unit.

    Updated January 14, 2019

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    Purpose:

    Since 1991, the Public Housing Agency (PHA) and the City of Saint Paul Police Department have collaborated to provide the community policing program known as A Community Outreach Program (ACOP) to create a drug-free and crime-free environment and to provide for the safety and protection of residents, employees, and visitors in public housing developments.

    Scope:

    The ACOP community-oriented team consists of both officers and community liaison officers (CLOs). ACOP efforts are focused primarily on the four Saint Paul Public Housing sites of McDonough, Mt. Airy, Roosevelt and Dunedin. The ACOP office is located directly in a family housing site.

    Objectives:

    • Improve the working relationship between the public housing communities and the police department.
    • Expand the police services provided to public housing residents by utilizing various types of patrol methods, to include squad, bike and foot patrol.

    ACOP Officers:

    ACOP officers perform all the duties of police officers. They patrol public housing neighborhoods, respond to calls for service, and interact with residents and property managers.

    In addition to regular duties, ACOP police officers perform numerous tasks designed to allow them a proactive approach to crime prevention and control. They routinely attend resident council meetings, coach local athletic teams, and provide leadership for various community groups and other youth activities. ACOP police officers are selected especially for their ability to provide positive role models for area youths. Their activities aim to empower the residents of our public housing communities.

    CLO -- Community Liaison Officers (A.C.O.P. Interpreters):

    Interpreters are trained to provide assistance to the residents of the four public housing areas in English, Lao, Hmong, Thai, Somali, Spanish, and other languages as available. They serve in the main office from 8 a.m. to 10 p.m.  The ACOP interpreters provide an invaluable service to our public housing residents. Through their language skills, they provide an effective conduit to the police for people of diverse origins and backgrounds.

    Revised July 1, 2011

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    The Canine Unit is supervised by a Commander who reports to the deputy chief of the Operations Division.

    The Canine Unit assigns one canine to each of its officers.  The primary purpose of a police canine is to support the line officer and enhance officer safety. As such, the Canine Unit aims to have canine units patrolling the City twenty-four hours a day, seven days a week. The Canine Unit officer’s duty assignments are city-wide.

    Canine officers are expected to perform all the duties of a district officer with the exception of transporting individuals in the back of their squad.

    In addition to providing the line officer support to enhance officer safety, the canine is to be used as a locating tool to conduct functions including but not limited to:

    • Suspect tracks

    • Building searches

    • Open area searches

    • Evidence searches

    • Narcotics searches

    • Explosives searches

    • Other duties as assigned

      Canine officers will regularly conduct public demonstrations to promote the use and understanding of how canines function as a law enforcement tool.

      Kenneling or Housing Police Canines

      Officers assigned to the Canine Unit will be allowed to keep their assigned police canines at home with them while off-duty.

      A canine may be housed in an enclosed area approved by the Canine Unit supervisor, at the canine officer’s home. When the canine is kept at the assigned officer’s home, the officer will ensure that the canine is either in a secured area, a secured kennel, or under the officer’s direct control at all times.

      Squad Heat Alarms

      All Canine Unit squad cars will have a properly functioning, department-approved heat alarm system installed. The heat alarm system must be turned on whenever a canine is inside a squad car. If the system malfunctions, the squad car must be immediately taken out of service and a spare canine squad car shall be used until the system is repaired. Per Code of Federal Regulations Section 9 CFR 3.15, canine squad cars must maintain a temperature between 45 degrees Fahrenheit and 85 degrees Fahrenheit while the canine is in the vehicle.

      Updated June 18, 2019

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    (See 600.00 section general orders for detailed Traffic Enforcement Unit information)

    The primary responsibility for traffic related services and traffic law enforcement rests with the Operations Division. The degree and level of specialization within the Unit will vary from time to time depending on the level of available resources and identified needs. Additionally, specific functions may be assigned to the Traffic Enforcement Unit in an effort to promote effective crime reduction, enhance safe driving practices, and strengthen community partnerships.

    The Traffic Enforcement Unit may be reassigned if the need for a specialized traffic unit no longer exists.

    The Traffic Enforcement Unit shall have primary responsibility for planning, analysis, inspection, and coordination of the department’s traffic services program.

    Unit Organization:

    The Unit is supervised by a Sergeant and commanded by the Senior Commander of the Citywide Services Division. 

    Functions:

    • Development and coordination of the Department’s selective enforcement program, to include specialized DUI, seat belt, and speed enforcement efforts.
    • Operation of speed measuring devices (radar, laser, etc.).
    • Liaison with local traffic safety groups.
    • Other functions as assigned.

    Revised June 8, 2017

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    The purpose of the Saint Paul Police Department Traffic and Accident Investigation Unit is to perform technical investigation of all fatal and serious injury crashes, crashes involving department vehicles, hit and run crashes and follow-up investigation on felony and gross misdemeanor arrests or other traffic related cases as required.

    Specific Duties Include:

    • Timely response to serious crash scenes when required (listed above).
    • Thorough investigation of fatal and serious injury crashes for evidence of criminal negligence or other violations.
    • Investigation of hit and run crashes in order to identify the driver, secure criminal prosecution, where possible, and assist the injured or aggrieved party in gaining civil restitution.
    • Case preparation for prosecutorial review and assistance at trial.
    • Review of crash reports for quality control in terms of completeness, accuracy, legibility, and compliance with Department policy.
    • Provide information to operations personnel regarding unusual occurrence or crash trends for enforcement action and/or preventative measures.
    • Perform other duties as assigned.

    Revised June 8, 2017

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    The Saint Paul Police Department Parking Enforcement Unit is supervised by a sergeant who reports to the Special Operations Unit senior commander in the Community Engagement Division. The purpose of the unit is to augment the department’s enforcement effort in regard to all parking regulations and to expedite the safe movement of traffic elements. Such personnel are authorized to issue parking citations and to order the movement or towing of vehicles found to be in violation, in accordance with department policy and procedure. It will be the responsibility of parking enforcement officers to:

    • Enforce all statutory and ordinance parking regulations to include the towing and

    • Issue citations to vehicles for violations of parking regulations.

    • Patrol an assigned area of the city by foot and/or motorized vehicle.

    • Testify in court relative to the issuance of parking citations.

    • Assist at special events and civic functions such as parades, etc., in enforcing parking regulations and providing information to civilians needing assistance.

    • Perform related duties as required.

       

      Revised June 18, 2019

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    The watch commander is the staff officer responsible for the monitoring of street activities during a specific tour. The watch commander is supervised by the deputy chief of operations. Their authority is subordinate to persons of higher rank and to persons of equal rank responsible for a particular event or incident.

    The primary function of watch commander is one of inspection, review, and to notify the appropriate person to be responsible for events which arise.

    Functions:

    • Review arrests to ensure the validity of charges, elements and arrest procedures.
    • Receive complaints from the public about police service and remedies the issue through a district supervisor or reports to the appropriate unit for further investigation.
    • Receive telephone inquiries from the public on matters of a police nature that cannot be satisfactorily addressed by another element of the department.
    • Serve as liaison with judges and attorneys seeking the release of clients and causes notification of the investigative unit when the release of a felony suspect is ordered prior to formal charging.
    • Inspect the headquarters building complex periodically to ensure physical security.
    • Monitor ongoing activities and notifies the appropriate district commander, unit heads, assistant chief or deputy chiefs when necessary to investigate or resolve the respective issue.
    • Handle routine media inquiries.
    • Perform administrative tasks related to the function of the watch commanders office.
    • Schedule personnel to work the office during holiday, vacation, overtime, or other required watch commander relief:

         o        Maintain current acting watch commander relief list.

         o        Notify personnel assigned to relief duty.

    Updated January 14, 2019

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    The Saint Paul Police Department Major Crimes Division is responsible for the investigation of criminal incidents which occur within the city. The division is comprised of the following units: Gang-Gun, Homicide/Robbery/Special Investigations, Family Violence, Sexual Violence, Property Crimes and Narcotics/Vice.

     

    Each unit is led by a commander or senior commander who reports to the deputy chief of the Major Crimes Division.

     

    Revised November 17, 2020


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    Purpose:

    To ensure a productive and effective process for collecting, testing and tracking all SANE kits.  Standardization of SANE Kit procedures will ensure that critical evidence is being tested.

    Procedures:

    Collection

    1. All SANE kits that are recovered with a Saint Paul Police Department case number must be sent to the MN BCA for laboratory testing, NO exceptions.  SANE kits that hospitals collect in cases involving a victim who does not want to involve the police will remain with the hospital. If there is no case number, the SPPD will not recover the SANE kit.
    2. Upon the initial review of each case, the assigned investigator will ensure that all evidence has been recovered and turned into the property room.
      1. If a SANE kit was not recovered by the officer who took the original report, the investigator assigned to the case will either recover it in person or assign an officer to recover the kit.
      2. All SANE kits must be picked up from the respective hospital within 7 business days. All evidence recovery is documented in RMS with a supplement report entitled, “Chain of Custody”.

    Submission to BCA

    1. Within 14 business days, all SANE kits will be delivered to the MN BCA for testing.

    2. Weekly: SPPD property room employees will send an email to FSVU Clerical staff each week to notify the unit about kits that have been turned in for testing. The email will contain the case numbers of SANE kits turned into the property room during the previous week. Sex Crimes investigators will ensure these kits are checked out of the property room and transported by a sworn officer from the Sexual Violence Unit to the MN BCA for laboratory processing. An RMS supplement report documenting the “chain of custody” for SANE kits is required.

      • SANE kits will be submitted with the email address “CI-StPaul_SPPD-SexCrimesUnit,”, and include the date and case number. Each member of Sex Crimes will have access to this email. Using this email ensures all BCA results are tracked within the Sex Crimes Unit. If an individual investigator’s email address is used and that investigator is transferred, separates from the department or retires, the BCA lab results could potentially not be acted on in a timely manner.

      • After the BCA has tested the contents of the SANE kit, the SANE kit box and any contents not tested by the BCA will be returned to the SPPD Property room by SPPD Sexual Violence Unit personnel. In certain circumstances after testing is completed, the BCA may choose to ship a SANE kit directly to the Saint Paul police Department Property Room by a shipping Company such as UPS, FEDEX or U.S. Mail. Upon receipt of the SANE kit box, the Sexual Violence Unit personnel doing the recovery will make a photocopy of the box being of no evidentiary value and will be destroyed (see the applicable Evidence Retention Policy and General Order 235.50). If it is determined the SANE kit box contains evidence that is to be retained the SANE kit and contents will be entered as “held for evidence” by the investigator assigned to the case. A RMS supplement report will be required documenting the “chain of custody.”

        Follow-up by Sex Crimes Personnel

        Monthly: Sex Crimes investigators will meet with SANE kit coordinators from Saint Paul hospitals to ensure all CSC kits are being handled and recovered according to SPPD Sexual Violence Unit protocols and policies. Hospitals outside of Saint Paul will be contacted on a case-by-case basis.

        Revised June 18, 2019

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    Under the administrative direction of the assistant chief of police, the deputy chief of major crimes has executive charge of the personnel and units under their command.

    Duties and Responsibilities:

    • Report directly to the assistant chief of police and submit oral and written reports to the chief on activities, plans and problems.
    • Direct and control units assigned to the major crimes division on a 24-hour basis.
    • Develop long-range plans with the unit heads for the effective delivery of services provided by their units.
    • Develop budgets for the financial resources needed by units in the division to accomplish their goals and objectives during the budget cycle.
    • Develop realistic performance standards for personnel within the division and evaluate the results produced by those individuals on a continuous basis.
    • Stay abreast of unit plans and programs and submit reports to the assistant chief of police that assess the effectiveness of those activities in the community and department.
    • Provide administrative guidance to develop members assigned to the division by delegating authority and responsible assignments at every opportunity.
    • Manage the efficiency and discipline of all employees in the division.
    • Coordinate unit planning efforts and review plans and proposals submitted by staff.
    • Delegate administrative tasks to the unit heads commanders for the purpose of developing managerial skill and potential.
    • Investigate complaints about service or personnel within the division.
    • Recommend discipline, transfers, assignments and make recommendations for dismissal of personnel within the division.
    • Direct and complete performance reviews on personnel in the division and assures consistent ratings among the units within the division.
    • Meet and confer with business, civic, fraternal, religious and political leaders to keep abreast of community interests and trends.
    • Conduct staff meetings to exchange information and to facilitate planning efforts of all assigned units affecting the delivery of service and long-range planning for the department.
    • Oversee the activities of division employees performing diverse functions in support of the police department mission.
    • Ensure the provision of essential services to the citizens, other city agencies and the members of the Saint Paul Police Department.
    • Respond directly to citizens and other interested parties having complaints or information about the quality of services from division personnel.
    • Assume the duties of the chief of police when designated.

     

    Updated February 1, 2019

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    Commanders of investigative units within the Saint Paul Police Department Major Crimes Division shall report directly to the deputy chief of the major crimes division and shall have complete responsibility for the operation of their specific unit.

    Commander Duties:

    • Commanders shall lead by example, setting high standards for professionalism and accountability.
    • Commanding officers should continually look to those subordinates needing training and experience with various cases in order to enhance their professional development.
    • Responsible for the clearance of a specific class of crimes by the arrest of the perpetrator, the successful prosecution of criminal cases, and the recovery of stolen property and its return to rightful owners.
    • Supplement direct supervision of their personnel by analyzing the reports of individual investigators. Commanders are responsible to operate their unit efficiently and to maintain close cooperation and professional relations between their unit and other department units.
    • Responsible for the successful completion of the investigation of all crimes that are assigned to their unit. Commanders shall require their subordinates to exert their best efforts in the investigation of such crimes and clearance by arrest.
    • Responsible for the complete, accurate, and prompt preparation of reports by their subordinates.
    • Instruct the personnel under their command in the collection, identification, and preservation of evidence. Commanders must ensure that there is an appropriate chain of custody of all evidence and that this chain of custody can be established in court through officer testimony and department records.
    • Ensure the investigative workload is equitably distributed among individual investigators and according to investigative acumen, skills and demonstrated proficiencies commensurate with specific case requirements to ensure assignment of the most qualified investigator.
    • Make regular checks on the activities and efficiency of the investigators assigned to their unit and make recommendations where necessary.
    • Hold regular meetings with their subordinates to discuss current problems and conditions affecting their unit and formulate plans and procedures designed to increase their effectiveness.
    • Manage resources and investigations by analyzing statistical data and be well versed in crime patterns and trends as appropriate to the unit’s functions.
    • Require investigators to give special attention to professional criminals and to use every legal means to convict them of their offenses and to suppress their criminal activities.
    • Ensure that officers in their command comply with all department rules, regulations and procedures.
    • Prepare service ratings, vacation schedules and work schedules for the members of their unit.
    • Maintain good relations with the public.
    • Respond to community concerns and speak at community forums as required.
    • Make certain the reports submitted by investigators contain the names of members of the uniformed force or others who give assistance.
    • Assist other jurisdictions and maintain proper relations with outside law enforcement agencies.
    • Review requests by investigators under their command for polygraph examinations.
    • Manage the appearance of personnel under their command according to department standards.
    • Train subordinates and take an interest in the career development of those in their command.
    • Manage resources and investigations by analytical methods to determine crime patterns and trends.
    • Manage investigations to ensure to avoid conflict with other units.

     

    Updated February 1, 2019

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    General Duties:

    • Keep the unit commander informed of all matters coming to their knowledge relating to the interest of the department. Investigative unit personnel must use their best efforts in the prevention and suppression of crime, and in the detection and apprehension of criminals.

    • Give diligent, efficient, and prompt attention to the investigation of crimes assigned to them and utilize all agencies at hand and elsewhere for the clearance of crimes by the arrest of the offender and the recovery of stolen property. Investigative unit personnel are responsible for proper and complete preparation of assigned cases for court.

    • Familiarize themselves with criminals, their practices, haunts, associates, and acquaint themselves with the various modus operandi used by criminals in the commission of their crimes.

    • Conform strictly to the rules and regulations and procedures of the department.

    • Perform and complete all duties as assigned to them by their commander.

    • Cooperate with all other department personnel, units and divisions, along with all other agencies within the guidelines of the department.

    • Keep the assigned unit commander informed on the progress of their investigations. Investigative unit personnel shall report the need for further guidance when further progress seems impossible.

    • When a case has been assigned to an investigator, they shall interview the complainant, and consult with the complainant from time to time regarding the progress of the case, until it has been closed.

    • Investigators shall submit a written report of their action on each case on which they have performed any work. 

    • Report to their commander at the beginning of the tour and as required during their tour of duty.

    • Investigative unit personnel have a duty of investigators to render assistance, to other members of the department, but they shall not interfere with or work independently upon any case, unless by the direction of their commander.

    • After a suspect is arrested in a case, the investigator is responsible for preparing the case for prosecution. They shall submit a summary of all facts relating to the crime and the arrest. There shall be included a brief resume of the testimony to be offered by each person who should be subpoenaed.

    • An investigator will be responsible for maintaining a “working file” on each case assigned to her/him. This file will contain copies of all reports, statements, lab examination results, or any other information pertaining to that case. The unit head or a designee shall have accessibility to these working files. When the case is closed or pended the entire working file will be sent to the records unit. The records unit will then be responsible for these files until such time as the case may be reopened, microfilmed, and/or purged.

    • When an investigator develops evidence in the furtherance of their investigations, that evidence must be submitted to the property room via the Evidence Manager.

    • Investigators will ensure that police department data is submitted to the records unit for processing, scanning, and storage.

    • Investigators will not store evidence in their home units or at their desks.Evidence must be submitted to the property room as soon as practicable or returned to the custody of the property room when analysis is complete.

    • Investigators will communicate with the district roll calls in their respective areas of responsibility regularly, to exchange criminal intelligence information, crime statistics, crime trends and other relevant information.

    • Investigators will prepare and issue pickup for suspects and provide officer safety information for other units, officers, and agencies when necessary to assist the investigator with their case.

    • Investigators shall coordinate efforts with other investigative units to avoid conflict.

       

      Updated February 1, 2019

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    Function:

    The Saint Paul Police Department Family Violence Unit (F.V.U.) is headed by a commander who reports to the deputy chief of major crimes and investigations.

    The F.V.U. has two sections: Family Violence investigating all cases of physical abuse that are interfamilial in nature, involving victims who are over 18 years of age, and Elder Abuse investigations. Spouse and former spouse, parents with a child in common, persons who reside or previously resided together, persons in a significant or sexual relationship, and persons related by blood are all examples of interfamilial (domestic) relationships.

    The Saint Paul Police Department has adopted the Blueprint for Safety protocol when responding to incidents of domestic violence. The Blueprint for Safety is a model that was created to link the city's criminal justice agencies together in a coherent, philosophically sound domestic violence intervention model. The Blueprint is anchored in six foundational principles that we have identified as essential characteristics of intervention that maximize safety for victims of domestic violence and hold offenders accountable while offering them opportunities to change.

    Six Principles

    1. Adhere to an interagency approach and collective intervention goals
    2. Build attention to the context and severity of abuse into each intervention
    3. Recognize that most domestic violence is a patterned crime requiring continuing engagement with victims and offenders
    4. Establish sure and swift consequences for continued abuse
    5. Use the power of the criminal justice system to send messages of help and accountability
    6. Act in ways that reduce unintended consequences and the disparity of impact on victims and offenders

    The F.V.U. does not handle cases of babysitters, and daycare operators, or cases that involve orders for protection, restraining orders, harassment orders, or no contact orders where there is no interfamilial relationship.

     

    Revised September 30, 2019

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    Minnesota Statute 626.557 mandates that law enforcement professionals who have knowledge of the abuse or neglect of a vulnerable adult or have reasonable cause to believe that a vulnerable adult is being or has been abused or neglected shall immediately notify the Department of Human Services common entry point per Minnesota Statute 626.557 Subd. 4.

    The crimes against the elderly unit is charged with the responsibility of investigating all reported cases of abuse or neglect involving victims over the age of 65 and involving vulnerable adults. The investigators are under the direction of the F.V.U. commander.

    Upon receiving a report involving victims meeting the above criteria, investigators assigned to the crimes against the elderly unit will notify the Department of Human Services common entry point and investigate these crimes or assign to the proper investigative unit. The investigators may work in conjunction with other units, local, county, state and federal agencies while conducting their investigations.

    Revised September 30, 2019

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    The Saint Paul Police Department Arson Unit is a part of the Crimes Against Property Unit and is managed by a commander who reports to the deputy chief of the Major Crimes Division. They work cooperatively with the Saint Paul Fire Department Arson Investigation Unit.

    Fire department investigators determine the cause and origin of fires. Arson unit members receive cause and origin training and may assist in determining cause and origin or assist fire investigators when requested.

    When arson is suspected, fire department investigators will notify police investigator(s). The investigation shall proceed with the objective of collecting sufficient evidence for origin and cause of the fire for arrest and prosecution. If other crimes are discovered as a result of the arson investigation (e.g., homicide) the information and evidence will be turned over to the proper investigative unit.  The arson investigator will assist as needed.

    Arson unit member(s) respond to fire scenes to assist fire investigators when there has been a death associated with the fire, when a death may result or when fire investigators need assistance (e.g., major fires, explosions, etc.).

    In addition to suspicious fires, the arson unit investigates false fire alarms and tampering with fire alarms when the suspect(s) are adult.

    When the crimes investigated by the arson unit are clearly suspected to have been committed by juvenile offenders, the case is normally turned over to the youth services section.

    From time to time, investigators assigned to other units may receive training in arson investigation.  These investigators will serve as back up arson investigators when the regularly assigned arson investigator is unavailable or requires assistance at a scene such as a fatal or major fire.

     

    Updated June 18, 2019

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    The Saint Paul Police Department Auto Theft Unit is led by a commander who reports to the deputy chief of the Major Crimes Division.

    The Auto Theft Unit is responsible for the investigation of all reported cases involving stolen motor vehicles or attempted stolen motor vehicles.  This includes the apprehension of suspects and submission for prosecution of offenders as well as the recovery and return of such vehicles to their rightful owner.

    Investigators will maintain working case files as necessary to their functions as authorized by the unit head.

     

    Updated November 17, 2020

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    Upon the receipt of a call alleging a motor vehicle theft the officer will:

    1. Contact Ramsey County Emergency Communication Center (RCECC) data channel to determine if the vehicle may have been towed by a private contractor or repossessed.
    2. Prepare an original report.
    3. Enter the property as stolen using the Evidence Manger.
    4. Upon the completion of the call by the field units, place necessary administrative data on the complaint memo and forward to the records unit.
    5. Contact RCECC data for entering the vehicle as a stolen in the NCIC system.

    Notification of RCECC:

    Upon receipt of a stolen auto call from the RCECC or on tour notification from a citizen, the officer will proceed to the location of the call or the alleged theft location and prepare a report following the procedure as set forth in the report writing manual, even when the car was recovered at the same time.

    If the auto has been stolen, the officer preparing the auto theft report will notify the RCECC of the theft promptly by phone, giving the following information to be entered into NCIC:

    •  License number of the car
    •  Year and type
    •  Serial number, VIN
    •  Make, year, model, and color
    •  Record owner s address, phone number
    •  Location of theft
    •  Complaint number

    Stolen vehicle information and the notification of RCECC about the stolen auto information must be documented in an original police report.

    The reporting officer will decide and instruct RCECC whether the vehicle should be broadcast as a stolen or as a stop and identify in the case of a breach of trust. Under questionable cases, or cases lacking information, the auto theft unit will verify if a vehicle is to be considered a stolen auto. Sufficient information for a broadcast via radio and electronic methods would be year, color, model, and license number. Officers will prepare an original report even if the complaint is lacking some information and instruct the complainant to contact the auto theft unit with the additional information.

    Auto Theft- Notification of Registered Owners

    In all cases when a stolen auto is recovered, the officer shall ensure that RCECC has attempted to contact the registered owner when a phone number is listed in the NCIC comments. Registered owners shall be given the option to recover their vehicle within a reasonable amount of time in lieu of automatic impoundment.

     Auto Theft Recoveries-Towed to the Impound Lot:

    A recovered stolen vehicle represents a crime scene and therefore will be processed by only sworn police officers or personnel from the forensic services unit.

    Sworn police officer recovering stolen vehicles will:

    1. Thoroughly search all vehicles for suspect evidence, turning in all contraband, weapons, and valuables discovered.
    2. Enter the recovered vehicle in the Tow Manager prior to the vehicle reaching the impound lot.
    3. If the license plates have been removed from the recovered vehicle, officers will document the plates are stolen in the recovery report and notify RCECC of the stolen plates for NCIC entry.
    4. Notify the emergency communication center of the recovery identifying the recoveries by license number, make and model and location of recovery.
    5. If the auto is missing major parts (stripped) it will be towed to the impound lot and missing parts and damages noted in report.
    6. "Holds for auto theft should only be placed on a vehicle for evidentiary purposes other than fingerprinting and/or photographing that can t be taken care of on the street.

    Auto Theft Recoveries - Arrests:

    Sworn police officers recovering a stolen vehicle with suspect(s) will:

    1. Positively identify all occupants in the stolen vehicle whether or not they are taken into custody or arrested.
    2. Interview the occupants to ascertain their knowledge of the stolen vehicle, including the driver's identity, any knowledge of the vehicle being stolen and other pertinent information to assist the investigator.
    3. Note in their report occupants' positions in the vehicle.

    Auto Theft Recoveries - Turned Over to the Owner:

    A recovered stolen vehicle represents a crime scene and therefore will be processed by only sworn police officers or personnel from the Forensic Services Unit.

    Sworn police officers recovering stolen vehicles to be turned over to the owner at the scene of the recovery will:

    1. Thoroughly search all vehicles for suspect evidence, turning in all contraband, weapons, and valuables discovered.
    2. Enter the recovered vehicle as recovered and turned over to the owner in the Evidence Manager.
    3. If the license plates have been removed from the recovered vehicle, officers will document the plates are stolen in the recovery report and notify RCECC of the stolen plates for NCIC entry.
    4. Notify the emergency communication center of the recovery identifying the auto by license number, make and model and location of recovery.

    RCECC:

    The officer will notify the RCECC so their personnel can broadcast a cancellation and call a contract tow company for the vehicle if it is not turned over to the owner.

    Recoveries Out of City:

    Upon receipt of information about a Saint Paul stolen vehicle recovered out of city, the investigator will write a supplemental report that includes:

    •  Administrative data.
    •  The date and the location of the recovery.
    •  The agency that made the recovery.
    •  If the vehicle has been impounded, if so, where.
    •  The condition of the vehicle.
    •  If any arrest has been made, juvenile or adult.
    •  The name of the authority authorizing the cancellations.

    Auto Theft Unit:

    The auto theft unit will prepare a supplement report and note these changes in RMS, when necessary, when any change is made not already documented in the case status of an auto theft incident. (See General Order 439.01: Property and Evidence Procedures and General Order 445.00: Towing and Storage Procedures/Authority)

    Updated February 1, 2019

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    Breach of trust is a generic term used to refer to a civil dispute in which a vehicle is taken under circumstances other than auto theft.

    Examples of situations in which a breach-of-trust report should be taken:

    •  An auto dealer lets a vehicle out for a test drive and the vehicle is not returned in the period of time designated.
    •  A rental car agency lets a vehicle out and the renter does not return the vehicle within the prescribed time.
    •  A business setting where an employee has the vehicle in the field and does not return it to the business.
    •  A situation where the vehicle is loaned to another for a certain length of time and the vehicle is not returned as promised.
    •  A situation where in the course of an intimate relationship, even if short in duration, the owner/possessor of the vehicle finds her/his vehicle missing and suspects the other person in the relationship.

    If a breach of trust report is taken, the Evidence Manager process should not be used. An original report may be filed by the officer documenting the breach of trust. The complainant should be advised that the report documents the occurrence and that the vehicle plates and VIN will be entered into our local databases as a breach of trust but not the national system as a stolen vehicle. Should their vehicle be stopped, it may be towed and the owner is responsible for all related expenses. If the person opts to not have a breach of trust report taken, they should be advised to call the auto theft unit after 30 days in order to report the vehicle stolen.

    When a vehicle taken in a breach of trust is returned to the owner, the complainant shall be advised to notify the department so an officer can submit a supplemental report stating the circumstances surrounding the return of the vehicle. The reporting officer shall notify RCECC and to ensure that the vehicle has been removed.

    Officers stopping vehicles reported as a breach of trust shall positively identify, but not arrest, the driver and other occupants unless there are other reasons to make an arrest. Officers will also attempt to notify the owner to pick up the vehicle. If unable to make contact with the owner, have the vehicle towed to the impound lot so the rightful owner may recover the vehicle. Do not Hold the vehicle for any investigative unit unless warranted by other circumstances, i.e. used in a crime.

    Updated February 1, 2019

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    Worthless Documents:

    Worthless documents include the following: non-sufficient funds (NSF) checks, account closed checks or no account checks, counterfeit checks, refer to maker of checks, forgery, offering a forged check, and financial transaction card fraud.

    General:

    Officers should make a report in the case of:

    • NSF, account closed, refer to maker, stop payment or worthless electronic checks received within city limits that exceed $1,500 in a single transaction.
    • Counterfeit checks, altered checks, forged checks, fraudulent or stolen checks, checking account opened using fraudulent information and any situation where an arrest is made.

    Offering a Forged Check:

    A check is not an instrument of credit. It is a conditional promissory note of payment, or a savings account with special provisions. Successful prosecution requires the account holder to sign an affidavit of forgery which dishonors the check and creates the crime of offering a forged check. Furthermore, the check must be accepted in person within the corporate limits of the City of Saint Paul. The individual or merchant who accepts the check is the victim and must be able to identify the person who offered the check.  The officer should write an offense report. 

    Financial Transaction Card Fraud:

    The person who accepts the credit card must be able to identify the suspect or prosecution is precluded.  This should be noted in the offense report.  An affidavit of forgery is required for each transaction since each transaction is a separate crime and the original affidavit is turned in with the worthless document report.

    The elements of the crime of financial transaction card fraud require that the charge card is lost or stolen; the owner did not authorize the use of the card or account number; and the suspect is the person who made the charge. In either case, the suspect is booked and a new picture and fingerprint card is created. The suspect of the misdemeanor crime is then tagged and released, while the suspect in a gross misdemeanor or felony case is jailed.

    Forgery:

    An aggravated forgery occurs when the suspect alters or falsely makes, with the intent to defraud, any writing or object other than a check or financial transaction card; with the intent to defraud, makes, engraves, possesses or transfers a plate or instrument to create a writing, check, or financial transaction card; or with the intent to defraud, utters or possesses any forged writing or object other than a check or financial transaction card.

    All other acts of forgery involve the intentional use, destruction, altering, possessing, misplacing, falsely making, or mutilating writings or objects in an act intending to injure or defraud another person. The report is entitled forgery and may include, for example, such items as a forged birth certificate, a forged marriage license, or a false college transcript or diploma. For successful prosecution, the victim must be able to identify the suspect presenting or possessing the forged object or writing.

    Counterfeit Currency:

    Write an offense report describing the circumstances of recovery, follow proper cash handling procedures (General Order 439.06: Money Storage) and turn the currency in as evidence.

    Embezzlement:

    The officer will write a police report documenting the basics of the crime. The fraud and forgery unit will review the report and contact the complainant.

    Bank Fraud:

    A suspect will use artificial means to inflate his/her bank account, usually by depositing fraudulent checks then making a series of withdrawals via ATM or teller. 

    Checks used are often from accounts opened for fraudulent purposes, checks from closed accounts, or checks stolen or taken in burglaries.  The best indicator of a bank fraud is the dollar loss to the bank. 

    Evidence:

    Turn any checks, documents, affidavits, sales slips, counterfeit currency, and security tapes provided as evidence shall be turned into the property room during business hours. Outside of business hours such evidence shall be turned into a property locker following procedures for turning in evidence/property.

    Updated February 1, 2019

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    Function:

    The Saint Paul Police Department Homicide and Robbery Unit is headed by a Senior Commander who reports to the Deputy Chief of the Major Crimes Division. The Homicide and Robbery unit is charged with responsibility for the investigation of all reported cases of assault, homicides, robberies and other related crimes including attempts for the purpose of apprehending and prosecuting the perpetrators thereof. This unit will additionally investigate:

    Kidnapping when the victim is 18 years or older and there are no criminal sexual conduct allegations
    Impersonations of a peace officer
    Suicide attempts
    Riots
    Bigamy
    Coercion
    Assaults on departmental personnel
    Death investigations including homicide, suspicious, suicide and child deaths
    Critical incidents
    Robbery
    Cold Cases
    Harassment, stalking and terroristic threats (non-domestic)
    Unlawful possession of tear gas and/or electronic control devices
    Drive-by shooting and other offenses involving the intentional or accidental discharge of a firearm (with an identified victim)
    Unlawful possession of bullet proof vest
    Obstruction of Legal Process
    All non-domestic assaults

    Preliminary Homicide Scene Procedures:

    First Officers at the Scene:

    The first officers at the scene largely determine the success or failure of the subsequent investigation. Evidence which is destroyed through thoughtlessness or carelessness can never be brought back again and thereafter the task of reconstruction may be impossible.

    Remember – only the necessary number of police personnel should conduct the initial investigation. The least number of personnel permitted into the crime scene area the better, including medical personnel.

    1.  Ascertain that the victim is dead.

    • Give medical aid if there is any doubt.
    • Should the victim have to be moved, make mental note of the position of the body and the immediate area around same to include any objects that are present so you can document in your police report.

    2. Be accurate and methodical in all you do. Do not lose your composure.
    3. Make written notes for your report regarding:

    • How call received (radio, telephone, citizen)
    • Time call received and time you arrived at scene
    • The weather conditions
    • Who was present at scene upon your arrival
    • Everything that you observe, to include reactions
    • Document ICC or Body Worn Camera

    4. Protecting the scene:

    • First officer at the scene shall request a district supervisor to come to the scene.
    • The officer will then find a position at a reasonable location at or near the scene to keep unauthorized persons, including other police personnel away from the crime scene.
    • The officer assigned to guard the crime scene will record in a report the names of all persons entering the scene. This officer will be responsible to start a Crime Scene Sign-in (PM 607-10R).This form requires all personnel entering the scene to provide the following information: printed name and signature, their agency and unit assignment, the time of entry and exit, and the reason for entry into the crime scene.
    • The officer will advise the supervisor of the situation.

    Supervisor at Scene:

    The supervisor, on arrival, is in charge of the scene, and is responsible for the continued protection and preservation of the scene.

    1. Notify the watch commander and advise of the situation. When no watch commander is on duty, the supervisor will contact the on-call chief.
    2. Supervisor will take charge protecting the crime scene until Homicide or Forensic Science Unit personnel arrive to take charge.
    3. Supervisor will secure all ICC and Body Worn Camera evidence.

    Homicide Unit or Forensic Science Personnel

    1. Upon arrival at the crime scene by an investigator or Forensic Services personnel, these personnel will assume control and responsibility for the crime scene itself and the continued investigation.
    2. All other police personnel will take their orders from the investigator or Forensic Services personnel until excused from the scene by them.

    General

    1. The homicide unit investigator in charge of the scene, in consultation with the on-call chief and public information officer, will determine when and what information will be given out. All police personnel shall refrain from discussing anything pertaining to the crime or crime scene with unauthorized  persons (press, spectators, etc.).  The public information officer will field calls from the media. (See General Order 235.60: News Media)
    2. No one will enter the crime scene without approval from the officer-in-charge and will only enter after having signed the crime scene log sheet.
    3. All personnel entering crime scene will prepare a written report detailing why they were there, what they did and what they observed.

    Updated February 1, 2019

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    The Forensic Services Unit (FSU) is committed to performing unbiased forensic analysis which is accurate, precise, reliable, and timely.  The FSU is accredited by ANSI-ASQ National Accreditation Board (ANAB) and is dedicated to meeting the requirements of international standard ISO/IEC 17020 and the additional requirements of the accrediting body ANAB. 

    The FSU is staffed with a combination of civilian professionals and police specialists and is led by a Forensic Laboratory Manager who reports to the Deputy Chief of Support Services and Administration Division.

    The FSU has adopted a quality system based on the International Standard ISO/IEC 17020 that:

    • Produces a quality product in a timely manner;

    • Utilizes documented procedures for FSU operations based upon validated testing methods;

    • Maintains the integrity of both the samples tested and the documentation to support findings and professional judgements;

    • Employs qualified and trained personnel to perform investigative activities;

    • Ensures the quality of its investigative activities through a program of proficiency testing, monitoring employee testimony, maintenance of quality control data, and 100% peer review of reports;

    • Focuses on continual improvement through the use of corrective and preventative actions;

    • Evaluates effectiveness through the use of an internal audit process; and

    • Allows for periodic revisions as part of an annual management review.

       Accredited Functions:

    • Crime Scene Inspection (Crime Scene Search, Documentation, Evidence Collection, Latent Print Processing, Toolmark Collection, Impression Evidence Processing, and Presumptive Blood Testing)

    • Latent print processing, comparison, and databasing

    • Impression Evidence development and comparison

    • DNA and trace evidence collection

    • Firearm examination (Serial Number Restoration, Barrel Length Determination)

    • Knife blade length determination

    • Measurements and Computer Aided Drawings

      Additional Functions:

      Forensic Services Unit Vehicles -- Special Purpose Vehicles:

      The forensic services unit support vehicles contain supplies and equipment to be used at crime scene sites for processing crime scenes and for the documentation and collection of evidence. Only forensic services personnel are authorized and trained to use these vehicles.

      The responsibility for the contents of the vehicles as it relates to crime scene processing rests with the forensic services unit laboratory manager or a designee. Mechanical maintenance of the vehicles is provided by the motor fleet unit. The vehicles must be operated by a forensic services unit employee with a valid driver’s license when used in its capacity as a support vehicle. Other authorized use of the vehicles is permitted by the motor fleet unit personnel for maintenance purposes or personnel working on the vehicles performing general maintenance. Any other use of the vehicles requires permission from the forensic laboratory manager, deputy chief of support services and administration division, assistant chief, or the chief of police.  

      Revised September 7, 2017

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    Function:

    The Saint Paul Police Department Sexual Violence Unit is led by a commander who reports to the deputy chief of the Major Crimes Division.

     

    The Sexual Violence Unit has three sections: sex crimes, predatory offender registrations and child abuse.

     

    The sex crimes section is charged with the responsibility of investigating all reported cases of criminal sexual conduct, indecent exposure, obscene phone calls, peeper, all other sexual offenses and child abuse. 

     

    Criminal Sexual Conduct:

    The Saint Paul Police Department is committed to a victim-centered, trauma-informed approach when investigating all incidents of sexual assault. The Saint Paul Police Department has agreed to the Ramsey County Sexual Assault Protocols. The Ramsey County Sexual Assault Protocols are included in all Saint Paul Police Department police academy sexual assault training.

     

    Officers are to be mindful of the following protocols when responding to sexual assaults:


     

    ·         The scene will need to be examined and held for processing for potential evidence.

    ·         In cases of severe or serious immediate public safety, the Watch Commander (during evening hours) and the Sex Crimes Unit will be called. 

    ·         If an arrest is made, prior to booking the suspect, officers should immediately contact the Watch Commander and the Sex Crimes Unit to determine whether a medical forensic examination should be conducted on the suspect

    ·         Officers will exercise tact and utilize a trauma-informed approach in all interviews with victims.

    ·         A Sexual Assault Nurse Examiner (SANE) is a qualification for forensic nurses who have received special training to conduct sexual assault evidentiary exams for rape victims.

    ·         Officers will explain the SANE exam, and its process to the victim. If the victim consents to a SANE exam the officer will accompany the victim to Regions Hospital (or hospital of the victim’s choosing) to meet with the sexual assault nurse. As part of the “SANE” examination evidence will be collected by the SANE nurse from the victim. The SANE nurse will place the recovered evidence into a “CSC kit” which will be turned over to officers as evidence.

    ·         All sexual assault victims will be offered sexual assault victim/survivor advocacy services. The Sex Assault Victim Information consent form allows the sharing of the victim’s contact information with Ramsey County Sexual Assault Advocacy (S.O.S). This should be offered to all sexual assault victims.

    ·         Evidence will be collected at the scene and photographed.

    ·         Evidence at the hospital/medical facility will need to be collected and turned into the police property lockers or in cases of a CSC kit placed in the refrigerator using the Evidence Manager. 

    ·         The key for each individual refrigerated evidence locker should be dropped into Property Locker 100 after securing the evidence.  


     

    When the victim is a juvenile, parental consent should be obtained or a juvenile court order, if applicable.  Juvenile victims can be brought to Children’s Hospital or Midwest Children’s Resource Center (MCRC) for a more comprehensive child exam.  MCRC accepts children less than 13 years of age for all sexual assaults and under the age of 18 years old if the crime is interfamilial or if the crime is committed by a person in authority. Children’s Hospital accepts all juveniles.  All other protocols should be followed in cases where juveniles are victimized.


     

    If the victim gives indication that they have ingested a so-called “date rape” drug, such as GHB or Rohypnol, the SANE nurse will collect a urine sample from them.  This specimen will be placed in a DUI kit issued by the BCA.  Regions will have these kits available on site.  Once complete, the DUI kit will be turned over to the officer along with the CSC kit.  Both kits must be submitted into the property room using the Evidence Manager under the same case numbers and turned into the CSC refrigerator in the property room.


     

    Child Abuse, Battering or Abandonment:

    (See General Order 437.02: Use of Detention and Arrest)

     

    The original officers responding to the call should obtain the necessary information for an original / incident report. Information should include a specific description of the child’s injuries or suspected injuries, the victim’s account of what happened (if old enough to talk), statements or information obtained from possible witnesses, relevant information from available others who know the family, the circumstances as to how the abuse was discovered and reported, etc.

     

    The officer who takes the initial report of an assault or criminal sexual conduct on a child must deliver a copy of that report and a copy of the child protection worker’s child abuse outline to the Sexual Violence Unit.

     

    Photographs of visible injuries must be taken, preferably at the scene if the injuries do not require immediate medical care, rather than at the hospital. Photographs can also be taken of the scene if evidence is present or the cause of injury can be clarified.

     

    The officer can take the child into immediate custody (Minnesota Statute 260C.175) if the officer reasonably believes the child is in “surroundings or conditions which endanger the child’s health or welfare.” This decision should be based upon one or all of the following:

    ·         The police officer’s professional opinion based upon experience.

    ·         A physician’s report and recommendation.

    ·         Other professional information or advice.

     

    When an officer decides to place a hold on a child under the age of 12, the child must be transported to Children’s Hospital emergency room for examination prior to placement in an emergency shelter home. The officer will call the numbers posted in the emergency room for an available shelter home and complete a detention form. The pink copy of the form will be sent to the Sexual Violence Unit and all remaining copies presented to the shelter home staff when the child is delivered. If the child to be placed is 13 years of age or older, a decision to place a hold on the child will be made by the Sexual Violence Unit, or watch commander, or on-duty supervisor, in the absence of the preceding two). It is important that every effort is made to notify the parent or guardian that the child has been taken into custody and this should be noted in the report.

     

    Officers should determine if the child needs medical attention.  If the child needs medical attention, they should be taken to a medical facility, preferably Children’s Hospital and/or MCRC for a medical evaluation.


     

    Revised November 17, 2020


     

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    Purpose:

    This policy establishes procedures for the registration of predatory offenders and to provide for community notification, as deemed appropriate, relative to the release of those offenders, while maintaining the legally required privacy and other rights of those offenders.

    It is the policy of this department to provide the information authorized by law consistent with the needs of public safety and the legal rights of the offender. The Department will exercise any and all discretion afforded by applicable laws.

    Authority:

    Minnesota Statute 243.166 — Predatory Offender Registration

    Minnesota Statute 244.052 — Community Notification (Prison)

    Minnesota Statute 244.053 — Community Notification (non-prison)

    Minnesota Statute Chapter 13 — MN Government Data Practices Act

    Registration Process

    If an offender is not registered in the state of Minnesota and is living in the City of Saint Paul, the offender is required to meet with local law enforcement and register as a predatory offender.  This initial registration process will be completed by the Predatory Offender Registration (POR) Unit. The offender must meet in person and complete a Bureau of Criminal Apprehension (BCA) POR Form.  DNA will be collected (pursuant to Minnesota Statute 299C.105 Subd. 1) by the officer registering the offender. The offender will also have photographs taken by the registering officer. The registration form, DNA, and photographs will be sent into the BCA. 

    If an offender is registered and is moving to or moving within the City of Saint Paul then the offender must come into the Saint Paul Police Department and make contact with the POR Unit to make changes to his/her registration. These changes are made on a BCA Change of Information (COI) form.   This must be done in person and a signature is required on all paperwork. Offenders must complete in person the following changes:               

    1. Primary Residence

    2. Secondary Residence

    3. School

    4. Employment

    5. Vehicles

      The paperwork will be forwarded to BCA by the POR unit.

      The contact phone number for the BCA POR unit is 651-793-7070 or 1-888-234-1248. 

      Homeless offenders are required to meet once a week within the jurisdiction in which they are staying.  All homeless offenders living within the City of Saint Paul are required to register. The offender will meet with a POR officer and complete a one-page BCA Lack of Primary Address Form which needs to be signed by the offender. This paperwork will then be forwarded to the BCA by the POR unit.

      Community Notification

      The Minnesota Department of Corrections (DOC) will provide the department with notification of sexual offenders as defined in Minnesota Statute 243.166 at least 14 days prior to release from prison or parole. The notification will be in the form of “Offender Fact Sheets.” 

      The contact phone number for the DOC POR unit is 651-361-7275.

      Community notification does not involve offenders assigned to licensed half-way houses, healthcare facilities or residential treatment programs.  It also does not apply to those offenders under continued supervision of the DOC sentenced to community correction facilities or individuals that lack a primary address and are required to register on a weekly basis.

      Levels of Risk / Notification: There are three levels of risk that offenders may be assigned by the DOC.  Notification must be planned within two weeks after the DOC notifies the department.

      Level One

      Lowest risk level:  Local law enforcement will be notified when an offender moves to the city as well as any victims within the city that request that information.

       Level Two

      Moderate risk level:  Partial community notification is applicable to where a possible victim may be, based upon where the offender is living, working or visiting.  Examples are local home day cares/day care centers, schools, parks and recreation centers.  Law enforcement is required to notify these establishments, which is usually done by mailing out a letter however it can be done verbally, electronically, or by the discretion of the POR unit to meet the notification requirements.

      Level Three

      Highest risk level:  Information on all level three offenders are public data to include: name, birth date, physical description, photo, offense information, and the block in which s/he is living.   The DOC will place the level three offender on a public website after they receive the authorization from the law enforcement that has jurisdiction on where the offender is living. The community will be notified by a mailing, full community notification, phone message, electronically or at the discretion of the Saint Paul Police Department. 

      The offender is not allowed to attend the community notification meeting if the offender is the topic, pursuant to Minnesota Statute 244.052 subd. 4.

       Unassigned Risk Levels

      The POR unit has the authority to request the DOC to evaluate the offender if the offender is moving to Minnesota from another state to determine if a risk level is needed.  If this is not requested, an unassigned risk level offender can be treated as a level two offender on out of state offenders per Minnesota Statute 244.052 subd 3A (e).

      The BCA will also notify the POR unit on all offenders with risk levels, as well as offenders without risk levels who move to or within the City of Saint Paul.  Clerical will then notify each district of these changes.

      Risk levels are assigned to registrants who are released from prison on or after January 1, 1997.  Juvenile offenders convicted of a predatory offense are not assigned a risk level.  Out of state offenders are not assigned a risk level but one can be requested (see above).  Offenders who have not been subject to the prison system are not assigned a risk level.

      Data Practices:

      Some level three POR data is public and available on the BCA POR Web site.  Other information is private and to be used for law enforcement purposes (Minnesota Statute Chapter 13).

      Revised September 30, 2019

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    Officers responding to a sexual assault that occurred outside of Saint Paul will make every attempt to connect the victim with the appropriate law enforcement agency.

    Officers will consider the following:

    • Taking the burden off of the victim by directly contacting the law enforcement agency where the incident occurred to facilitate connecting the victim with an officer from the appropriate law enforcement agency.

    • Staying with the victim until an officer from the agency where the incident occurred arrives.

    • Coordinating with outside law enforcement and accompany the victim to the meet with the appropriate law enforcement agency.

    • If an officer is unable to contact the outside law enforcement agency or circumstances exist that make it difficult for the victim to connect immediately with the appropriate law enforcement agency, S.P.P.D. officers will complete a sexual assault report titled CSC Assist Outside Agency (A.O.A.). This includes collecting evidence, medical releases and SANE exam. Reports and any evidence recovered will be forwarded to the appropriate law enforcement agency for follow up investigation.

    • If the victim is uncertain of the location where the sexual assault occurred S.P.P.D. officers will complete a sexual assault report. This includes collecting evidence, medical releases and SANE exam.

    Adopted September 30, 2019

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    Rescinded

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    Also see General Order 435.00: Missing Persons

    The Saint Paul Police Department Missing Persons Unit reports to the sergeant of the Human Trafficking Unit under the direction of the Narcotics/Vice Unit commander.

     

    Duties and Responsibilities:

    ·         Responsible for attempting to locate persons reported to be missing, except where kidnapping or abduction is involved

    ·         Investigate the circumstances surrounding the disappearance of persons and to assist in the proper direction of efforts to locate them, in conjunction with Minnesota state statutes and department policies

    ·         Initiate and coordinate teletype, radio and other messages pertaining to missing persons

    ·         Notify the appropriate investigative unit if criminal activity is involved or suspected in the disappearance of a person and provide that unit with all information available

    ·         Update cases at the 30, 60, and 365-day anniversary dates and document the updates in a supplemental report.

    ·         Update and/or remove NCIC entries as needed.

    ·         Keep current on state and federal laws related to missing persons/runaways.

     

    Updated November 17, 2020

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    Purpose

    The school police patrol coordinator is staffed by a police officer, who is under the authority of the Community Partnerships Unit commander.  The school police patrol coordinator is responsible for school patrol operations for the Saint Paul Public School district personnel. The officer will assist the transportation department, principals, school staff and school patrol members to provide safe and efficient service to students of the City of Saint Paul.

     

    Functions

    ·         Coordinate the city’s school police program in cooperation with Saint Paul schools.

    ·         Provide training of school patrol officers in general traffic safety and school crossing techniques.

    ·         Assist assigned school staff in supervising school police operations by periodic inspection of crossing and bus operations.

    ·         Assist school staff in determining safe routes.

    ·         Investigation and charging of reported school crossing and school bus violations.

    ·         Periodic inspection of school buses for proper equipment, operations, and loading in accordance with state statute and school district regulations.

    ·         Provide information and referral to school staff on police services regarding general health and welfare issues involving school children.

    ·         Coordinate with civic groups to secure ongoing support of the school police program.

    ·         Coordinate with school transportation department personnel to determine and assess bus safety needs and/or all other related problems or requests.

     

    General:

    ·         Provide annual reports on school police patrol program activities

    ·         Maintain records of requests and services provided.

    ·         Perform other duties as assigned.

     

    Reviewed November 17, 2020

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    The Saint Paul Police Department Gang Unit commander reports to the deputy chief of the Major Crimes Division. Unit personnel are accountable to the unit commander for the performance of their duties. Gang unit duty assignments are citywide as determined by the unit commander or duty supervisor.

    Rationale:

    The Saint Paul Police Department recognizes the negative and pervasive influence that violent street gangs and guns have on the quality of life in our community.  The department also recognizes that violent gang crimes and gun-related violent activities are a social phenomenon that requires a coordinated response between our police officers, our citizens, and the combined resources of the City of Saint Paul.  The gang unit is designed to combine resources in an effort to prevent and respond to illegal gang and gun activities in the City of Saint Paul.

    Goals:

    1. Prevent young people of Saint Paul from entering into a violent, street gang lifestyle.

      < > Locate confirmed gang members and provide them with alternatives to the gang lifestyle.

      < > Locate and apprehend confirmed gang members who have committed a crime or are in the act of committing a crime.

      < > Charge suspects for illegally possessing firearms and/or committing gang-related criminal acts of violence.

      Locate, arrest, and charge violent offenders of gang and gun crimes.

    2. Identify and monitor activities of confirmed gang members.  Enter and update their information.

    3. Educate young people about the consequences of the gang lifestyle.

    4. Disseminate updated gang and gun information to the operations division.

    5. Provide activities that will lead to producing productive members of local communities.

      It shall be the responsibility of the gang unit to coordinate their strategies with whatever city, county, or private agencies that are appropriate in furtherance of their mission.

      Revised June 18, 2019

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    Narcotics Function:

    The Saint Paul Police Department Narcotics Unit will enforce existing laws pertaining to the abuse, possession, sale and trafficking of controlled substances.

    • Investigate cases involving drugs.
    • Obtain, execute and return search warrants.
    • Interrogate suspects and prisoners.
    • Assist the districts on squad calls that involve drugs.
    • Develop and utilize informants.
    • Assist other agencies on investigations within the city.
    • Perform all presumptive drugs testing for all suspected controlled substances recovered where criminal charges are being sought for a violation of controlled substance laws.

    1.   Narcotics hold book officers will be trained and certified to conduct presumptive testing.

    2.   These tests will be conducted in a controlled environment and in accordance with the training and standards of the NIK Poly-testing System.

    3.   Investigators who have a case involving suspected controlled substance violations can request testing by the Narcotics unit via an email to SPPD-narcotics@ci.stpaul.mn.us.

    4.   Please specify the following in the email:

    • Case number
    • Item Number
    • Description of item that needs to be tested
    • How quickly the item needs to be tested
    • An email address where the results report should be sent

    Investigative Fund - Narcotics:

    Redacted

    All funds are subject to audit by the police or city accountant and state auditor. The funds will be reimbursed at least quarterly and at year’s end.

    Redacted

    Redacted

    Redacted

    Updated February 1, 2019

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    The Saint Paul Police Department Vice Unit commander is responsible for the administration and coordination of the unit. They are accountable to the Deputy Chief of the Major Crimes and Investigations division and subject to the general duties of unit heads. Unit personnel are accountable to the unit head for the performance of their duties consistent with the general duties of investigators.

    Vice Enforcement:

    Redacted

    Redacted

    Redacted

    Redacted

    General Investigative Procedures:

    Information related to organized criminal activity and vice activity is received proactively and reactively. Proactive information is obtained through the use of (Redacted) self-initiated investigations. Reactive information is generated from police reports, citizen reports, reports from outside law enforcement agencies and anonymous sources. Vice personnel should promptly investigate all reported vice activity through the use of the following procedures:

    • Interview complainants, witnesses, reporting officers and individuals suspected of criminal activity seeking information, statements, admissions, and confessions.

    • Consult and communicate with other law enforcement officers, both within and outside the Saint Paul Police Department.

    • <Redacted>

    • <Redacted>

    • <Redacted>

    • Officers must prepare and execute search warrants based upon probable cause and belief of criminal activity gleaned from the sources identified above.

    • Officers may render assistance to other law enforcement officers and agencies seeking to reduce and suppress criminal activity, with preapproval of the unit commander.

    • <Redacted>
    • <Redacted>
    • <Redacted>
    • <Redacted>
    • The vice unit may release information to the public through the media and public meetings to gain support and encourage reporting of illegal activities.

    • The vice unit will investigate liquor licensing infractions, prepare cases of violations and make appropriate recommendations to the City of Saint Paul Department of Safety and Inspections (DSI).

    • The vice unit will conduct investigations related to legal and illegal gambling activities as governed by state law and city ordinance.  Gambling infractions within the control of licensed businesses will be presented to DSI for appropriate civil penalties against business licenses.

    • Vice unit staff conduct investigations related to domestic and international human trafficking in conjunction with the United States Department of Homeland Security and the Ramsey County Attorney’s Office.  Human trafficking includes sex trafficking and forced labor investigations.

       

      Updated February 1, 2019

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    Due to the intimate knowledge of items purchased by pawn shops, second hand dealers or insurance companies, and the fact that the Automated Pawn System (APS) has regulatory control over such shops, APS personnel (sworn and non-sworn) shall not privately purchase any items from such shops and/or insurance companies.

    Under the supervision of the crime against property unit commander, the APS manager:

    • Overseeing the day-to-day operations of the city's pawnshops.
    • Initiating and assisting with investigations involving pawnshops and their clients.
    • Working with out-of-city agencies on investigations involving the city's pawnshops and their clientele.
    • Conducting on premise compliance checks to verify the accuracy of information provided to APS, as well as enforcing city ordinances pertaining to pawnshops.
    • Monthly billing for APS fees collected by the pawnshops and the accounts payable related to participation in the APS.
    • Supervising the APS jurisdiction administrator in the daily operations pertaining to the APS. Collecting and reporting data pertaining to the APS as needed.
    • District investigators should work with the Automated Pawn System when stolen property is located in a pawn shop.

    Revised July 1, 2011

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    The Community Outreach and Stabilization Unit (COAST) provides nontraditional law enforcement services to underserved and vulnerable populations. 

    The COAST unit includes the Mental Health Resource Team, the Police Homeless Outreach Program (PHOP), and the Recovery Access Program (RAP). The COAST Unit is staffed by police officers, licensed clinical social workers referred to as department social workers and civilian support staff.  The program coordinator is a police sergeant that supervises all activities within the COAST Unit and reports to the Deputy Chief of the Community Engagement Division.

    The COAST Unit incorporates two national best practices in Police Mental Health Collaborative programs based on a case management and co-responder approach. This approach allows for a mechanism to follow up on prior calls for service under the case management program and provides an immediate response under the co-responder program.  The Mental Health Resource Team partners with licensed clinical social workers in both the case management and co-responder programs to utilize their expertise to increase long-term positive outcomes.

    The Police Homeless Outreach Program (PHOP) provides outreach and services to assist individuals in acquiring short-term housing and provide social support and assistance in locating long-term housing solutions. See General Order 381.00 for the Police Homeless Outreach Program.

    The Recovery Access Program (RAP) is based on a national best practice within law enforcement chemical dependency programming efforts to connect individuals who may be experiencing chemical dependency with community-based resources to better identify and respond to possible public health threats due to unsafe chemical use and substance abuse. See General Order 382.00 for the Recovery Access Program.

    Issued February 26, 2020

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    The Saint Paul Police Department, in collaboration with nonprofit community based resources, operates the Police Homeless Outreach Program (PHOP).  PHOP is part of the Community Outreach and Stabilization Unit (COAST), which provides non-traditional law enforcement services to underserved and vulnerable populations. 

    PHOP uses awarded grants to provide funding for housing vouchers to give to individuals experiencing homelessness. The goal of the program is to assist individuals in acquiring short-term housing and provide social support and assistance in locating long-term housing solutions.

    Each partner in the collaboration holds responsibility for the program’s success. The Saint Paul Police Department provides a PHOP officer who provides outreach services to individuals experiencing homelessness, informs police department responses to homelessness complaints and assists in recommending individuals who qualify to participate in the housing assistance program.  Additionally, the PHOP officer assists through a mentoring role for individuals enrolled in the program. 

    Issued February 26, 2020

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    Law enforcement officers routinely interact with a variety of individuals experiencing some form of substance abuse or chemical dependency.  Chemical dependency may be in the form of alcohol, prescription and/or non-prescription pills, as well as illegal narcotics. 

    The Saint Paul Police Department recognizes its responsibility to support community health and wellness. As police agencies are often the gatekeepers of information based on unique interactions with the public, the SPPD has created a Recovery Access Program (RAP).

    The Recovery Access Program connects individuals who may be experiencing chemical dependency with community-based resources. The goals of the program include:

    • Collection of accurate and relevant data;

    • Conducting follow up and outreach efforts with individuals experiencing chemical dependency;

    • Creating and initiating a response plan to possible epidemics.

    The Recovery Access Program is located within the Community Outreach and Stabilization Unit (COAST).  The COAST Unit participates in a nationwide chemical dependency data tracking program called Overdose Detection Mapping Application Program or ODMAP. 

    ODMAP is a real-time data analysis and tracking program that alerts participants to spikes in reported overdoses.  A spike is a concentrated group of overdoses.  Spike alerts allow agencies to respond to potential communitywide epidemics. The SPPD has consulted with community-based partners and national best practice leaders to create response plans to potential spike alerts.

    The SPPD’s Spike Alert Response Plan Protocol:

    • Spike Alert is received.

    • Spike Alert is reviewed by the COAST Unit, which determines whether there is a significant correlation to a location or drug.

    • Response recommendation to on-call Chief

      • Level 1:

        • Outreach effort by COAST Unit.

      • Level 2:

        • Outreach effort by COAST Unit.

        • Notifications to the SPPD officers, area law enforcement, hospitals and shelters.

      • Level 3:

        • Outreach effort by COAST Unit.

        • Notifications to the SPPD officers, area law enforcement, hospitals and shelters.

        • PIO media releases.

    • If response recommendation is not authorized:

      • COAST will continue to monitor spike alerts for additional overdoses.

     

    Issued February 26, 2020

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400.00 Line Procedures

This general order contains those detailed rules and procedures to aid the department employees in the execution of line duties performed in the furtherance of police objectives.

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    Resources:

    To ensure effective response to the vast array of social needs which confront the community, this department utilizes a number of resources. These resources include but are not limited to the “Handbook of the Streets” produced by St. Steven’s Human Services and the website: https://www.211unitedway.org.  

    Copies of this book are kept in the emergency communication center, each district office, watch commander’s office and the youth services section. Officers shall familiarize themselves with the community resources available as listed in the directory.

    Police officers are often required to respond to situations where all or a portion of the services required are best provided by a social service agency. Some instances will be complex and require both a police and social service response. In cases of a violent domestic dispute, the abuser may be arrested while the victim(s) would best be served by referral to a crises shelter or counseling service. There is often a need for officers of this department to refer citizens to the many agencies available to provide such aid.

    Referrals are Appropriate:

    • In all instances where health needs are necessary, such as the need for food, clothing, shelter or medical attention.
    • Where the health or welfare of individuals is at risk because of their inability to care for themselves and/or failure of those responsible to adequately do so.
    • When individuals are the subject of abuse, whether sexual, physical or mental and are in need of advocates and protection.
    • In cases of substance abuse, especially in situations where children or family members suffer as a result -- rehabilitative and counseling services may be in order.
    • Whenever a need for educational or employment assistance is necessary.
    • When civil rights are abused (e.g., by landlords).
    • In situations of great stress, emergency, or crises where a supportive network is needed to maintain stability. Examples of such instances include: deaths, suicide attempts, divorce, sexual assault or any extremely traumatic experience.
    • For family or juvenile problems including domestics, runaways, or where family counseling and/or youth advocacy needs are apparent.
    • For victims of crime who seek reparation or assistance.
    • For youth recreational alternatives.
    • Where there is need for financial assistance, such as energy assistance, housing supplement, etc.
    • Where interpretive, signing, protective or similar services are needed.

    While the above criteria, does not address every situation, they do represent some of the most common and also serve as a guide to officers in applying good judgment and resourcefulness to others.

    Update February 1, 2019

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    I.  Purpose

    The purpose of this policy is to identify the roles and responsibilities of Saint Paul Police employees during incidents involving a medical emergency. 

    II.  Policy

    A medical emergency is an event affecting an individual in such a manner that there is a need for immediate medical care (physiological or psychological).  The Saint Paul Fire Department is designated as the primary response agency for medical emergencies.  The Saint Paul Fire Department is responsible for responding, treating, and transporting any person needing medical care.

    In the course of their duties, when Saint Paul Police employees encounter a person experiencing a medical emergency, they will request the Saint Paul Fire Department respond.  Police employees will render first-aid, consistent with their training, to persons experiencing a medical emergency until the arrival of the Saint Paul Fire Department. 

    Saint Paul Police employees should update the Ramsey County Emergency Communications Center (RCECC) with pertinent medical information prior to Saint Paul Fire Department arrival.  This allows Saint Paul Fire Department medical staff to better prepare as they respond to the incident. 

    Saint Paul Police employees should promptly relay relevant information to Saint Paul Fire personnel as they arrive at the incident.  This would include any information about the suspected injury, illness, sickness, disorder, behaviors, and/or actions of the party needing treatment.  This would also include information relayed to Saint Paul Police employees from family members, witnesses, passersby, or others with applicable information. 

    Saint Paul Police employees shall not make any suggestions or requests as to medical courses or action or treatment.  The medical course of action must be solely and clearly determined by the medical personnel.  Medical personnel include, but are not limited to, Saint Paul Fire employees or health care providers.  This includes any request, or suggestions for administering a sedative drug or any sort of medical sedation.

    Exceptions:

    Saint Paul Police officers who come upon a sick or injured person in the course of their duties may transport to a medical facility only if the circumstances and good judgement dictate that waiting for Saint Paul Fire is not practical or in the best interest of the person needing care.  Ref. SPPD Policy 409.06, 403.00, and 403.50

    If an officer comes in contact with a sick or injured party being transported to a medical facility in a civilian vehicle, the officer should provide first-aid to the injured party. If treatment required is beyond the capabilities of the officers, the Saint Paul Fire Department should be requested.  Because a civilian vehicle would not meet the statutory definition of an emergency vehicle, escorting of such vehicles is prohibited. This does not prohibit officers from transporting the injured party if the circumstances and good judgement dictate that waiting for Saint Paul Fire is not practical or in the best interest of the person needing care.

    There are very limited circumstances that would allow a relative or friend to accompany a medical transport in a police vehicle. This would be limited to situations involving juveniles, sexual assaults, and persons in crisis and would only be applicable for incidents where there is a need to comfort the patient or de-escalate the situation.  Officers must be able to articulate why this is essential and beneficial for the person needing care. 

     

    Revised April 24th, 2020

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    1. [Redacted]

    2. [Redacted]

    3. [Redacted]

      1. [Redacted]

      2. [Redacted]

      3. [Redacted]

    4. Prepare a police report.

    General:

    Be alert for a possible criminal situation, i.e., battered children, pill bottles, alcohol containers, etc.

    If you are suspicious of the cause of injury, detail the circumstances in a report and call it to the attention of your supervisor. A report is required if the situation is an incident that requires police action.

    Officers who come in contact with contagious diseases will prepare a report stating the circumstances.

    Revised July 1, 2011

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    Police officers are regularly called upon to investigate incidents involving serious injuries, illnesses and death. During the course of these investigations it often becomes necessary to notify the next of kin.

    Whenever such notifications are required, the officer shall obtain complete and accurate information concerning the persons name, address, nature and extent of injuries or illness, circumstances of death, hospital, funeral home or other pertinent location involved.

    The officers will contact a police chaplain, brief the chaplain of the circumstances surrounding the incident at a place away from the next of kin before the notification is made, and together they will make every effort to contact the next of kin in person or, if in another city, to have a police representative from that city notify the next of kin in person. If at all possible, death notification by phone is to be avoided. Notifications concerning serious injuries or illness may be made by telephone when time is of the essence and expeditious notification is necessary.

    If an officer is detailed to make notifications of a similar nature as a result of a request from other jurisdictions, the officer will contact a police chaplain, and together they will make every effort to promptly notify the next of kin in person. If the notification cannot be made, the requesting agency will be notified of that fact and the reason the notification could not be made.

    If a chaplain cannot be located, the officer will make the notification in a considerate manner and assist the family in anyway he or she can.

    Revised July 1, 2011

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    Notifications of Medical Examiner and Watch Commander:

    Officers who arrive at a scene where a death has occurred under circumstances which appear suspicious shall notify their supervisor who will take charge of the scene. The supervisor will notify the medical examiner of the death. The on-scene supervisor will notify the watch commander or homicide and robbery unit of the nature and circumstances of the death.

    Revised July 1, 2011

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    Purpose:

    This policy establishes broad guidelines and regulations governing the use of Naloxone (Narcan) by trained personnel. The objective is to treat and reduce injuries and fatalities due to suspected opioid-involved overdoses and accidental exposure.

    Naloxone is a valuable tool that can assist the Department in preventing overdose deaths.  Naloxone helps mitigate the effects of opioid exposure and allows time for more advanced medical treatment by trained Emergency Medical Services (EMS) personnel.   


     

    Policy:

    Nasal Naloxone (Narcan) is a single dose cartridge that is intended to reduce deaths associated with opioid overdose.  Law enforcement staff may possess and administer Naloxone so long as they have completed training in accordance with protocol specified by Regions Hospital’s Emergency Medical Services attending medical director for use by the Saint Paul Police Department (Minn. Stat.§ 151.37; Minn. Stat. §604A.04).   


     

    Definitions:

     Opioid:   A medication or drug that is derived from the opium poppy or that mimics the effect of an opiate. Opiate drugs are narcotic sedatives that depress activity of the central nervous system; these will reduce pain, induce sleep, and in overdose, will cause people to stop breathing.  First responders often encounter opiates in the form of morphine, methadone, codeine, heroin, fentanyl, oxycodone, and hydrocodone.          

    Naloxone:   An opioid antidote such as naloxone hydrochloride or any other similarly acting and equally safe drug approved by the US Food and Drug Administration for the treatment of drug overdose.   Naloxone is a medication which acts as an opioid antagonist and counters the effects of opioid overdoses.  It is marketed under the trade name Narcan.


     

    Training:

    The Saint Paul Police Department will maintain an up-to-date training curriculum, which has been approved by the Regions Hospital’s Emergency Medical Services medical director and will ensure that all personnel participating in the Naloxone program are properly trained in its deployment. Only personnel who are trained in the recognition of signs of opiate overdose and the use of Naloxone may administer the opioid overdose medication.   


     

    Department Naloxone Departmental Coordinator:

     The Sergeant of the Community Outreach and Stabilization (COAST) Unit in the Community Engagement Division, or his/her designee, is the department coordinator for the Naloxone program.  Responsibilities of the Naloxone program coordinator shall include:

    1.      Assist Training Unit in training personnel participating in the Naloxone program. The Training Unit will maintain all Naloxone training materials and training records.

    2.      Maintaining the proper inventory controls and safeguards for Naloxone issued to staff of the Saint Paul Police Department.

    3.      Ensuring that any use of Naloxone on a subject is documented in writing and compiling administrative records regarding the departmental use of Naloxone.

    4.      Maintaining an adequate supply of Naloxone and replacing any product that is damaged, unusable, expired or deployed.

    Naloxone Deployment:

     If Saint Paul Police personnel encounter a victim of what appears to be a drug overdose, they shall:

    1.      Maintain scene safety and personal universal precautions.

    2.      Perform victim assessment to determine unresponsiveness, absence of breathing, and/or lack of pulse.

    3.      Provide basic life support practices as needed.

    4.      Perform situational assessment to determine that it is more likely than not that the victim’s condition is an opiate overdose.

    5.      Request standard EMS response if not already in progress.

    6.      Administer 4 mg Naloxone into one nostril as trained.

    7.      Continue to provide basic life support care to the victim.

    8.      Update responding EMS service of;

    a.       amount given, and

    b.      any change in condition


     

     Mandatory Reporting Requirements:

    1.      A report must be written after Naloxone is deployed or lost. The report must be completed prior to having the Naloxone replaced.

    a.       If an original report was required to document this incident outside of the medical intervention provided, officers will document the incident to include the fact that Naloxone was deployed.  If the incident would not have generated a report to document a criminal act, officers must upon completing the medical assist, generate an original report to detail the nature of the incident, the care the patient received and the fact that Naloxone was deployed. 

    2.      Personnel will also complete a Naloxone Administration form for documentation purposes to include a description of the individual’s condition, behavior, the fact that Naloxone was deployed, medical response, hospital transport and final outcome of the response and forward the completed form to the Sergeant of the Community Outreach and Stabilization Unit of the Community Engagement Division, or his/her designee who will maintain the data.

     Maintenance/Replacement of Naloxone:

     Staff qualified to administer Naloxone should handle, store and administer the medication consistent with their training and the manufacturer’s instructions.  Exposure to freezing temperatures, extreme heat or direct sunlight may deteriorate the medication and significantly reduce its effectiveness.  In order to ensure that the naloxone is stored safely and consistent with the manufacturer’s guidelines, it is recommended that staff carry their 4mg dose of Naloxone on their person rather than storing in a vehicle or duty bag. 

     Personnel should check the Naloxone nasal spray at the beginning of their shift to ensure that it is serviceable and not expired.  Used, lost, damaged or expired doses of Naloxone will be replaced after drafting an original report describing the circumstances and submitting it to the Sergeant of the Community Outreach and Stabilization Unit of the Community Engagement Division. The Naloxone nasal spray can be replaced Monday through Friday 0900 to 1700 hours in Community Outreach and Stabilization Unit or after hours at the Watch Commander’s Office.

     

    November 9, 2020

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    The St. Paul Police Department works with St. Paul Animal Control (SPAC) to enforce animal regulations, city ordinances, and state statutes in a humane manner to ensure public safety and protect the public from dangerous animals.

    Animal Bites:

    1. Report

      1. Prepare an animal bite report according to instructions listed in the Report Writing Manual.
    1. Animal Quarantine
      1. Dogs and cats:

        1. Dogs and cats that have been involved in a human bite incident must be quarantined for ten days. This quarantine can be done at the owner’s home or the SPAC shelter at the expense of the owner.  If the animal is apprehended but the owner is unknown, call SPAC. If the incident occurs outside of SPAC’s regular business hours, refer to the emergency call roster (located in the Ramsey County ECC Data Channel).
        2. An accurate description of the animal in quarantine is very important. Every effort should be made to determine the owner of the animal and inform them of the immediate quarantine, and/or have the owner sign the quarantine agreement if available.
      1. Wild animals

        1. Wild animals involved in a human bite (i.e., skunk, civet cat, raccoon, fox, bat, etc.) should be immediately dispatched in accordance with this policy’s procedures and G.O. 246.02. Officers should contact the SPAC for retrieval of the animal.  If this situation occurs outside of the SPAC’s regular business hours, officers should transport the carcass deceased animal to the SPAC shelter. Officers should complete the necessary forms provided at the SPAC shelter.
      1. Small animals

        1. Officers should contact SPAC for the retrieval of small animals (i.e., birds, snakes, mice, etc.) involved in a human bite.  If this situation occurs outside of the SPAC’s regular business hours, and the animal is alive, officers should contact the SPAC emergency call roster via the Ramsey County ECC Data Channel. 
        2. If the animal is not alive, officers should transport the deceased animal to the SPAC shelter and place it in the cooler.  There are bags and tags on the wall near the cooler.  Officers should complete the paperwork on the clipboard outside the cooler.
    1. SPAC Follow-Up

      1. SPAC will follow up with any necessary procedures to include: animal quarantine, enforcement, and dangerous animal proceedings. 

    After-Hours SPAC Shelter Animal Placement:

    Officers transporting an animal to the SPAC shelter after regular business hours should contact the Watch Commander or street supervisor for the combination lock code for the shelter.  Officers should complete the necessary forms provided at the SPAC shelter. 

    Injured or Deceased Animals:

    Officers should make an attempt to contact the owner of an injured or deceased animal when possible.  It is the owner’s responsibility to have the animal cared for or removed. 

    If officers are unable to determine the owner of the animal, or if it is a wild animal, they should do the following:

      1. Contact SPAC (available on car-to-car talkgroup or by phone).   If the animal is injured after regular business hours and public safety is at risk (i.e., animal is too dangerous or threatening), refer to the emergency call roster (located in the Ramsey County ECC Data Channel).  Officers should remain on scene until SPAC arrives.
      1. For severely injured deer, SPAC can respond to dispatch and remove the animal. If the deer is already deceased, Public Works may be contacted for its removal. If the deer is not already deceased but is injured in a way where it is reasonable to humanely dispatch the animal, officers may dispatch severely injured deer in accordance with the procedure below and G.O. 246.02.  If a party would like to take possession of a deceased deer and Department of Natural Resources Conservation Officers or MN State Troopers are unavailable, officers may issue a Road Kill Deer Possession Permit.
      1. Officers may contact SPAC to determine the appropriate steps for injured/deceased small animals (i.e., birds, snakes, and mice, etc.).  It is important to remember that most injured animals will bite when attempts are made to help them. Caution should be exercised in handling and transporting an injured animal. 
      1. Raptors (birds of prey) hold special status alive or dead. Contact SPAC or deliver these animals to the shelter.

    Dangerous Animals:

    SPAC personnel will be dispatched to calls of dangerous animals during their regular business hours. It may be necessary for SPAC personnel to call police for assistance.  Once the animal is subdued, the animal control officers will assume the responsibility of the animal.

    Officers dispatched to calls of dangerous animals outside of the SPAC’s regular business hours should contact the SPAC emergency call roster via the Ramsey County ECC Data Channel for assistance.

    Humanely Euthanizing Injured or Dangerous Animals:

    There are times when an animal is injured and suffering, is an immediate threat to public safety, or otherwise needs to be dispatched by a police officer.  Officers should use the following procedure when time and safety allows:

        1. Officers should never get within reach of an injured or aggressive animal, even a seemingly paralyzed animal may attack.
        1. Officers should obtain the owner’s permission before dispatching an animal that is not a wild animal, if possible. 
        1. Officers should notify their supervisor prior to dispatching the animal.
        1. Officers should ensure the backstop beyond the animal is clear.  All precautions should be taken to ensure the safety of surrounding persons and property when dispatching animals.  Officers should not dispatch the animal unless they are able to safely do so.
        1. Officers should choose the appropriate firearm based on the circumstances and the officer’s training.
        1. Officers may only dispatch an animal according to department training. Officers should attempt to dispatch the animal with as little additional suffering as reasonably possible. The ideal place for a shot is to the head (not applicable for suspected rabies or human bite situations).  If safe to do so, deer and other smaller animals can be dispatched in this manner.  Larger animals such as bear have a very thick skull that makes it difficult or impossible to penetrate.  When the head is not a practical target, officers should use the chest, heart and lung area, as a target area.  
        1. Notify the Ramsey County ECC of the incident so they may alert any citizens who call in to report shots fired.
        1. Recover all shell casings or shotgun hulls and turn them into the Property Room, in accordance with G.O. 439.13 (Property and Evidence).
        1. Disposal of the animal. 

          1. If rabies is not suspected and the incident did not involve a human bite: 

            1. If it is not a wild animal and the owner is present, it is the responsibility of the owner to dispose of the animal. 
            2. If the owner is not present, cannot be located, or refuses to make arrangements, or it is a wild animal, the officer should contact the City’s Public Works Department for disposal. 
          1. If rabies is suspected or the incident involved a human bite:

            1. The officer should contact SPAC during regular business hours and ask them to recover the animal.  If it is outside of SPAC’s regular business hours, officers should safely transport the animal to the SPAC shelter and follow the After-Hours SPAC Shelter Animal Placement protocols above. 
        1. Write an incident report documenting the circumstances.  Officers must document the names, addresses, phone numbers and contact information of witnesses and any complainants.

     Revised May 15, 2019

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    Goal:

    This policy sets out the procedures and standards for responding to individuals with a mental health disorder or experiencing a mental health crisis. Individuals in mental health crisis will be treated with dignity, respect and given access to the same law enforcement, government, and community resources provided to all community members.

     

    Response:

    1.    

    Respond promptly and safely.

    2.    

    Avoid conditions that would necessitate the need for red lights and siren. 

     

    Arrival:

    1.    

    Evaluate the situation and your options for addressing the call.  

    2.    

    Take action to protect yourself and others present, including the individual in crisis.

    3.    

    If possible, get all information available through witnesses, family and others.

    4.    

    Establish communication with the individual.

    5.    

    Consider the legal situation.

    A.   

    Is the individual a danger to themselves or others if not immediately detained?

    B.   

    Is there probable cause, based on demonstrable fact or testimony that would support a criminal charge? 

     

    Diversion from Jail:

    Individuals with a mental health disorder, or in a mental health crisis, may have encounters with law enforcement for petty misdemeanors, misdemeanors and non-violent felonies.  When possible, those persons may be better served by jail diversion, which can include the following:

    1.    

    Issuing a verbal warning;

    2.    

    Giving a citation for misdemeanors;

    3.    

    Submitting a report for investigative unit follow up or out of custody charging;

    4.    

    Transporting the person to a medical facility either voluntarily or involuntarily pursuant to Minnesota Statute 253B.05 (see General Order 403.50 Transport Holds); and/or

    5.    

    Tactical non-engagement or disengagement.

     

    Officers should determine whether diversion is appropriate based on the totality of the circumstances, including the severity of the crime, the perceived connection between the mental health disorder or crisis and the criminal conduct, and whether the officer believes the individual will be better served by one option more than another. In the event an officer takes action to divert an individual with a mental health disorder or experiencing a mental health crisis, the officer will write a Crisis Response Report documenting their actions and reasons for their actions. The details documented in this Report will assist Ramsey County Mental Health with appropriate follow up with the individual in crisis. The Crisis Response Report is located in the “Officer Reporting Info” section of the Department’s Intranet Page. 

     

    Assessing Risk

    Not all people affected by a mental or behavior health disorder, or who are in mental or behavioral health crisis, are dangerous. Some may present dangerous behavior only under certain circumstances or conditions. Officers should assess whether someone may be a danger to themselves, the officer, or others by considering the following:

     

    ·      

    The person’s ability to access weapons;

    ·      

    The person’s statements, conduct or inferences that suggest the person will commit a violent or dangerous act;

    ·      

    The person’s history, which may be known to officers, the Mental Health Unit, family, friends or a neighbor’s indications that the person lacks self-control, particularly lack of physical and psychological control over rage, anger, fright or agitation. Signs of lack of self-control include extreme agitation, inability to sit still or communicate effectively, wide eyes and/or rambling incoherent thoughts and speech, clutching oneself or other objects to maintain control, begging to be left alone. Offering assurances that one is all right may also suggest that the individual is losing control.

    ·      

    The volatility of the environment. Agitators who may upset the person, create a less stable environment or incite violence should be carefully noted and controlled.

     

    An individual affected by a mental or behavioral health disorder or crisis may rapidly change his or her conduct or demeanor from calm and responsive to physically active and agitated or non-responsive. This behavior change may result from an external trigger (such as an officer who states, “I have to handcuff you now,”) or from internal stimuli (such as delusions or hallucinations). Variations in a person’s demeanor or conduct does not mean they will become violent or threatening. Officers should observe, and be prepared at all times, for a rapid change in behavior.

     

    The Violent Individual in Crisis:

    To prevent injuries to responders, the individual in crisis and bystanders:

    1.    

    Individuals in crisis should be addressed medically rather than criminally if possible. If transported by ambulance, an officer may follow or accompany the ambulance crew for safety. Transport by ambulance is the preferred method; however, in some cases police transport may be necessary.

    2.    

    Use the minimal amount of force necessary to assist in getting the individual in crisis to the ambulance or to the responding ambulance crew if the situation dictates.

    3.    

    If necessary, summon assistance.

    4.    

    Take appropriate action per department procedures.

     

    A situation where an individual in crisis is apparently agitated but not violent requires thoughtful action:

    1.    

    Confirm that the individual is unarmed and does not have access to weapons.

    2.    

    Reduce fear, anxiety and tension in the individual by slowing things down.

    A.   

    Avoid any show of force.

    B.   

    Try to establish a friendly or understanding relationship with the individual.

    C.   

    If possible, determine whom they trust or have faith in and summon that individual to the scene.

                                              i.         

    Clergy

                                            ii.         

    Physician

                                          iii.         

    Relative or friend

    3.    

    Practice patience by slowing things down.

    4.    

    Do not make statements as to your opinions regarding the individual’s mental state.

    5.    

    Consider calling a supervisor.

     

    Barricaded individuals in crisis present particularly dangerous situations:

    1.    

    Slow things down.

    2.    

    Determine if a crime has been committed and whether the individual in crisis poses an immediate threat to themselves or others.

    3.    

    Call a supervisor.

    4.    

    Attempt to determine if the individual has weapons available.

    5.    

    Protect yourself and bystanders.

    6.    

    Attempt to establish communication with the individual.

    7.    

    Utilize appropriate resources based on the situation to include: back-up officers, emergency medical services, clergy, crisis intervention trained officers and crisis/hostage negotiators, and SWAT (if the level of crime or threat assessment deem necessary).

    8.    

    RRA should be used only when necessary and if there is no reasonably effective alternative. (See General Orders 246.00 and 246.01).

    A.   

    Consider lower-level responses to resistance and aggression, including non-lethal and less-lethal techniques.

     

     

    Non-violent Individuals in Crisis cases:

    1.    

    You may be sent to a call for an individual in crisis where their family or friends are present.

    2.    

    Slow things down.

    3.    

    Determine if a crime has been committed and whether the individual in crisis poses an immediate threat to themselves or others.

    4.    

    If no emergency appears to exist, suggest other remedies available such as: probate court, medical care, social services: community, family or church groups.

     Remember, it is not a crime for an individual to be in crisis. Assist by providing direction and guidance. Document the details of the incident in the Crisis Response Report. Your report will be reviewed and assessed to determine appropriate follow up by Ramsey County Mental Health.

     

     

    Tactical Non-Engagement

    In limited circumstances, officers may be aware of the identity and behavior of an individual before making contact that indicates that the individual is not currently a threat to others and that contact with law enforcement would not be helpful, but may only serve to escalate the situation. In these circumstances, a patrol supervisor for the incident may approve non-engagement. The patrol supervisor will report non-engagement decisions to the watch commander or patrol commander for this incident.

     

    Tactical Non-Engagement –Community Outreach and Stabilization Unit (COAST) Referral

    A supervisor will notify the watch commander or patrol commander for the incident of their recommendation and will develop a plan to contact the person at a different time or under different circumstances. This plan for future contact must be referred to the COAST Unit as soon as reasonably possible and by the end of the supervisor’s shift. 

    Transportation:

    Officers should consider the individual’s wellbeing, needs, and cooperation when determining transportation methods and destination facilities. The preferred method of transporting an individual to a medical facility is by ambulance. However, officers retain discretion to provide alternative transportation as some individuals experiencing a mental health crisis may feel more comfortable with police services. The overall wellbeing and cooperation of the individual should be considered in making this determination.

     

    Likewise, the officer can use discretion when determining the best medical facility for the individual after considering factors including the attending physician and previous hospital stays should those factors be known to the officer. An individual between the ages of 12 and 17 must be taken to a facility that has adolescent psychiatric services such as United Hospital or Fairview Riverside. An individual under the age of 11 must be taken to a facility that has children’s psychiatric services such as Children’s Hospital or Fairview Riverside. Officers may also consider if the individual is elderly or geriatric; United Hospital offers specialty services to this group.

     

    Procedures for requesting clearance to a medical facility:

    Officers must obtain permission to place an individual at a medical facility through the Ramsey County Emergency Communications Center’s (ECC) Data Channel prior to transportation.  The ECC will contact the East Metro Regional Communications Center (MRCC) which is the metro-area medical dispatch center.  Data will require the following information:

    1. Name of the individual (if available)

    2. Date of birth (if available)

    3. If the person is cooperative

    4. Preferred medical facility

    5. Estimated time of arrival (ETA) 

    If officers are aware of a stayed civil commitment order that requires the individual to be treated at a specific medical facility, they should relay that information to the ECC at the time of the request. Medical facilities may be on a divert status, which allows them to defer any incoming patients to another medical facility. However, if a stayed civil commitment order exists, the medical facility must accept the individual. 

     

    If EMS transports the individual in crisis, clearance to a medical facility will be managed by the ambulance crew. Any special circumstances should be passed along to the Fire Captain or Firefighter in charge of the unit on scene.

     

    In rare cases where the officer transports the individual in crisis, upon arrival to the medical facility, the officer will turn the individual over to medical staff. In cases where the individual is uncooperative, the officer will be expected to place a transport hold on the individual (see General Order 403.50 Transport Holds).

     

    A reasonable amount of time for the intake process is approximately 20 minutes. Federal law states that any person in need of care on the hospital campus is the responsibility of the hospital once they are turned over to the hospital staff. You are not obligated to assist in securing, guarding or moving the patient.

     

    Report: 

    1.    

    If the individual is transported in connection with the commission of a crime (whether the individual is the suspect or victim), normal procedure will be followed.

    2.    

    If transported by the officer or paramedics to a medical facility, shelter or group home for medical assessment, the officer will write a Crisis Response Report.

    3.    

    All responses to resistance or aggression during arrest or transport must be documented according to General Orders246.00 and 246.03.

     

    Updated February 25, 2020

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    Purpose: This policy explains the procedure for initiating a Transport Hold for individuals in need of a mental health evaluation and who are in danger of harming themselves or others if not immediately detained.  
     
    Statutory Authority: Police officers have authority to take an individual into custody for medical treatment, if they are in need of a mental health evaluation and are in danger of harming themselves or others if not immediately detained, under Minnesota Statutes section 253B.05, subdivision 2.  
     
    To exercise hold authority, officers should establish probable cause to believe that the person has the prerequisite mental state and is in danger of injuring self or others if not immediately detained. Minn. Stat. 253B.05 Subd.2(a). This means that a substantial likelihood of physical harm must be demonstrated by a known or reasonably believed overt act, such as a recent attempt or threat to harm self or others. Speculation as to whether the person may, in the future, attempt to threaten to harm self or others is not sufficient to justify a seizure of the person for examination – there must be a known or reasonably believed mental state and demonstrated imminent danger. 
     
    Officers must exercise judgment and discretion to decide whether to take an individual into custody for evaluation or treatment. The language of the statute indicates the officer “may” take a person into custody; it is not a directive for action.  
     
    Transport Hold Form: Upon initiating a hold on an individual, the detaining officer must complete the Transport Hold Form (in the medical field this form is referred to as a Peace or Health Officer Authority Form or PHOA). The form should be given to the ambulance crew or medical facility depending on transportation method. 
     
    Transportation: Mental health disorders are a medical condition. Therefore, the preferred method of transportation is by ambulance. Officers have discretion to provide transportation based on the totality of the circumstances, including the best interests of the individual in crisis.  
     
    Notifications: Statute requires the listing of information that identifies anyone, other than the individual in crisis, who may be in specific danger relating to the reason for the Transport Hold. This may be the person that called the police for assistance. There is a line on the Transport Hold Form that requires officers to identify the name and contact number of that person potentially in danger.   
     
    The medical facility is required to notify the police agency in the event a held patient is released prior to 72 hours.  This notification will be made by the medical facility to the COAST Unit through e-mail to SPPD-COAST@ci.stpaul.mn.us or by telephone at (651) 266-5840. 
     
    The notification will be monitored by the department’s COAST Unit Coordinator. Any further notifications to be made will be completed at their discretion based on risk factors.  These risk factors may include, but are not limited, to the following: 1. Circumstances of the initial police contact 2. Circumstances of the Transport Hold 3. Relationship between the endangered person and the individual in crisis 4. Criminal history of the individual in crisis. 
     
    Revised February 9, 2021 
     
     

     

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    There may be incidents involving a person who is not a threat to officers or others that a responding officer or supervisor believes can be handled more safely through the use of tactical disengagement. This policy recognizes that the legal authority to take a person into custody does not override law enforcement discretion to pursue safer courses of action.    

    If officers determine that tactical disengagement may be appropriate, they should contact the on-duty patrol supervisor for the incident. The patrol supervisor for the incident must respond to the scene. If, after attempting contact and de-escalation techniques, the patrol supervisor determines that the person is not a known or reasonably believed threat to others and that further interaction with the individual may result in an increased risk to the person, the public, or officers, the on-scene supervisor should develop a plan for tactical disengagement.

    Tactical Disengagement Procedures:

    If a subject is not responding or cooperative, does not present a known or reasonably believed threat to officers or others, and the on-scene supervisor determines that an immediate arrest is not required, the supervisor should proceed as follows:

    1. Verbally brief the watch commander or appropriate district commander for the incident.

    2. Attempt to use all appropriate and available department resources to safely resolve the situation.

    3. Ensure that the family members, friends, and the subject are provided information about resources and services available to them, as reasonably possible under the circumstances. A list of these resources is available on the intranet and from the Mental Health Unit. Additional basic needs should also be considered.

    4. After reasonable attempts are made to contact the subject without resolution, the supervisor should order officers to withdraw from the area.

    Under these circumstances, officers should not:
     

    1. Escalate or make forced entry into the location or close distance on the person while attempting tactical disengagement, unless a change in circumstances makes a closer intervention appropriate under the department’s general orders.

    2. Force entry to arrest the subject for pending misdemeanor charges or misdemeanor warrants. This does not prevent the subject from being charged out of custody.

    3. Force entry to enforce civil commitment or emergency examination orders.

    4. Require family, friends, or others involved to leave the area.

      Reporting Tactical Disengagement:

    When officers use tactical disengagement, the on-scene supervisor must create an incident report documenting the following elements:

    1. Details of the call

    2. Reasons for tactical disengagement

    3. Actions taken to deescalate the situation

    4. Actions taken to promote safety

    5. Follow-up plans and referrals made

    6. Flagged address for a safety bulletin

    The supervisor for the incident will ensure that officers write appropriate incident reports, including an original report, all supplemental reports, crisis response report, video or digital recordings, victim/witness statements, and any other pertinent documents related to the incident.

    Copies of all reports and statements should be forwarded to the Mental Health Unit by the end of the supervisor’s shift.

    Issued May 15, 2019

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