Building Community Safety & Transforming Policing Plan
Our Vision for Building Community Safety & Transforming Policing
Our city is in crisis — and still reeling from trauma. We must dig deep to find the courage and commitment to reimagine a better, more just Minneapolis and do the work of moving toward real community safety. That’s why today I am releasing my plan to Build Community Safety & Transform Policing.
My plan is rooted in a simple value. Every person in Minneapolis – no matter their race, gender, class, zip code, or level of ability – deserves to feel and be safe in their home and throughout our city.
We need to understand that we can’t do things the old way, making the same piecemeal investments that ignore the bigger picture of what it means to keep people safe. My plan is a holistic vision to build real safety, and it includes practical steps to make progress. We know what works, we need a leader who has the courage to invest in results, not the status quo.
Our Vision
Building a new public safety system that honors the dignity of all people.
Every person in Minneapolis, no matter their race, gender, class, zip code or level of ability deserves to feel safe in their home and throughout our city.
Our Black, brown, Asian, Indigenous and immigrant neighbors should have the same relationship with our government’s public safety functions that the most privileged people in the whitest and wealthiest neighbors have. We cannot continue to sacrifice the lives and safety of Black, brown, Indigenous and immigrant people at the hands of police.
Together, we can build a public safety and critical-response system designed for what our city needs now—one that promotes health and well-being, prevents and interrupts violence and prevents crime, and is transparent and accountable to every part of the community it serves.
Key Pillars Of The Building Community Safety & Transforming Policing Plan
Economic Security - Invest the $133 million from the American Relief plan to ensure EVERYONE in our City has the opportunity for economic security as a foundation for safety.
A whole-systems approach - Create a Department of Public Safety that dramatically expands the Office of Violence Prevention and puts the Police, the Fire Department, the Office of Violence Prevention, and emergency management under a unified structure led by a civilian director.
Invest in Young Men - Launch the “Claim Our Future” Initiative for young men ages 10-26, expanding on the OVP’s current work into a citywide program of leadership curriculum, mentorship, wraparound services, and employment opportunities
Unbundle & Transform the Minneapolis Police Department - “Unbundle” policing and transform the MPD into an agency that can effectively investigate serious crime, end over-policing tactics, and end “coaching coverups” of police misconduct.
Active Leadership - Bring together the best and the brightest to work on our most intractable problems, and use the bully pulpit of the office to serve as a proactive leader on violence prevention and intervention and public safety and police transformation.
Sections of the Building Community Safety & Transforming Policing Plan
SECTION 1: INVEST IN PEOPLE AND COMMUNITIES
The foundation of safety and security is a safe place to live, economic security, and being embedded in a strong community. Making investments in these foundations of safety is central to the Plan.
Invest in Economic Security for Our Families
Invest in Our Children’s Futures
Increase Livability of Our Neighborhoods
Promote Social Connection
SECTION 2: ADVANCE SAFETY AND WELL-BEING FOR ALL RESIDENTS
We will invest in a robust and dedicated city department that is accountable and transparent to the community it serves and acts in coordination across all offices to advance public and community safety, proactively prevent violence, and support the health and well-being of everyone in Minneapolis.
Build and implement new public services centered in public safety
Reduce Violence In Our City
Improve Community Oversight & Accountability Structures
SECTION 3: TRANSFORM THE MPD
Moving toward a public safety system that does not center policing first requires transforming how Minneapolis approaches policing by ensuring we have the data, oversight, and accountability measures in place to make smart, effective change.
Ending Over-Policing & Over-Criminalization
Increasing police accountability, transparency, and standards for duty for Minneapolis Police Officers
Improving Data Collection, Reporting, and Oversight
Increasing efficiency of police to respond to violent crime
Increasing Standards for Police Union Negotiations
SECTION 4: SERVE AS A STRONG ADVOCATE AND CONVENER ON PUBLIC SAFETY
Investment in alternatives to policing and policing reform will require a Mayor who serves as a proactive, highly-engaged advocate who can work collaboratively with the Governor, state legislature, and County.
SECTION 1: INVEST IN PEOPLE AND COMMUNITIES
The foundation of safety and security is a safe place to live, economic security, and being embedded in a strong community. Making investments in these foundations of safety is central to the Plan.
Housing
Affordable Housing
Pass rent stabilization
Build and increase access to more affordable housing at 30% AMI, especially for people who face systemic barriers to housing
Fund public housing through a maximum public housing levy, and defend public housing residents from displacement
End the cycle of homelessness by building quality shelters and investing in wrap-around social services
Public Transportation
Use the full strength of the Mayor’s office to effectively implement the Transportation Action Plan – including staffing and leadership decisions, budget recommendations, and being a vocal champion of the need for an equitable safe multimodal transportation system that people can use to get to work and doesn’t require the cost of owning a car
Build a network of fast, reliable arterial BRT, focusing our investments in transit-dependent neighborhoods
Accelerate Vision Zero investments to eliminate traffic injuries and fatalities
Work with the Met Council to publicly subsidize transit to provide lower or free fares, thereby prioritizing communities that have been harmed by freeways and arterial roads
Living Wage Employment Opportunities and Job Training
Conduct an audit of workforce development programs and services for those who have been or are currently involved in the justice system, and boost funding for the programs that show a proven track record of success
Partner with the Minneapolis Department of Human Resources to promote and support inclusive employment practices that strengthen the hiring of diverse candidates
Remove barriers to employment for individuals with criminal records by expanding and investing in high skills job training and education programs
Quality Medical and Behavioral Health Services
Work directly with Hennepin County to:
Increase accessibility to mental health services by increasing funding for the clinics and services that address mental health issues
Adequately fund services for health disparities experienced by marginalized groups
Invest in and ensure access to harm-reduction services and supports and substance-abuse disorder and recovery services
Build and invest in needle exchanges and safe injection sites
Access to Capital
Work with the City Council on a universal basic income pilot program for under-resourced families, using St. Paul’s “People’s Prosperity Guaranteed Income Pilot” as a model.
Grow city programs that invest in pathways to home ownership and small business ownership, particularly focusing in Black communities.
Engage with the small business owners and advocates to evaluate current City small-business services and loan programs, and implement changes to increase access to capital for BIPOC-owned small businesses.
Increase investment in BIPOC and Immigrant innovation startups.
Quality Educational Opportunities
Partner with the Minneapolis Public Schools to increase implementation of Full-Service Community Schools
Expand the Stable Homes, Stable Schools program to help ensure every kid in the city has a safe, stable place to call home as a foundation of learning
Work with the City Council on a universal college savings program for Minneapolis residents, using St. Paul’s “CollegeBound” program as a model and in collaboration with the “MNSaves” 529 college savings plan program
Invest in Our Children’s Futures
Launch an expanded Office of Violence Prevention Initiative for young men ages 10-26 in under-resourced communities: “Claim Our Future”
Current Programming:
OVP operates under a model of breaking the cycle of violence at three distinct points: “Up Front,” “In the Thick” and “Aftermath”
Youth become eligible for OVP programming partially through proactive outreach (approaching young people in public spaces in their neighborhood, or via their coaches if they are an athlete at North, Henry or Edison), but most become eligible through referral or prior involvement with the criminal justice system
Our Proposal: Expand the Office of Violence Prevention’s current programming to form a broader-reaching, more holistic citywide initiative
Put experts in criminology and violence-reduction at the helm, working to coordinate, oversee, and support the larger investment and program
Adopt a “Project Success”-type model with Minneapolis Public Schools where boys from adolescence to adulthood receive programming centered on leadership, personal growth, and community connectedness
The initiative would rely on public-private partnerships (in collaboration with community organizations) to connect young men to:
Mentorship programs
Wraparound services, including adverse childhood experience (ACE) screenings and trauma-informed cognitive behavioral therapy
Summer and year-round employment opportunities
Develop a “Better Minneapolis” jobs program that pays young people (16-21) $15-$20 an hour for work in dedicated city services.
Creating and maintaining green spaces
Street repairs
Maintaining city grounds and lots
Increase funding for and build capacity for innovative, evidence-based models in youth outreach, engagement and violence prevention.
Institute immediate action for building a robust safety net system to disaggregate juvenile and at-risk offenders and work alongside community, county, and leading experts to develop the supports young people need and implement strategies to greatly reduce juvenile crime and recidivism
Continue to build out and invest in evidence-based programming and support for youth exposed to crime or the criminal justice system so they have the tools, resources, and ongoing continuum of developmentally appropriate programs and intervention models that match their unique needs
Partner with county and state to implement leading models for reducing youth crime and recidivism and ending our dependence on incarceration
Increase funding for evidence-based training and partnerships with community-led outreach programs
Develop and support restorative practices models and programs that focus on building, maintaining, and repairing relationships with the community
Increase Livability of Our Neighborhoods
Work closely with City Public Works to ensure 311 response uses an equity framework
Invest in renovation and expansion of MPRB buildings so that they can serve as a well-loved community gathering space. Work with the Farmers Markets of Minneapolis on “mini-markets” in MPRB spaces so they become a source of easily accessible fresh fruits and produce.
Support MPRB in its implementation of the “Parks for All” 2021 Comprehensive Plan
Invest in public infrastructure in areas highly impacted by crime, including sidewalk and road improvements, street lights, strategically-located greenery and community gathering spaces
Create more green spaces, drawing from research on the positive impacts of green space on health promotion and violence reduction, to effectively implement this work. Investments could include beautification projects of city-owned vacant lots, creation of parklets, and an expansion of the City Trees program
Apply traffic-calming measures to streets that have experienced excessive speeding and work alongside neighborhoods to develop plans for addressing traffic and speed issues.
Collaborate with community partners for participatory public art installations
Support under-resourced neighborhoods in developing public-good retail, with incentives for BIPOC and/or locally-owned businesses
Promote Social Connection
Dramatically increase funding for MPRB, with the intention of expanding early childhood and youth programming. Ensure universal accessibility by raising the income maximums for the MPRB Recreation Assistance Program, streamline the application process and launch a targeted public awareness campaign on the program.
Expand existing City of Minneapolis and MPRB social programming in neighborhoods highly impacted by crime, such as Open Streets and “Music and Movies in the Park”
Work with community groups, non-profit orgs, local businesses and creators to build and support weekly neighborhood community events during evening and weekend hours in neighborhoods impacted by violence.
SECTION 2: ADVANCE SAFETY AND WELL-BEING FOR ALL RESIDENTS
We will invest in a robust and dedicated city department that is accountable and transparent to the community it serves and acts in coordination across all offices to advance public and community safety, proactively prevent violence, and support the health and well-being of everyone in Minneapolis.
Build and implement new public services centered in public safety
Put forward a proposed amendment to the 2022 City Budget before the City Council for consideration that would include:
Creating a unified structure for all Departments of Public Safety. Work alongside the community and City Council to create a new Department of Public Safety that puts the police, the fire departments, and the Office of Violence Prevention under a unified structure and strategy.
Relocating the Office of Violence Prevention from the Department of Health under the newly-created Department of Public Safety with equal standing as the Minneapolis Police.
Fully funding the Office of Violence Prevention. Commit to $20 million annually for OVP funding for the next five years (through both ARPA funds and redirecting funding from MPD officer vacancies)
Implementing a community critical-response system and training for diverting non-criminal 911 calls to unarmed first responders trained in mental health services, de-escalation, family mediation, and substance abuse issues who can also provide access to essential county and city support.
Continuing to build the Traffic Safety Division as an unarmed civilian Traffic Enforcement Department with the responsibility for enforcing all non-moving traffic violations in the city and house under the Department of Public Safety
Establish a cross-departmental communication strategy, reporting, and accountability requirements between the Office of Violence Prevention and the MPD.
In coordination with the “unbundling” of policing, redirect MPD efforts to focus on training, recruitment and retention of investigators to focus on violent crime.
Reduce Violence In Our City
Declare gun violence a public health crisis and invest in a holistic approach to addressing root causes, preventing gun violence, and centering healing for those harmed by gun violence.
Develop and support a gun-violence research and policy arm of the Public Safety Department to actively explore gun-violence prevention strategies and work alongside county, state, and federal agencies to coordinate best evidence-based efforts.
Continuation and increased dedication of tracing programs to monitor movement of illegal guns in and out of the city, as coordination of deeper investigatory efforts.
Ensure police officers and first responders have the resources, supports, and tools they need to properly investigate gun crimes.
Work with County, State, and Federal partners to develop clear and safe protocols, standards, and single point of accountability for addressing immediate violence and violent offenders.
Invest in and support mental health resources, both for victims and communities harmed by violence, and those suffering from mental health issues that could lead to violence.
Invest in a Minneapolis “Cure Violence” model, including trained Violence Interrupters, to identify, intervene, and work to change attitudes and behaviors of those at risk for committing or re-commit gun violence
Invest in and grow the Group Violence Intervention (GVI) program to address gang violence in North and South Minneapolis.
Develop community supports, restorative practices, and community healing programs and access to services to reduce the trauma and the intense physical and psychological toll guns have in our communities.
Partner with the state to ensure they do their “due diligence” to protect human rights and pass gun laws that keep more guns off our streets.
Develop a robust and long-term anti-violence public campaign, including coordinating with Park Board and MPS, to shift the narratives on guns
Include public education campaign, led by experts and youth, to address cultural pressures young men face that can lead to abuse and violence
Work alongside nonprofits and community-led organizations to establish a Division of Domestic, Sexual, and Gender-Based Violence and Abuse Prevention
Hire a department head with deep knowledge of domestic and sexual abuse victim advocacy and services
Trained first responders to assist in immediate, trauma-informed care and services for victims
Develop and support a city-wide networked system to connect victims and their children to ongoing survivor advocacy and support services
Develop in conjunction with nonprofits and community-led organizations a holistic and robust public outreach and education campaign to reduce domestic violence and abuse, including teen dating violence
Develop victims’ services program to support victims of violence and their families
Coordination with community-led transformative and restorative justice initiatives and survivor support groups
Collaboration with neighborhood organizations and services that promote community healing, accountability, and reconciliation
Coordination with county and nonprofits to provide immediate access to mental health services
Assistance in filing complaints or restraining orders
Referrals to supporting county agencies and nonprofit sources of assistance for services, including housing
Coordinate and connect people to harm-reduction services and models for drug users.
Adopt and advance a “Cities United” national model for transparency and accountability in police-involved killings or harm
Make transparency and release of information a top priority.
Ensure law-enforcement officials act swiftly to accurately inform the public and are held accountable for any misinformation.
Ensure there is a swift internal and independent external review.
Create and follow an effective plan for crowd control that centers the community’s need to grieve and their constitutional right to assemble.
Develop a graded-intervention approach to de-escalation of unrest that isn’t “one-size fits all”
Ensure police are held accountable for de-escalation protocols.
Center access to city services, including trauma-informed supports.
SECTION 3: TRANSFORM THE MINNEAPOLIS POLICE DEPARTMENT
Moving toward a public safety system that does not center policing first requires transforming how Minneapolis approaches policing by ensuring we have the data, oversight, and accountability measures in place to make smart, effective change.
Ending Over-Policing & Over-Criminalization
Prohibit custodial arrests or searches for all non-violent and non-DWI non-felony offenses & non-moving traffic infractions.
Ensure the following MPD policies are followed:
Ban all police tactics broadly known as “no-knock warrants”, with the exception of cases involving first-degree murder, hostage taking, kidnapping, terrorism and human trafficking.
Make marijuana a non-priority for enforcement.
End pretext stops for minor infractions, including, stops for tinted windows, broken tail lights, or loud mufflers.
Develop, alongside nonprofit leaders and community service providers, a Minneapolis Law Enforcement “Diversion” Model, that connects low-level offenders to housing, counseling, and job training services in lieu of arrest.
Develop early intervention strategies for public encampments, including…
increasing homelessness outreach focused on mental health services, de-escalation, family mediation, and substance abuse issues
Set-aside shelter capacity for public encampment relocation
Evaluate City requirements for police presence for event permits and identify security alternatives to mandatory minimums of armed officers where possible.
Reduce footprint of policing by reviewing independent contract/off-duty policies for officer W-9 contracts and use of police/city equipment, including weapons.
Review the City’s fines and fees system and make recommendations so under-resourced residents are not disproportionately burdened, such as reducing fines, limiting the use of impoundment, and introducing flexible payment plans.
Work with the state legislature to end drivers’ license suspension for non-driving violations.
Increasing police accountability, transparency, and standards for duty for Minneapolis Police Officers
Actively work alongside the Department of Justice in consent decree for police accountability and policy transformation under a federal judge, once the current DOJ investigation is complete
Pending investigation of DOJ “pattern or practice” investigation, which often result in consent decrees, ensure the MPD and Public Safety Department provide extensive capacity and resources for active monitoring, oversight, and accountability standards and reporting set forth by DOJ and federal judge.
Work alongside the community to listen, develop, and act on plans for federal oversight, including practices and policies related to over-criminalization of communities of color, arrest disproportionality, and violations of 4th amendment rights.
Release oversight and monitoring reports to the public twice yearly, with clear metrics and guidelines for improvement, and ongoing input from the community.
Work with POST board and state legislature to implement rigid standards and assessments for hiring officers and renewing state licensure.
Advocate for yearly anti-racism and culturally responsive training for all license renewals.
Ensure coordination between MPD and POST board to track and identify problematic police behavior.
Advocate for the Violation of Standards of Conduct state statute to include reviews and resolution of officer discipline prior to annual licensure renewal.
Develop a robust early-intervention accountability system that flags problem officers who have received misconduct complaints and ensure the system is transparent and available in real-time to the officer’s precinct supervisor, the Chief, the City Attorney’s Office, and the Mayor, despite the police union’s ongoing efforts to sabotage new models for tracking misconduct
Support the thorough reviews by DOJ and MDHR on police use of force policies and practices and work alongside them to increase accountability. Develop alternative practices for lethal and non-lethal force, including use of tear gas and projectiles.
Require nationally recognized anti-racism and culturally responsive training for cadets and current officers—because implicit bias training is important but not enough—and ongoing twice-yearly training and evaluation and metrics and requirements for improvement.
Immediately call for plan to research, develop, and implement a protocol for training all officers in anti-racist and culturally responsive practices and strategies for building relationships in communities suffering from police abuse, over-policing and criminalization, and a lack of safety protections and resources.
Require an after-action review and plan for flagged officers with misconduct reports that is approved by the Chief of Police, the Director of the Department of Public Safety, the City Attorney’s Office, and the Mayor.
Re-institute mandatory discipline for sustained (confirmed) misconduct.
Reclassify coaching as an introductory form of progressive discipline to ensure data is available to the public and prevent using coaching as a coverup of discipline.
Reopen and require an outside after-action review of the actions taken by the City of Minneapolis and the MPD in response to the protests after the murder of George Floyd.
End all training on “Excited Delirium,” including in corporate-created materials by companies such as Taser. Engage in rigorous retraining to correct past medically unsound training.
Work with the Minneapolis legislative delegation to sponsor amendments to the Data Practices Act, which allow for the disclosure of all police complaint data.
Follow the Civil Service Rules for progressive discipline (already incorporated in the Labor Agreement).
Improving Data Collection, Reporting, and Oversight
Conduct an in-depth analysis of sexual assault reporting, processing, investigations, and charges and develop policies for increasing clearance rate.
Ensure robust processes for oversight and review of new technologies, tools, and contracts for use by the MPD and outside partners, as well as data storage.
Work collaboratively with the City Council and community to advance and support a Minneapolis Civilian Oversight Council that has all necessary power to investigate police misconduct (contingent on its passage in the state legislature, currently within the Public Safety Bill).
Commit to consulting with the PCOC before making major policy changes or amending the MPD Manual.
Develop a key set of indicators for measuring improved police community relations and violence prevention outreach and coordination, and annually report to the public with a plan for increasing positive outcomes.
Ensuring active support for officers to increase ability to address violent crime
Coordination with Chief for monthly roll-call meetings with precincts and officers to discuss internal and other concerns with Mayor and Dept of Public Safety leaders.
Develop and implement a focused and targeted plan for community outreach and relationship-building, including monthly town halls and listening sessions.
Increase essential wellness, mental-health, and trauma-informed services and supports for officers, with 100 percent of expenses covered.
Provide incentives for officers to receive ongoing mindfulness training and support.
Improving Community Oversight & Accountability Structures
Hire a Public Safety Senior Policy Aide, with direct and significant experience addressing over-policing in communities of color and commit to listening to that aide
Appoint a Department of Public Safety Director that has deep knowledge in whole-systems approaches for public safety
Establish a Public Safety Policy Advisory Committee, with significant representation of residents in communities of color. Committee will advise the Mayor and make recommendations to the City Council regarding policy and budget proposals pertaining to public safety, as well as make proposals for collective bargaining negotiations between the police union and the city.
Work in coordination with Police Conduct Oversight Commission (PCOC)
Release an annual report on progress towards key metrics
Increasing Standards for Police Union Negotiations
Work directly with the state legislature to separate officers from their managers in police union contracts to improve adherence to disciplinary protocol.
Work directly with the state legislature to ensure state statute allows police contract negotiations to be transparent and open to public input.
Set up and support a community-bargaining table to develop community-based goals and demands that the City will bargain for at the table, and provide ongoing and transparent updates of process to the public.
Section 4: Serve as A Strong Advocate and Convener on Public Safety
Investment in alternatives to policing and policing reform will require a Mayor who serves as a proactive, highly-engaged advocate who can work collaboratively with the Governor, state legislature, and County.
Reactivate the Criminal Justice Coordinating Committee (CJCC) as a critical intergovernmental coordinating body through active leadership from the Mayor’s Office
Deepen the City’s engagement in Cities United and attend each meeting as Mayor
Work with the City Attorney and County Attorney to ensure victims of crime do not fall through the cracks through intentional coordination on wraparound services
Greater coordination between Mayor’s office with City Council on unified asks to Hennepin County Board of Commissioners
Ensure there is a regular presence from the Mayor’s office at POST Board meetings