Building trust and nurturing legitimacy on both sides of the police/citizen divide is the foundational principle underlying the nature of relations between law enforcement agencies and the communities they serve. Research and practice demonstrate that people are more likely to obey the law when they believe that those who are enforcing it have authority that is perceived as legitimate by those subject to the authority.

The public confers legitimacy only on those whom they believe are acting in procedurally just ways. It is reinforced through a law enforcement culture that embraces a mindset centered on building trust and legitimacy both within agencies and with the public. Transparency, accountability, proactive engagement, tracking of progress, and a workforce reflective of the community are hallmarks of these efforts.

Examples of the ways the police department works to build trust and legitimacy in our community

• Outreach groups and events are supported by the department, including: 
  • Our Multicultural Advisory Committee (“MAC”) meets on a monthly basis
  • Our participation with the Joint Community Police Partnership (“JCPP”) program for over a decade
  • Our ongoing multicultural police cadet program
  • New Americans' Academy
  • Our ongoing police explorer program
  • Night to Unite
  • The neighborhood area meetings held in our parks over the past several years
  • Neighborhood Watch
  • Our frequent events and engagements within our schools between our Brooklyn Center youth, our officers and detectives
  • Our ongoing events such as coffee with a cop, cone with a cop, freezie with a cop, etc.
• An internal system was developed that supports the department's participation in the Northstar Juvenile Diversion program.
• Department policies support the elements of trust and legitimacy by valuing sanctity of life and thoughtful attention to use-of-force strategies, which are reinforced through training and reporting.
• Procedural justice and bias awareness trainings are provided to department members.
• Our Cadet Program supports the educational efforts of individuals pursuing a degree in law enforcement, also providing hands-on training and mentorship.
• Youth are supported and provided leadership skill development and community service opportunities through the department's Police Explorers program.
• All use-of-force incidents are reviewed by multiple members of the police department's command staff.
• Strong partnerships have been built with community groups.
• The department has developed forms for community members to submit officer compliments and complaints online.
• The department provides support to neighborhood associations, block captains and citizens’ academies.
• Extensive training and support are provided to officers and dispatchers in the area of crisis intervention training, as well as the operation of a crisis negotiator team that involves members from both groups.
• The language line is used, by both officers and dispatchers, to ensure service delivery to everyone regardless of the language spoken.
• The department runs a chaplain program with representation from faith groups.
• Safety education is provided to multiple programs, including Crime Prevention Through Environmental Design (CPTED), etc.
• The department partners with the Drug Enforcement Administration (DEA) Prescription Drug Diversion Coordinators and hosts multiple prescription drug take back events.

Pillar two emphasizes that if police are to carry out their responsibilities according to established policies, those policies must reflect community values. Law enforcement agencies should collaborate with community members, especially in communities and neighborhoods disproportionately affected by crime, to develop policies and strategies for deploying resources that aim to reduce crime by improving relationships, increasing community engagement and fostering cooperation.

Examples of the ways the police department demonstrates best practices in policy and oversight

• Community collaboration is a priority for the police department and is strengthened through efforts like the multicultural advisory committee (MAC), chaplaincy program, New Americans Academies, Neighborhood Watch, partnerships with the Rotary Club, and many more.
• Professional conduct is not only an expectation; a policy that supports these values is in place that defines courtesy, balances civil rights and mandates impartial policing. These core values are reinforced through hiring, a strong department culture, training and oversight.
• The department regularly reviews crime trends, works with other law enforcement agencies and city departments, and partners with businesses and religious groups to develop effective policies and strategies.
• The department’s plan to provide more than 40 hours of crisis intervention training for all sworn officers through the Minnesota Crisis Intervention Team is nearing two-thirds completion. This training provides an in-depth look at mental illness and its implications for law enforcement, covering mental illness, cognitive disorders, substance disorders, post-traumatic stress disorder (PTSD) and the workings of the mental health courts. Role-playing exercises make up about half of the course and feature trained role-players and fact-based scenarios emphasizing verbal communication and de-escalation.
• Officers are required to wear name badges on their uniforms and have business cards which are encouraged to be given to the public during encounters or when requested.
• The department follows Minnesota State Statute 169.985 which states that a law enforcement agency may not order, mandate, require or suggest a quota to a peace officer for the issuance of traffic citations.
• The department’s use-of-force policy recognizes the sanctity of life, provides for the least amount of force reasonably necessary to accomplish the intended objective without impairing the safety of others, adheres to our community’s expectations and follows Minnesota state statutes and federal laws. The policy is reinforced through numerous training methods.
• The department has a proven critical incident policy that leverages outside agencies to provide independence, protect public safety, foster trust in and accountability for law enforcement, and address the needs of personnel who have been exposed to threatening circumstances and acute stress.
• Body-worn cameras and squad cameras are used to allow for transparency and accountability in policing, protect the civil rights of the community, capture evidence and assist with accurate report writing. A policy was created with extensive input from community stakeholders, as well as an audit program that includes regular supervisory review of footage.
• The police department works closely with city leadership and the city council to ensure strategic priorities are in line with citywide services and community expectations.

The use of technology can improve policing practices and build community trust and legitimacy, but its implementation must be built on a defined policy framework with its purposes and goals clearly delineated. Implementing new technologies can give police departments an opportunity to fully engage and educate communities in a dialogue about their expectations for transparency, accountability and privacy.

Law enforcement agencies and leaders need to be able to identify, assess and evaluate new technology for adoption and do so in ways that improve their effectiveness, efficiency and evolution without infringing on individual rights. The implementation of technology should be designed considering local needs and aligned with national standards. The adoption of model policies and best practices for technology-based community engagement that increases community trust and access should be a part of this effort.

Examples of the ways the police department demonstrates best practices in technology and social media

• The police department and city use, Facebook, Twitter, Nextdoor, GovDelivery email and text updates and a language line to communicate with the public and enhance safety.
• A regularly updated crime map is available online.
• Police reports can be filed online through the department’s webpage.
• The department has a full-time dispatch center to direct and coordinate resources from police, fire and EMS that improves response times, outcomes and service.
• Body-worn cameras and squad cameras are used to allow for transparency and accountability in policing, protect the civil rights of the community, capture evidence and assist with accurate report writing. A policy was created with extensive input from community stakeholders, as well as an audit program that includes regular supervisory review of footage.
• Holster triggers are used to activate body-worn cameras since we recognize the importance of capturing this footage during critical incidents.
• Community members can submit feedback, compliments and complaints both in person at the police department and online through the department’s webpage.
• The department uses a variety of technology platforms to train and improve the outcomes for both officers and the public during critical incidents.
• The department complies with the Minnesota Government Data Practices Act in the timely distribution of information requests.
• The department is in full compliance with the Minnesota Bureau of Criminal Apprehension (BCA) and the Federal Bureau of Investigation’s (FBI) Criminal Justice Information Services (CJIS) audits when it comes to maintaining and securing sensitive information and the access to those relevant systems.
• Use-of-force data is submitted to the Minnesota Bureau of Criminal Apprehension, which is then forwarded to the FBI’s National Use-of-Force Data Collection program. With this data, the FBI creates reports to provide insight into an aggregate view of use-of-force incidents, including circumstance, subjects and officers involved.

This pillar focuses on the importance of community policing as a guiding philosophy for all stakeholders. Community policing emphasizes working with neighborhood residents to co-produce public safety. Law enforcement agencies should, therefore, work with community residents to identify problems and collaborate on implementing solutions that produce meaningful results for the community. Specifically, law enforcement agencies should develop and adopt policies and strategies that reinforce the importance of community engagement in managing public safety. Law enforcement agencies should also engage in multidisciplinary, community team approaches for planning, implementing and responding to crisis situations with complex causal factors.

Examples of the ways the police department demonstrates best practices in community policing and crime reduction

• Officers are encouraged to visit with the public during their shifts by stopping at schools, daycares, businesses, neighborhoods and parks to get to know the community. Patrol officers are assigned districts annually to help strengthen these relationships and strengthen outcomes.
• Outreach groups and events are supported by the department, including Night to Unite, Coffee with a Cop, Cops ‘n’ Kids Holiday Shopping, IFTAR dinner, safety camp, Toys for Tots, Backpacks for Kids and the New Americans Academy.
• A community engagement program at the police department that coordinates with the city.
• A committed partnership with our domestic abuse advocate partner, Cornerstone, to provide safety and services during a crisis, develop long-term strategies and access to numerous programs.
• Community relationships are fostered through programs like neighborhood associations, retail business associations, new driver education and many more.
• Information management meetings are held on a weekly basis with department stakeholders and other departments to leverage opportunities, improve quality of life issues and identify crime trends and solutions.
• The department partners with other law enforcement agencies to prepare regional response strategies, solve crimes and deliver community outreach programs.
• A public safety information specialist helps identify crime trends, crime patterns and target locations; aid in complex investigations; and develop crime prevention and public safety programs.
• The department runs a chaplaincy program for both community and department members in need.
• Social media and other public awareness platforms are used to provide awareness and prevention tips on current crime trends and general safety.
• The department partners with Hennepin County to bring a licensed senior social worker into the police department to work directly with officers and supervisors, based on a short-term case management model, to identify individuals in need of services and help with mental illness. This pilot program, developed in collaboration with Hennepin County and other cities in the area, has resulted in numerous case reviews for Brooklyn Center.
• Youth are provided leadership skill development and community service opportunities through our Police Explorers program.
• An internal system was developed that supports our participation in the Northstar Juvenile Diversion Program.

Pillar five focuses on the training and education needs of law enforcement which is constantly evolving. The skills and knowledge required to effectively deal with these challenges necessitate an expanded level of education and training to do so.

To ensure the high quality and effectiveness of these programs, law enforcement agencies should engage community members, particularly those with special expertise, in the training process and provide leadership training to all personnel throughout their careers. Skill development in the area of realistic, scenario-based training has become increasingly important to better manage outcomes and minimize use-of-force.

Examples of the ways the police department demonstrates best practices in training and education

• The department follows and exceeds Minnesota Peace Officer Standards and Training (POST) Board requirements for hiring officers and requirements for peace officers.
• The department’s plan to provide more than 40 hours of crisis intervention training for all sworn officers through Minnesota Crisis Intervention Team is nearing two-thirds completion. This training provides an in-depth look at mental illness and its implications for law enforcement, covering mental illness, cognitive disorders, substance disorders, post-traumatic stress disorder (PTSD) and the workings of the mental health courts. Role-playing exercises make up about half the course and feature trained role-players and fact-based scenarios emphasizing verbal communication and de-escalation.
• The department exceeds Minnesota POST Board requirements for training hours.
• Tuition reimbursement and additional training opportunities are provided to promote ongoing learning.
• Training is provided on procedural justice and implicit bias to current and new employees that includes education on cultural awareness and race equity and inclusion. The department is committed to being a leader in these areas in order to create a more just and inclusive community for all.
• Police officers are provided with annual use-of-force training that includes a variety of force options and scenario-based training of the highest standards, emphasizing verbal de-escalation and crisis intervention techniques.
• Leadership opportunities are offered through the University of Louisville Southern Police Institute, Northwestern University Center for Public Safety, FBI’s Law Enforcement Executive Development Association (LEEDA) program, Minnesota Chiefs of Police Association Leadership Academy and the Minnesota BCA’s leadership series.
• The officer training program is guided by the department’s mission and values, which are founded upon the community’s needs.

Pillar six notes that the wellness and safety of law enforcement officers is critical not only for the officers, their colleagues and their agencies, but also to public safety. It emphasizes the support and implementation of officer wellness and safety is a multi-partner effort. Law enforcement agencies should promote wellness and safety at every level of the organization, and internal procedural justice principles should be adopted for all internal policies and interactions.

It is well documented that law enforcement officers are subject to more stress than the general population. The nature of their job requires working with difficult and sometimes hostile individuals, tragic events, compounded by often long hours of service. These stressors manifest in high rates of physical and mental health risks. To counteract these cumulative effects, it is a recommendation of Pillar 6 to provide police officers education and assistance with physical, mental, financial and spiritual well-being.

Examples of the ways the police department demonstrates best practices in officer wellness and safety

• Officer wellness was one of the department’s strategic priorities in 2018 after a department retreat that included representatives from all areas of the organization. Work on the department’s wellness program continues today.
• All employees are required to meet with a mental health professional, at no charge, for a private assessment/check-up annually.
• The department runs a chaplaincy program which is available to department members whenever needed.
• The department’s labor-management committee works regularly to address the topics of officer wellness and safety.
• Department members are provided access to an on-site fitness facility, along with a wellness room that can be used by new mothers or for relaxation.
• Officers are provided with individually fitted ballistic vests and tactical first-aid supplies along with any corresponding training.
• Department-wide training is provided on fitness, eating and sleeping education, as well as how to execute them.
• Technology is leveraged to promote officer safety in squad cars by installing audible alerts, larger screens and separate adjustable keyboards.
• Tuition reimbursement and additional training opportunities are provided to promote ongoing learning.
• A labor-management committee that collaboratively works to identify organizational opportunities and develop solutions to address issues.
• Employees have access to a city-sponsored Employee Assistance Program (EAP).
• The department participates in a peer support program with other law enforcement organizations in the metro area.
• The department has hosted the Wills for Heroes program on multiple occasions, as well as providing additional information and resources on financial planning.