96-766�RIG�E:.�f.�
Presented By: �Q-{.+�-
Referred To:
RESOLUTION
CITY OF SAINT PAUL, D�IINNESOTA
� � JD � _--
Council File #
Green Sheet #
9G-�G
3�t8S�
��
Committee: Date:
2
3
4
5
6
WFIEREAS, the State of Minnesota Legislature has authorized an appropriation for grant
submissions up to $750,000 for Hiring New Officers, and
WHEREAS, the Saint Paul Police Department has submitted a grant application for Hiring New
Officers for ten officers, and
7 WHEREAS, the Minnesota Department of Public Safety requests an Authorization for the Execution
8 of Agreement between the Saint Paui Police Department and the Minnesota Department of Public
9 Safety, and
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
WHEREAS, the ten new officers would further the Community Oriented Policing strategies of the
Saint Paul Police Department, and
NOW, BE IT RESOLVED, the Saint Paul City Council approve the request of the Saint Paul Police
Department to submit the grant and to authorize Chief William K. Finney to enter into an Execution
of Agreement with the Minnesota Department of Public Safety.
Yeas
Nays �� Absent
R
B�
Adopted by Council: Date:
Adoption CertiSed by Council Sec�tary: �+
B
Approved by Mayor: Date: '7 /j��y4
BY� � F� ,?S��'C'J
c061196a
F�
B;
Approved by Mayor for Submission to Council:
By: / VL � ���
�/e� 9 C-� 4��
�q���
DEPARTMIENTNFFlCFJCOVNCIL DATE INITIATEO
Saint Paul Police 6/11/96 GREEN SHEET
INITIALIDATE INITIAL/DATE
CONtACTPERSON&PNONE DEPARTMENTDIflE CITYCOUNCIL
Carrie Wasle 292-3513 ^�'�" cmnrroaNev CINCLERK
NUYBEFFOR
MUST BE ON COUNCIL AGENDA BY (DATE) qOVfING 6UDGET DIRECTOR O FIN. & MGT. SERVICES DIR.
dS SOOR fl5 0551U].2 OROEN MAYOR(OflASSISTANT) O
TOTAL # OP SIGNATURE PAGES (CLIP ALL LOCATIONS FOR SIGNATURE)
ACTION qE�UESTE�:
Council acceptance of grant submission to the Minnesota Department of Public Safety
for $750,000 ($75,000 per grant submission) for Hiring New Officers. Also, resolution
authorizin a reement with DPS b the Ch"ef f
aECAMMENDn7�ON5: Approve (A) or Rel� (R) PERSONAL SERVICE CONTRACTS MUST ANSWER THE FOLLOWING �UESTIONS:
_ PLANNING COMMISSION _ CNIL SERVICE CAMMISSION �� HaS th�5 p0r50nRiIm eVef Wofketl untle� a ContfflCt fOf tlti5 dep8rtrt18M?
_ CIB COMMITTEE _ YES NO � - . .. _
_ S7AFP 2. Has this person/firm ever been a city employee?
— YES NO ��� '� y,
_ DISTAICT COUR7 _ 3. Does this personRirm posseu a skill not normally possessetl by any curtent cily�b�rry�oyee?
SUPPORTSWHICHCOUNCILOBJECTIVE? YES NO
Explain all yes anawers on separffie sfieet and attach to green ahee't "- �'.^ ^� --
-. _ ...-_,': ".n
INITIATING PROBLEM, ISSUE, OPP�FiTUNIN (Who. WhH[, When, Whare. Why):
The State of Minnesota Legislative Session appropriated funding for Hiring New Officers
up to $75,000 per new officer over a three year period. This grant application is to
access the funding for this application. A resolution authorizing Chief Finney to enter
into an agreement with DPS is also requested. DPS is requesting that the grant submission
be for each officer. Therefore, there are 10 separate grant submissions.
ADVANTAGES IF APPROVED:
The Saint Paul Police Department will receive $750,000 over three years for Hiring New
Officers.
' f " _ - , -a r ,.
DISADVANTAOE&IPAPPROVED� '" "' " ""'
'SfiSiiii!8s?9 �aJJ'"�Y sP t F d�d� ` �' A,: ., .. ��
None ��:�d .� 7 ���.
c8�$Y� ` :` .- , .j - � r.r���
�. ��
� ., _ � ., ,: a .; �.i i. _� _ _ _. _
�_ �,«�,...--`�;�i
DISADVANTAGES IF NOTAPPROVED:
The Saint Paul Police Department wi11 not receive $750,000 for three years for Hiring
New Officers.
TOTAL AMOUNT OFTRANSACTION $ $7SO 000 COST/BEVENUE BUDGETED (CIRCLE ONE) VES NO
FUNDIfdG SOUBCE State of Minneanta AC7IVITY NUMBEH
FINANCIAL INFORhiATION: (EXPLAIN)
SAMPLE
RESOLUTION AUTHORIZING EXECUTION OF AGREEMENT
9t�-��4
Be it resolved that sainc Pau1 Police Department enter into a
(Name of your organization)
cooperative agreement with the Minnesota Department of Public Safety for the project
entitled Hiring New Officers
(Project Title)
during the period from Januarv. .1997 through DecPmhar. 7949
(Beginning date) (Ending date)
Chief William K. Finney is hereby authorized to execute such
agreements and amendments, as are necessary to implement the project on behalf
Of c�;..r naul Ee�l.�se�Ae$ast�e��
(Name of your orgarnzation)
I certify that the above resolution was adopted by the Saint Paul City Council
(City, Council/Council Board)
Of Saint Panl Pnliro TlonnrtmonY Qn
x
(Name of your organization) (Date)
SIGNED:
(Signature)
(Titie)
(Date)
WITNESSETH:
(Signature)
(Title)
(Date)
-NOTE-
This form may be replaced by one that is required by your city or county board.
i
q�-�4�
MINNESOTA DEPARTMENT OF PUBLIC SAFETY
COMMUNITY-ORIENTED POLICING (COPS) GRANTS PROGRAM
HIRING NEW OFFICERS
This form is to be used as the cover sheet for your grant application. If you are applying for more than one
grant, complete a separate cover sheet for each grant.
CONTRACTING AGENGY: Use your legal name Project Director name: Chief William K. Finney
and full address. This is the fiscai agent with �
whom the grant agreemenE will be execufed.
Telephone number. ( - ) (612) 292-3588
Saint Paul Police Department
100 East Eleventh Street Fax number. () (612) 292-3580
Saint Paul, Minnesota 55101
CONTACT MAILING ADDRESS: (If different than above) Contact name: Carrie Wasley
� Telephone number. ( ) (612) 292-3513
Faznumber: ( ) (612) 292-3580
SERVICEAREA Projectstartdate: l�g� Projectenddate: 12/99
Counties/Cities GranEagreemenfswill not be processed wifhout these nambers ':-
_. _ _ ..
Saint Paul MN Tax ID # gfl2509 Federal employee ID #:
41-6005521
Grant Funds Requested
S �s_ .00
Hiring of New O�cers
Project Summary - 50 words or less in the space below:
The City of Saint Paul, Minnesota proposes to hire a police officer under
the State of-Minnesofa Community-Oriented Policing (COPS) Grant Program, This
additional officer will engage in community-oriented policing, a philosophy and
strategy of policing to which the Saint Paul Police Department is committed.
a� -���
PROJECT INFORMATION SHEET
1
Application Agency (with which contract is to be execute�
2. Authorized Official
5. Applying for: (Check only one)
OVERTIME
X HIRING NEW OFFICERS
indicate Sotal Number 1( 0)
WEED AND SEED
(See project packet for Weed and Seed Grants).
Appticants must submit ONE app{ication for each grant
requested. One application for "Weed and Seed", one
application for overtime hours, one application for EACH
new officer position.
6. I certify that the information contained herein is true and accurate to the best of my knowledge and that I submitthis
applicaGon on behalf of the applicant agency.
Signature of Authorized Officiai:
Titie_ Chief of Police Date: 6/10/96
3. Operating Agency Qf different from #1)
4. Contact Person for further information on application
q �.� `�
PROJECT OVERVIEW
The Saint Paul Police Department's Strategic Community Policing Plan includes:
* The devolution of decision making to the individual street officer from the
traditional hierarchical model which continues to flatten to accommodate this goal.
* The city-wide implementation of the neighborhood service area (NSA) structure to
familiarize the line officer to an assigned geographic area and its community.
* The continuation of collaborations with the community in COP projects such as
the seven storefront operations, the four substations, the FORCE LTnit's block club
formations, and other ongoing COP initiatives within the City of Saint Paul.
* The continuation in the four public housing complexes of the ACOP program and
an evolving Southeast Asian expertise.
The newly hired officer, along with others assigned to community policing will contribute to this
plan by engaging in the foliowing activities:
Deployment into an e�cisting area of the city where COP is in an established
program, such as ACOP, a storefront or substation, FORCE, or as a line officer
utilizing the neighborhood service azea model. An increase in the sworn personnel
complement in these programs will greatly enhance the effectiveness in each
community.
This plan was developed and continues to develop in consultation with members of
the seventeen District Planning Councils of the City of Saint Paul, the
neighborhood business associations, the 1,339 block clubs, and other Saint Paul
community groups.
The major public safety needs that will be addressed through the hiring of this new officer are:
* The continuation of training and empowerment of citizens via block clubs.
* The familiarization of sworn line staff in the community setting via the
neighborhood service area structure.
* The problem soiving approach of each individual officer to each immediate
problem via ongoing COP training.
* The d'uninution of negative trends in the City of Saint Paul which contribute to the
overall perception of lack of safety and fear.
COMMUNTTY POLICING STRATEGY
The commitment of the Saint Paul Police Department (SPPA) to community oriented policing
began with the tenure of Police Chief William K. Finney in July of 1992. Starting with his term of
office, the SPPD began the planning and implementation of a department-wide transition to
q �-� ��
community oriented policing philosophy and practice. Both internal and ea�ternal changes
highlight this transitior� from a flattening of the command staff resulting in a less hierarchical
system to an ongoing partnership with the community, which has the e$'ect of, among other
solutions, the establishment of seven police storefront operations and four police sub-stations.
Community Oriented Policing (COP) by its nature is ever evolving. It is SPPD's responsibility to
provide for the safety of the residents of the City of Saint Paul. SPPD's Strategic Plan is a work
in progress and will continue to be so as it defines the public safety needs of Saint Paul. Ongoing
efforts by the SPPD in consultation with the residents will result in the synthesizing and expansion
of the pian to perfect its fit with the needs of the city.
Saint Paul is a city of neighborhoods. In 1967, the city was organized into seventeen District
Planning Councils. The boundaries of the District Planning Councils conform generally to the
historical neighborhoods ofthe city in most cases. The interaction of the SPPD with the District
Planning Councils has been a beneficial partnership for COP. Consultation and planning of
neighborhood based initiatives have resulted in a variety of community owned indicia of COP.
Projects such as the police storefronts and substations would not have materialized without the
direct involvement and commitment of each community. The SPPD's FORCE Unit (Focusing Our
Resources on Community Empowerment) has helped to establish 1,339 block clubs throughout
the city. This initiative is the basic building block of a neighborhood to erect a successful counter
offensive against crime. This extensive interaction with the community could not have happened
and continue to happen unless the community is a partner in the entire COP process.
COP training has been a focus of the SPPD Training Unit for the last four years. The recruitment
and hiring of new officers has focused on the inherent problem solving nature of COP. As
e�sring officers intemalize the COP concepts, and new like-minded officers join the ranks, and, as
the administration continues its support of this pro-active policing philosophy, SPPD's transition
to COP moves along the continuum of transition at a faster and faster pace. The Saint Paul Police
Federation has also been invoived and positive ofthe administration as this management change
has evolved. Pushing the ability to make decisions to the line officer ]evel necessitates a radical
change from the traditional hierazchical command model. As the flattening of the command staff
occurs, and as the individual officer receives the necessary training, an intrinsic team approach
develops. This philosophy will serve the law enforcement needs of the Saint Paul community
because it is premised on problem solving.
The community policing activities of the officer funded under this grant fall into a variety of COP
initiatives:
* The seven police storefronts in neighborhood settings are a result of a
police/community partnership which is specifically designed for that community.
* The four police substations are a more appropriate response to the communities in
which they are ?ocated than a storefront.
* The possihility of additional substations will depend on the needs and partnerships
with other neighborhoods.
* The neighborhood service azea (NSA) is a new model for the delivery of primary
q �-� � �
police services. The NSA (there aze sixteen throughout the city) incorporate well
defined neighborhoods into this structure. A complement of police officers and one
supervisor is assigned the responsibility for each NSA. This team will have duties
outside the service area for calls for service and other police activities. However
the supervisor will ultimately be responsible for coordinating COP activities within
the assigned I3SA. This initiative brings residents of the neigtiborhood, business
owners and operators, and the police officer closer together working on common
issues that affect the quality of life in that neighborhood. In order to familiarize
the community with the officers, officers aze handing out business cards and
wearing badges with their name displayed.
The FORCE Unit spends concerted energy on the formation of neighborhood
block clubs which currently number 1,339. These block clubs operate with far
more sophistication than a single focus crime watch group. One block club has
incorporated its status and is now acting as an economic development non-
profit agency for its area. Additionally, FORCE intercepts street level drug dealing
which devastates neighborhoods when unchecked.
The city's District Councils employ Crime Prevention Coordinators who work with
the police district in their area. This network of crime prevention activities
continues to expand, and more involvement by the SPPD is the result.
ACOP is a COP program housed in the four public housing developments of the
City of Saint Paul. A joint venture between the SPPD and the Public Housing
Agency, the ACOP team works directly with the Southeast Asian residents who
are the predominant tenant in these developments. SPPD officers have fluency in
the Hmong language and have been able to win the trust of this group.
All of the above COP activities, except for ACOP, did not exist in the SPPD less than four years
ago. As Saint Paul experiences the value of COP, the implications for both the SPPD and the
individual neighborhoods increases exponentially. COP is not a labor saving device. When officers
are encouraged to be pro-active in their neighborhood, that interaction with tesidents takes time.
A recumng frustration with officers as they start identifying with a neighborhood is the amount of
time it takes to become acquainted. There are basic organizational structures within each
neighborhood and the previous level of collaboration has been minimal. The NSA assigned
officers will need to familiarize themselves with these organizations if they are going to interact
with the community. The COP initiatives are also being scrutinized by the administration and the
rank and file. The �citement of the COP philosophy and application defies an accurate pro}ection
too far into the future. If true decision making devolves to the line officer, the permutations of
COP initiatives is limited only by their creativity.
COP is in its initia3 phase in Saint Paul. Both citizens and officers enjoy the decision makicig and
the collaboration of COP. The SPPD envisions this partnership to still be expanding over the next
five years. As the citizen realizes the benefits of COP both individually and collectively, there wili
be the need for local appropriation to support the COP effort. Saint Paulites demand quality
service, and they recognize the price. This additional officer will contribute to the COP programs
akeady in place and in the designing and implementation of new anitiatives as their need becomes
apparent.
q G-�� 6
PUBLIC SAF`ETY NEED
Saint Paul faces all the problems produced by inner city decay, although the magnitude of its
problems lag behind nation-wide trends in other cities. Saint Paul still has a chance to reverse the
inevitable course where.quality of ]ife is reduced to an unacceptable level. From 1980 to 1990 the
number of residents living in poverty rose 53% to 45,600. Stress caused by the out-migration of
the middle class and the in-migration of the poor have come to the forefront in the form of mose
street violence, fiscal inequities, loss of tas base, loss of jobs and growing racial intolerance.
The increase of those living in poverty was largely due to an influx of refugees from Southeast
Asia. Saint Paul has the second lazgest Iimong population in the United States. The Hmong,
Southeast Asia mountain people, have minimal understanding of a complex society's legal,
educational or law enforcement systems. Per capita income among Asian Americans in Saint Paul
was only 30% of the average per capita income of $13,700 in 1989.
An additional trend is the migration of the poor from cities which aze far ahead of Saint Paul in
inner-city decay. Attracted by the quality of life and generous welfare benefits, newcomers seek a
better life. Saint Paul is also attracting drug dealers and gang members, believed by police to be
seeking a mose lucrative and less violent drug trade. City-wide crime statistics suggest that Saint
Paul is relatively healthy compazed to other urban azeas. Yet 42% of the residents believe that
crime is Saint Paul's biggest problem.
Saint Paul is also bracing for an upcoming rise in the number of juveniles reaching the crime prone
years. In 1992, juveniles accounted for 50% of Part I arrests in Saint Paul. By 1995, the
percentage has,}umped to 58.5%. By the year 2000, the entire juvenile population will increase by
50%. Coupled with rising crime rates, crime leveis among this age group could surge 75% within
7 years.
The rise in juvenile gang membership and activity is a concomitant aspect of the juvenile
population increase. The gang structure has evoived from pitting one racial or nationality group
against another to that of rival gangs within a racial group. The rise in Asian gangs has been a
particular worry since they show evidence of even more isolation than usual due to the language
barrier.
COMMUNTTY SUPPORT
The SPPD has eamed and has received unqualified support from its community. The city's
decision makers number in the hundreds due to the District Planning Councils and the block clubs
and their focus on membership and involvement. Although this may appeaz to be a cumbersome
stsucture, when the city is united on a project, the support for that project is overwhelming. For
example, citizens believed in a��d requested that the FORCE Unit come into existence and a
special taxing assessment for the FORCE Unit was passed. As the different initiatives of COP
develop and raise the crime prevention educational awareness of the citizens, the community
support will be there when and if it is needed on a special project, such as the FORCE Unit
a�-�4�
funding. It will also be there for the day in and day out work of making an individual block safe, a
neighborhood comfortable once again and the entire city viable.
Police personnel work closely with and on different community projects. This level of
volunteerism is unmatched by any other worl�orce, either public or private. Police volunteer with
a variety of community. organizations including the Boy Scouts, Habitat for F3umanity, the Boys
and Girls Clubs, and as individual coaching assistants for local athletic teams. All of these
opportunities for service build on the perception of the citizen that the SPPD is special.
A new initiative which anticipates the educational needs of the citizen is the Civilian Police
Academy. This proposed project is a nine week course offered to members of the community and
which would be an intensive community policing tool. Not only would the course teach basic
police procedures and policies, but it wouid it is also another opportunity for police/citizen
interaction wluch is so vital for the success of COP. The idea was developed by Sazgeant Brook
Schaub after extensive analysis of the concept.
q�-���
PROJECT EVALUATION
The addition of one officer may not seem to produce a significant change in law enforcement in
the City of Saint Paul, especially when one views overall swom personnel increments over the
period of time which the COP philosophy has been instituted:
Year Strengtn Diuerence
1992 525
1993 531 6
1994 534 3
1995 544 10
However, having the new officer trained in COP will result in more immediate problem solving
police work and less of the traditional police work. When COP philosophy is utilized on the front
end of a problem, there is, in many cases, no record of the effective police work wluch has been
involved. There is no call for service, there is no report, there is no arrest, there is no sentencing,
there is no incarceration. There is however, both citizens and police officers receiving a win/win
resolution to a problem. As the practice of COP matures, interagency cooperation also increases.
When the individual officer is ensconced in a COP assignment, there wili be more problem solvers
working for the SPPD. Part of any problem is the sotution. COP, itself, will affect other aspects of
the criminal justice system because it is all interrelated. SPPD will play an important role in this
philosophical evolution because of its position in the criminal justice community and its ability to
share the COP philosophy.
The SPPD will continue to interact with the District Counciis, the Business Associations and
other community leaders. This dialog provides an on-going and effective evaluation of the COP
program. Several activities will be measured in an attempt to evaluate the effectiveness of the
COP program:
* the number of block clubs in the city
* the number of community meetings attended by officers
* the number of crime prevention presentations made by officers to business and
community groups.
Wathout community interaction with the police department, the COP principles cannot be
achieved. The SPPD's mission statement is:
The Saint Paul Police Department will become more reflective of
and more responsive to the community we serve.
BUDGET REQUEST
HtRING NEW OFFICERS
Compfete one sheet for each position.
�1t.-'16�
5
APPLICANTAGENCY: Sain[ Paul Police Department
SALP,RY
$ 34,400
FRINGE (demize) please see below for itemization breakdown
$ 15,575
TOTAL
$ 49,975
1. 34.67 includes:
Fringes: Insurance -
Pension - ,"
Medicare - 11,902
2. Shift diff @ S� - 1,720
3. Clothing - 753
4. Overtime - 1;200