CR 2013-029 MN Dept of Public Safety Grant (DDDACTS) Data Driven Approach to Crime and Traffic Safety, with the City of Hopkins and the Hopkins PDApril 2, 2013
Council Report 2013-029
Minnesota Department of Public Safety grant, (DDACTS) Data Driven Approach
to Crime and Traffic Safety, with the City of Hopkins and Hopkins Police
Department
Proposed Action
Staff recommends adoption of the following motion: Move to adopt Resolution 2013-
029 approving the Minnesota Department of Public Safety (DDACTS) Agreement with
the City of Hopkins on behalf of the Police Department.
Overview
The Hopkins Police Department has been awarded a grant from the Minnesota
Department of Public Safety (DDACTS) to purchase software for crime and traffic
related mapping data and to use this information to increase enforcement in these
specific target areas with the goal of reducing traffic crashes and crime.
This grant will provide funding for user training, the required software, and over time
expenses for enforcement efforts by officers.
This is an eighteen month grant and will require monthly summary reports and a final
disposition report analyzing and measuring crime and traffic crashes before and after
the grant period.
Supporting Information
• DDACTS RFP and work plan.
• Council Resolution 2013-017.
Michael J. Reynolds
Chief of Police
Financial Impact: $_0 Budgeted: Y/N Source:
Related Documents (CIP, ERP, etc.).
Notes:
The Minnesota Department of Public Safety (DPS), Office of Traffic Safety (OTS) is seeking proposals
from law enforcement agencies that will conduct a Data -Driven Approaches to Crime and Traffic Safety
(DDACTS) program in an effort to reduce crime and promote traffic safety.
BACKGROUND:
DDACTS is a policing strategy developed through a collaborative effort between the National Highway
Traffic Safety Administration (NHTSA), Bureau of Justice Assistance, and the National Institute of Justice.
DDACTS uses both crime and traffic crash data to identify and map problem areas, or locations where
crime and crashes are found to overlap. Within these "hot spots," community partners can provide
additional key information about the neighborhoods. Law enforcement then uses traditional highly -
visible traffic enforcement, such as increased directed patrols, and non-traditional strategies, to
simultaneously address crime and crash problems.
The purpose of DDACTS is to make high risk neighborhoods safer. This policing strategy is designed to
help reduce incidents of crime, fatal and severe injury crashes and overall social harm in communities.
DDACTS operational guidelines can be found at:
www.nhtsa.gov/DOT/NHTSA/Traffic%201naury%2OControl/Articles/Associated%2OFiles/811185.pdf
ELIGIBILITY:
Eligible applicants for this RFP are Minnesota cities and counties for their law enforcement agencies.
Private companies and organizations are not eligible nor are non -enforcement agencies.
Applicants must demonstrate the ability to implement or have in place the following seven guiding
principles:
Partners and Stakeholder Participation — Partnerships amongst law enforcement agencies and
local stakeholders such as the business community and advocacy groups.
Data Collection — Place -based, current crime, crash and traffic -related data, coded for type of
incident, time of day and day of week. The collection of crime data may include Part I and Part II
crimes. Additional data may include citizen complaints, field interviews, dangerous driving
behaviors, and other non-traditional data such as input from the officers in the field, the
location of parolees and probationers, individuals with suspended or revoked licenses and
wanted persons. The elements to be used for determining locations must be identified in the
application.
3. Data Analysis — The creation of integrated maps that overlay high rates of crime, crashes
resulting in death or serious injury, and other traffic -related data to identify problem locations
or "hot spots."
4. Strategic Operations — Applicants must have the ability and leadership buy -in to realign some
workflow and operational assignments to focus enforcement efforts to coincide with days of
week and times of day that crime and crashes are highest (as determined through data analysis)
for increased efficiency.
Information Sharing and Outreach — The ability to share results, promote community
participation and document accomplishments. Develop and provide regularly generated
progress reports that give management the documentation needed to keep officers informed,
hold meetings with community members and report to government administrators and elected
officials. Documentation of information sharing with the media outlets must be included in
monthly reports.
6. Monitoring, Evaluation and Adjustments— Data collection and analysis procedures for
monitoring, evaluating and adjusting field and internal operations must be included in the
application. Monitoring procedures must provide an opportunity to regularly assess crime and
crash reduction, cost savings and other outcome measures that define success.
7. Outcomes — Goals and objectives that emerge during problem area identification and strategic
plan preparation must be developed into outcome measures. Measurements must be able to
assess effectiveness relating to reductions in: crime, traffic -related death and serious injury
crashes, traffic violations, cost savings, the use of specific interventions and personnel
deployment.
FUNDING AVAILABLE AND GENERAL FUNDING RULES
Funding for each grant will be up to $50,000 for an 18 -month period. Subsequent years will not be
funded. The first six months of the grant should be used for obtaining necessary software, training staff
on the software collecting and analyzing data. The second six months will be a continuation of data
collection along with federally -funded overtime enforcement equally matched with agency -funded
enforcement. The final six months of the grant will be agency -funded enforcement only in addition to
the ongoing data collection and evaluation. Grants will be awarded that begin no earlier than April 1,
2013 and end no later than September 30, 2014.
The grant is additional funding for enhanced services. The grant funding cannot be used to supplant an
organization's budget. Funding must be used solely to implement the proposed program. If funding is
requested for staffing purposes, the organization must demonstrate increased hours of service of staff
from the current compliment of employees.
ALLOWABLE COSTS:
• Funding for software to work with or develop traffic and mapping statistics for your jurisdiction.
• Tuition for training and/or travel expenses to the necessary training. OTS cannot reimburse for
personnel time while in training.
Crime analyst time working on DDACTS data and geo-mapping. In order to ensure supplanting is
not occurring, the time must be under contract, on overtime, a new position, or additional hours
for a current part-time person.
• Law enforcement officer overtime dedicated to DDACTS identified hot -spots, although only for
an initial pilot period of six months while DDACTS strategies are being tested and refined. An
hour of locally funded time is required for every hour of federal time.
MATCH REQUIREMENT:
This program requires an agency match for overtime enforcement. For example, if the applicant
requests federal funding for 300 hours of overtime enforcement, the agency must match 300 hours of
locally -funded time. The amount of the match must be clearly stated in the application.
The grant funds are available on a cost reimbursement basis. Costs are reimbursed after they are
incurred and paid by the grantee. As a result, applicant organizations must have "start-up" monies
available.
Grant applications are due to the Office of Traffic Safety via E -Grants by 5 p.m., Monday, March 11,
2013. Award letters will be sent by Monday, March 18, 2013; and grant agreements will be fully
executed no earlier than April 1, 2013.
APPLICATION PROCEDURES:
Responses to the RFP will be submitted through E -Grants. Access to E -Grants can be gained by following
the link on the OTS home page or going to the web address: https://app.dps.mn.gov/egrants. If you
have not already accessed E -Grants, click the New User? link and complete the registration form. Access
to the system will be approved after review of the registration information. The instructions on setting
up your user account and password, and instructions on how to use E -Grants to submit the RFP
response are located on the OTS web site. ots.dps.mn.dps
Detailed instructions of the E -grants application process are included on the next page.
PROPOSAL PACKAGE CHECKLIST:
All aspects of the RFP application are completed on E -Grants and include:
• Applicant's information
• Work Plan (uploaded into E -grants)
• Agency Information
• Performance Measures
• Goals & Objectives
• Budget: The budget must be broken down into types of expenses such as overtime hours
(number of hours and rate per hour), software packages, expenses for software training, and
• Certification that the applicant agrees to the Program Guidelines, Terms and Conditions and
Federal Audit Requirements
Negotiations on individual proposals may occur; clarification may be needed, hours or plans modified or
budgets reduced/changed. Saving this RFP and a copy of the complete proposal package will make it
easier to make necessary modifications later.
Applications are due into OTS via E -Grants by 5 p.m. on Monday, March 11, 2013.
QUESTIONS:
All questions regarding the application procedures, proposal contents and evaluation/selection of
proposals received must be directed to Shannon Swanson at (651) 201-7063 or
Shannon.swanson@state.mn.us. Answers received from anyone else may not be accurate.
Responses to questions will be posted on the OTS Web site under the "Grants' tab on the orange
ribbon:
https://dps.mn.gov/divisions/ots/Pages/traffic-safety-grants.aspx
Grant Application Instructions
GRANT APPLICATION INSTRUCTIONS
This application must be submitted through the E -Grant system. Access to E -Grants can be gained by
following the link on the OTS home page or going to the web address: https://app.dps.mn.gov/egrants.
Complete all sections in the application: Agency Information, Work Plan, Evaluation Plan, Budget and
Certifications.
GRANT ADMINISTRATION - Completetheform in E -Grants.
Agency Name
This is the agency that enters into the grant agreement with OTS and is the legal applicant responsible
for fiscal oversight of the project. The legal applicant is ultimately responsible for programmatic
oversight of the grant.
Complete the basic grant information such as agency address, federal ID#, DUNS number and contact
person who will coordinate the grant.
Financial Contact Information
Complete this section with the name and contact information of the person that should be contacted
regarding financial oversight of the grant.
WORK PLAN —attach in E -Grants.
The 2013 Data -Driven Approaches to Crime and Traffic Safety (DDACTS) program work plan must be
completed and attached in E -Grants. Provide as much detail as possible to allow for a clear
understanding of the program.
Goals, objectives, Activities and Performance Measures Example:
Goal #1
Create a data collection plan and identify data sources.
Objective
The plan will identify all internal and external data that will be mapped,
new data sources, and a timeframe for initial collection and ongoing
updating of data. For comparison purposes, the plan must include the
collection of baseline data from previous years. A minimum of three for
larger communities, four to five years for smaller communities.
Activity
Identify the specific types of data to be collected for mapping. Incorporate
systems to archive data for future use and transparency of the program.
Identify data sources. Develop guidelines for data quality control. Identify
protocols/data collection procedures that will be followed to obtain data.
Identify individuals responsible for data collection. Develop a schedule for
data collection and updating.
Performance Measure
Pre- and post -measures of crime and crashes in the targeted communities.
Crime and crash reduction over a sustained period.
Goal #2
Identify potential partners and stakeholders.
Objective
To identify direct and indirect contributions by partners and stakeholders
toward long-term traffic and crime problem solutions.
Grant Application Instructions
Activity
Develop a list of partner and stakeholder categories. Identify known
individuals and organizations for each category. Identify the assistance or
data that partners or stakeholders might provide. Give an action plan
overview to each potential partner and stakeholder. Assign personnel
responsible for contacting partners and stakeholders.
Performance
Measurable and specific objectives for each partner and stakeholder.
Measure
Goal #3
Develop an operational plan.
Activity
Strategic approach to "hot spot" deployment. Define personnel
requirements. Identify any training requirements, equipment or other
resources needed. Prepare and finalize any budget issues. Finalize the
plan. Complete evaluation criteria. Distribute the plan.
Performance Measure
Reduced conflict and change objections. Increased participation by sworn
and civilian personnel.
Goal #4
Implement Plan.
Activity
Set up formal meetings and briefings before plan implementation to
prepare staff for changes. Work with partners and stakeholders and media
to develop appropriate communications to announce the initiative. Ensure
staff members understand the importance of communicating the
appropriate message during every enforcement contact.
Performance Measure
Department and community acceptance of a new police initiative to
reduce crime and traffic accidents.
BU DG ET - Complete the form in E -Grants.
Specify each funding expense and how it was determined. Allowable expenses are specified on page
two of this RFP.
CERTIFICATIONS -Complete the form in E -Grants.
The legal applicant must acknowledge that the following documents that are attached to this Request
for Proposal have been read in their entirety. E -Grants does not require a signature, but by checking the
box in front of each document listed the applicant indicates that it has been read and agrees with the
information, terms. and conditions in the document.
These documents will be incorporated into the grant agreement if funds are awarded to the fiscal
agency. The documents include the following:
• Grant Program Guidelines (Attachment A)
• Terms and Conditions (Attachment B)
• Federal Audit Requirements (Attachment C)
• Resolution Process (Attachment D)
• Approved Work Plan
• Approved Budget
Attachment A
Program Guidelines
FINANCIAL REQUIREMENTS
Payments under this grant agreement will be made from federal funds obtained by the State under the
U. S. Department of Transportation's State and Community Highway Safety Program, Catalog of Federal
Domestic Assistance (CFDA) numbers 20.600. The grantee is responsible for compliance with all federal
requirements imposed on these funds and accepts full financial responsibility for any requirements
imposed by the grantee's failure to comply with federal requirements.
Reimbursement of Funds - Only costs associated with approved activities on this project can be claimed
for federal reimbursement. The grantee will report on all expenditures and program income pertaining
to this grant agreement. Claims shall be supported by written documentation including receipts,
invoices, and personnel time reports. All costs reimbursed with these federal funds must be actual costs
to the organization. Grant funding cannot be used to supplant any currently funded programs or
activities. Therefore, grant funding cannot be used to fund current employee salary or supplies.
The State has an obligation to determine if fringe benefit costs to be reimbursed by this grant contract are
reasonable. If requested, the grantee must furnish an explanation of the basis for such rates. Fringe
benefits must be accounted for separately from salary costs on back-up documentation of invoices
No indirect costs can be charged to the project unless they have been approved by the potential
grantee's cognizant agency in the federal government. The cognizant agency is the federal agency that
provided a higher amount of federal funds to the grantee than any other federal agency.
Expenditures for each state fiscal year of this grant contract must be for services performed within
applicable state fiscal years. Every state fiscal year begins on July 1 and ends on June 30. In addition,
expenditures for each federal fiscal year of this grant must be for services performed within the
applicable federal fiscal years. Every federal fiscal year begins on October 1 and ends on September 30.
The final claim for reimbursement must be received no later than 30 days after the expiration of the
grant agreement.
Invoices must be submitted monthly by the third Friday of the month for expenses incurred in the
previous month.
Match - Matching funds related to the project that are paid for with state, county, municipal and/or
private funding clearly demonstrate a vested interest and real commitment to the project. Appropriate
matching funds should be reported on the invoice.
Budget Revision - The grantee shall submit a written budget revision request and obtain approval from
the OTS Coordinator before any expenditure may be made based on a revised budget.
Record Retention - Under Minn. Stat. 166.98, subd. 8, the grantee shall retain all financial records for a
minimum of six years after the expiration of the grant agreement or until any audit findings and/or
recommendations from prior audit(s) have been resolved between the grantee and DPS, whichever is
later.
Page 1 of 3
Attachment A
Program Guidelines
REPORTING REQUIREMENTS
Progress Reports must be submitted monthly through E -grants by the third Friday of the month for
activity incurred in the previous month.
FINAL REPORT REQUIREMENTS
A final progress report is due at the end of the federal fiscal year (September 30). Final progress reports
must include the following:
• Full description of the program implemented
• Number of people who worked on the project
• Program obstacles
• Positive outcomes from the program
• Recommendations for program improvements
• Review of the project budget
RESOLUTIONS
A Resolution from a city council and/or county board is required from county and city government
entities. This resolution authorizes the entity to apply for and accept the grant funding needed to
conduct the project. Information and an example of a resolution can be found in Attachment D,
Resolution Process. Deviations from the example (such as including a specific dollar amount or an
individual's name rather than title, or changing the date) will likely cause delays in processing grants and
may not be acceptable. The resolution must be submitted before the grant is executed. The OTS is
unable to enter into an agreement until the resolution has been passed and a copy has been received.
EQUIPMENT
Equipment is not an allowable expense under this grant agreement.
MEETING REQUIREMENT
The grantee shall attend meetings as required by OTS.
TRAVEL
Reimbursement for travel and subsistence expenses actually and necessarily incurred by the Grantee as
a result of this grant contract will be paid in the same manner and in no greater amount than provided
in the current "Commissioner's Plan" promulgated by the commissioner of Employee Relations which is
incorporated into this grant contract by reference. Out of state travel must have prior written approval
by the authorized OTS authorized representative.
APPROVAL OF SUBCONTRACTS
All sub -contracts must be reviewed and approved by the OTS Coordinator before the sub -contracting
process begins. The OTS Coordinator must be provided with a copy of the sub -contract. Invoices from a
sub -contract not approved by the OTS Coordinator may not be eligible for federal reimbursement.
Page 2 of 3
Attachment A
Program Guidelines
EVALUATION
OTS shall have the authority, during the course of the grant period, to evaluate and monitor the
performance and financial records of the grantee.
FEDERAL AND STATE PROVISIONS
This grant agreement is subject to all applicable federal and state statutes and regulations, including, but
not limited to the following:
• Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. 794) and 49 CFR Part 27 which relates to
handicapped persons.
• 49 CFR Part 23 — Participation by minority enterprises in Department of Transportation
Programs; 49 CFR Part 29 Subpart F—The Drug -Free Workplace Act of 1988; 23 U.S.C. 101 Note
and 41 U.S.C.10a — Buy America Act; and 49 CFR Part 29 — Certification Regarding Debarment
and Suspension.
• Title VI of the Civil Rights Act of 1964, as amended.
• The Grantee certifies that the Grantee has a current safety belt use policy.
• 31 U.S.C. 1352 — Grant contracts over $100,000 require the Grantee to complete and sign the
Certification Regarding Lobbying form.
• The Grantee certifies that the Grantee will adopt and enforce workplace safety policies including
banning texting while driving in accordance with Minnesota Statute 169.475.
• The Grantee certifies that the Grantee will comply with the Federal Funding Accountability and
Transparency Act.
Page 3 of 3
Attachment B
Terms and Conditions
The Grantee (which refers to the applicant's status after it has been awarded grant funds) shall comply
with all applicable federal, state and local laws, ordinances, rules and regulations and provisions stated
herein in the performance of the grant award.
SURVIVAL OF TERMS
The following clauses survive the expiration or cancellation of the award:
9. Liability; 10. Audits; 11. Government Data Practices; 13. Publicity and Endorsement; 14. Governing
Law, Jurisdiction and Venue; and 16. Data Disclosure.
FINANCIAL AND ADMINISTRATIVE PROVISIONS
The Grantee will comply with all program guidelines specified in the Grant Program Guidelines
(Guidelines) and application which are incorporated herein by reference.
Budget Revisions: The Grantee will submit a written change request for any substitution of budget items
or any deviation in accordance with the Guidelines included in this application. Grantees whose requests
have been approved will be notified in writing by the State's Authorized Representative to the Grantee's
Authorized Representative. Requests must be approved prior to any expenditure by the Grantee.
PAYMENT TERMS
Payment: The State will promptly pay the Grantee after the Grantee presents an invoice for the services
actually performed and the State's Authorized Representative accepts the invoiced services in
accordance with the Guidelines included in this application. Expenditures for each state fiscal year (July
through June) of the grant agreement must be for services satisfactorily performed within applicable
state fiscal years. Under Minn. Stat. § 1613.98 subd. 1, the Grantee agrees to minimize administrative
costs.
TIME
The Grantee must comply with all the time requirements described in the application and grant
agreement. In the performance of the award, time is of the essence.
CONSIDERATION AND PAYMENT
The State will pay for all services performed by the Grantee under the grant agreement as a
reimbursement according to the breakdown of costs contained in the Guidelines and Grantee's
application that will be incorporated into the grant agreement.
Under Minn. Stat. § 1613.98, subd. 7, payments to the Grantee may not be issued until the grant
agreement is fully executed.
CONDITIONS OF PAYMENT
All services provided by the Grantee under the grant agreement must be performed to the State's
satisfaction, as determined at the sole discretion of the State's Authorized Representative so named in
the grant agreement and in accordance with all applicable federal, state, and local laws, ordinances,
rules and regulations. The Grantee will not receive payment for work found by the State to be
unsatisfactory or performed in violation of federal, state, or local law.
Page 1 of 4
Attachment B
Terms and Conditions
AUTHORIZED REPRESENTATIVE
The State's Authorized Representative or his/her successor is so named in the grant agreement and has
the responsibility to monitor the Grantee's performance and has the authority to accept the services
provided under the grant agreement opportunity. If the services are satisfactory, the State's Authorized
Representative will certify acceptance on each invoice submitted for payment.
The Grantee's Authorized Representative is so named in the grant agreement. If the Grantee's
Authorized Representative changes at any time during the grant agreement, the Grantee must
immediately notify the State.
ASSIGNMENT, AMENDMENTS, WAIVER, AND GRANT AGREEMENT COMPLETE
The Grantee may neither assign nor transfer any rights or obligations under the grant agreement
without the prior consent of the State and a fully executed Amendment, executed and approved by the
same parties who executed and approved the grant agreement, or their successors in office.
Any amendment to the grant agreement must be in writing and will not be effective until it has been
executed and approved by the same parties who executed and approved the original grant agreement,
or their successors in office.
If the State fails to enforce any provision of the grant agreement, that failure does not waive the
provision or its right to enforce it.
The grant agreement contains all negotiations and agreements between the State and the Grantee. No
other understanding regarding the grant agreement, whether written or oral, may be used to bind
either party.
LIABILITY
Grantee must indemnify, save and hold the State, its agents, and employees harmless from any claims
or causes of action, including all attorneys' fees incurred by the State arising from the performance of
the grant agreement by the Grantee or the Grantee's agents or employees. This clause will not be
construed to bar any legal remedies the Grantee may have for the State's failure to fulfill its obligations
under the grant agreement and subsequent grant agreements. The liability for Grantees that are
municipalities is governed by Minn. Stat. § 466 and any other applicable law, rule or regulation.
AUDITS
Under Minn. Stat. § 1613.98, subd. 8, the books, records, documents, and accounting procedures and
practices of the Grantee or other party that are relevant to the grant agreement or transaction are
subject to examination by the State, and/or the State Auditor or Legislative Auditor as appropriate, for a
minimum of six years from the grant agreement end date, receipt and approval of all final reports, or
the required period of time to satisfy all state and program retention requirements, whichever is later.
Federal audits shall be governed by requirements of federal regulations.
Page 2 of 4
Attachment B
Terms and Conditions
If applicable, if the Grantee (in federal OMB Circular language known as "subrecipient") receives federal
assistance from the State of Minnesota, it will comply with the Single Audit Act Amendments of 1996 as
amended and Office of Management and Budget Circular A-133, "Audits of States, Local Governments
and Non -Profit Organizations" for audits of fiscal years beginning after June 30, 1996; and, required
audit reports must be filed with the State Auditor's Office, Single Audit Division, and with federal and
state agencies providing federal assistance, and the Department of Public Safety within nine months of
the Grantee's fiscal year end.
GOVERNMENT DATA PRACTICES
The Grantee and the State must comply with the Minnesota Government Data Practices Act, Minnesota
Statutes, Chapter 13, as it applies to all data provided by the State under the grant agreement, and as it
applies to all data created, collected, received, stored, used, maintained or disseminated by the Grantee
under the grant agreement. The civil remedies of Minnesota Statutes, section 13.08 apply to the release
of the data referred to in this clause by either the Grantee or the State.
If the Grantee receives a request to release the data referred to in this clause, the Grantee must
immediately notify the State. The State will give the Grantee instructions concerning the release of the
data to the requesting party before the data is released.
WORKERS' COMPENSATION
Grantee certifies that it is in compliance with Minnesota Statutes, § 176.181, subdivision 2, pertaining to
workers' compensation insurance coverage. The Grantee's employees and agents will not be considered
State employees. Any claims that may arise under the Minnesota Workers' Compensation Act on behalf
of these employees and any claims made by any third party as a consequence of any act or omission on
the part of these employees are in no way the State's obligation or responsibility.
PUBLICITY AND ENDORSEMENT
Any publicity regarding the subject matter of the grant agreement must be in accordance with the
Guidelines included in this application. The Grantee must not claim that the State endorses its products
or services.
GOVERNING LAW, JURISDICTION, AND VENUE
Minnesota law, without regard to its choice -of -law provisions, governs the grant agreement. Venue for
all legal proceedings out of the grant agreement, or its breach, must be in the appropriate state or
federal court with competent jurisdiction in Ramsey County, Minnesota.
TERMINATION
Termination by the State. The State may cancel the grant agreement at any time, with or without cause,
upon 30 days' written notice to the Grantee. Upon termination, the Grantee will be entitled to payment,
determined on a pro rata basis, for services satisfactorily performed.
Termination by the Grantee. The Grantee may request termination upon 30 day's notice to the State's
Authorized Representative. Upon termination, the Grantee is entitled to payment for services actually
performed and agrees to return any unused funds to the State.
Termination for Insufficient Funding. The State may immediately terminate the grant agreement if it
does not obtain funding from the Minnesota Legislature, or other funding source; or if funding cannot
Page 3 of 4
Attachment B
Terms and Conditions
be continued at a level sufficient to allow for the payment of the services under the grant agreement.
Termination must be by written or fax notice to the Grantee. The State is not obligated to pay for any
services that are provided after notice and effective date of termination. However, the Grantee will be
entitled to payment, determined on a pro rata basis, for services satisfactorily performed to the extent
that funds are available. The State will not be assessed any penalty if the grant agreement is terminated
because of the decision of the Minnesota Legislature, or other funding source, not to appropriate funds.
The State must provide the Grantee notice of the lack of funding within a reasonable time of the State
receiving that notice.
Termination for Failure to Comply. The State may cancel the grant agreement immediately if the State
finds that there has been a failure to comply with the provisions of the grant award, that reasonable
progress has not been made or that the purpose for which the funds were granted have not been or will
not be fulfilled. The State may take action to protect the interests of the State of Minnesota, including
the refusal to disburse additional funds and requiring the return of all or part of the funds already
disbursed.
DATA DISCLOSURE
Under Minnesota Statutes, § 270C.65, and other applicable law, the Grantee consents to disclosure of
its social security number, federal employer tax identification number, and/or Minnesota tax
identification number, already provided to the State, to federal and state tax agencies and state
personnel involved in the payment of state obligations. These identification numbers may be used in the
enforcement of federal and state tax laws which could result in action requiring the Grantee to file state
tax returns and pay delinquent state tax liabilities, if any, or pay other state liabilities.
OTHER PROVISIONS BE IT UNDERSTOOD:
a. By filing of this application, the applicant has therefore obtained the necessary legal authority to
apply for and receive the proposed grant;
b. The filing of this application has been authorized by applicant's governing body, and the official
who has applied his/her signature to this application has been duly authorized to file this
application for and on behalf of said applicant, and otherwise to act as the representative of the
applicant in connection with this application;
The activities and services for which assistance is sought under this grant will be administered
by or under the supervision and control of applicant;
d. Fiscal control and accounting procedures will be used to ensure proper disbursement of all
funds awarded.
Page 4 of 4
Attachment C
Federal Audit Requirements
1. FOR SUBRECIPIENTS THAT ARE STATE OR LOCAL GOVERNMENTS, NON-PROFIT
ORGANIZATIONS, OR INDIAN TRIBES
If the grantee expends total federal assistance of $500,000 or more per year, the grantee agrees to obtain
either a single audit or a program -specific audit made for the fiscal year in accordance with the terms of
the Single Audit Act Amendments of 1996.
Audits shall be made annually unless the state or local government has, by January 1, 1987, a
constitutional or statutory requirement for less frequent audits. For those governments, the federal
cognizant agency shall permit biennial audits, covering both years, if the government so requests. It shall
also honor requests for biennial audits by governments that have an administrative policy calling for
audits less frequent than annual, but only audits prior to 1987 or administrative policies in place prior to
January 1, 1987.
FOR SUBRECIPIENTS THAT ARE INSTITUTIONS OF HIGHER EDUCATION OR HOSPITALS
If the grantee expends total direct and indirect federal assistance of $500,000 or more per year, the
grantee agrees to obtain a financial and compliance audit made in accordance with OMB Circular A-110
"Requirements for Grants and Agreements with Universities, Hospitals and Other Nonprofit
Organizations" as applicable. The audit shall cover either the entire organization or all federal funds of
the organization. The audit must determine whether the subrecipient spent federal assistance funds in
accordance with applicable laws and regulations.
The audit shall be made by an independent auditor. An independent auditor is a state or local
government auditor or a public accountant who meets the independence standards specified in the
General Accounting Office's "Standards for Audit of Governmental Organizations, Programs, Activities,
and Functions."
The audit report shall state that the audit was performed in accordance with the provisions of OMB
Circular A-133 (or A-110 as applicable). The reporting requirements for audit reports shall be in
accordance with the American Institute of Certified Public Accounts' (AICPA) audit guide, "Audits of State
and Local Governmental Units," issued in 1986. The federal government has approved the use of the audit
guide. In addition to the audit report, the recipient shall provide comments on the findings and
recommendations in the report, including a plan for corrective action taken or planned and comments on
the status of corrective action taken on prior findings. If corrective action is not necessary, a statement
describing the reason it is not should accompany the audit report.
4. The grantee agrees that the grantor, the Legislative Auditor, the State Auditor, and any independent
auditor designated by the grantor shall have such access to grantee's records and financial statements as
may be necessary for the grantor to comply with the Single Audit Act Amendments of 1996 and OMB
Circular A-133.
5. Grantees of federal financial assistance from subrecipients are also required to comply with the Single
Audit Act and OMB Circular A-133.
6. The Statement of Expenditures form can be used for the schedule of federal assistance.
7. The grantee agrees to retain documentation to support the schedule of federal assistance for at least four
years.
Page 1 of 2
Attachment C
Federal Audit Requirements
8. Required audit reports must be filed with the State Auditor's Office, Single Audit Division, and with
federal and state agencies providing federal assistance, and the Department of Public Safety within
nine months of the grantee's fiscal year end.
OMB Circular A-133 requires recipients of more than $500,000 in federal funds to submit one copy of the
audit report within 30 days after issuance to the central clearinghouse at the following address:
Bureau of the Census
Data Preparation Division
1201 East 10th Street
Jeffersonville, Indiana 47132
Attn: Single Audit Clearinghouse
THE DEPARTMENT OF PUBLIC SAFETY'S AUDIT REPORT SHOULD BE ADDRESSED TO:
Minnesota Department of Public Safety
Office of Fiscal and Administrative Services
444 Cedar Street
Suite 126, Town Square
St. Paul, M N 55101-5126
Page 2 of 2
Attachment D
Resolution
The resolution process should start as quickly as possible. Your resolution must be made to request funding
and participation in the project for a 12 -month period.
REQUIREMENTS:
Before OTS can implement a grant, the lead agency mentioned in the application that will receive this
federal funding must have provided the OTS with a resolution from the appropriate city council or county
board authorizing its participation in the program. Legal signatures for a city are the Mayor and City Clerk
(M.S. 412.201): for a county are the Board Chair and Clerk of County Board (M.S. 375.13); or individual(s)
named in resolution approved by appropriate City Council or County Board.
INSTRUCTIONS:
The attached sample resolution has a place for two officials to sign certifying that the resolution was
adopted. Several other methods of certifying that a resolution was adopted are also acceptable; all involve
ink signatures and some also require imprints of city/county seals.
Using the exact format provided will ensure acceptability by OTS and quicker processing of awarded grants.
Including a grant dollar amount in the resolution will cause problems if the amount awarded is different
than the amount requested. If your council or board requires a specific amount, have the words "or a lesser
amount as awarded by the Department of Public Safety" added after the amount is specified. Including the
proper name of an authorized official, rather than just a title, will cause problems if the person in that
position or office changes. If your council or board requires a specific name as well as title, have the words
"and (his or her) successor (on staff or in office)" added after the name is specified. Including specific dollar
amounts and/or names without the suggested added phrases may mean the entire resolution will need to
be redone.
The first paragraph in the sample states the name of the agency authorized to participate in the project,
and the agency providing the grant (OTS). Include your project name and the beginning and ending dates of
the grant.
The second paragraph in the example states the title of the person authorized to sign the grant and
implement its provisions for the agency passing the resolution.
Page 1 of 2
RESOLUTION AUTHORIZING EXECUTION OF AGREEMENT
Be it resolved that (AGENCY NAME) enter into a grant agreement with the
Minnesota Department of Public Safety, for a Data Driven Approaches to Crime and Traffic Safety (DDACTS)
Program during the period from MONTH, DATE, 2013 through MONTH, DATE, 2014.
(NAME, TITLE of LEAD AGENCY AUTHORIZED OFFICIAL) is hereby authorized to execute such
agreements and amendments as are necessary to implement the project on behalf of (AGENCY NAME)
and to be the fiscal agent and administer the grant.
(The following is an example of a signature block — other formats for certifying a resolution has been
adopted are permitted. In addition, you could instead provide a copy of official minutes of council meeting
at which the resolution was approved.).
I certify that the above resolution was adopted by the Mayor or City Clerk
of
(Name of Lead)
SIGNED:
(Signature)
City Mayor*
(Title)
(Executive Body)
on
(Date)
WITNESSETH:
(Signature)
City Clerk*
(Title)
(Date) (Date)
*or individual(s) named in approved resolution.
Page 2 of 2
Data Driven Approach to Crime and Traffic Safety
Provided by the Office of Traffic Safety
Work Plan
Prepared by Captain Brent Johnson and Sergeant Erik Husevold
03/11/2013
The Cit, of f Hopkins
The City of Hopkins is a vibrant and diverse community, known for offering the activities of
a large city while maintaining a small town feel. The city of Hopkins is a second tier suburb of
Minneapolis encompassing 4.4 square miles with a population of 17,145 where 65% of the
housing stock is rental property. The median age is 34 years with 19.6% of the population under
the age of 18 years (2012 Census).
Hopkins is a culturally and ethnically diverse community where 48 different languages are
spoken and 33.4% of the population is racially diverse. There are 8,390 total housing units in
Hopkins. Of these, 3,120 are owner -occupied (37.9%), and 5,104 are renter -occupied (62.1%,
compared to the national average of 33.80%). The Hopkins Police Department is unique to
surrounding suburbs due to the diverse composition of the citizens we serve. We as police take
great pride in serving each citizen with respect and with exceptional customer service, no matter
their background, living situation, or belief system.
The mission statement of the Hopkins Police Department is - Service to the Community with
Honesty, Integrity and Respect. The vision of the Hopkins police department is to be recognized
as a progressive law enforcement agency striving to enhance the quality of life for all
citizens. We seek to collaborate with all stakeholders to continually improve our
community. The Hopkins Police Department will recruit, hire and retain the most qualified
personnel to fulfill this vision. As a department, we identified our core values:
• Ethical — We employ personnel of the highesf ethical character who are guided by the
principles of honesty integrity and respect
• Dedicated — Committed to self, partner, department and the public which we serve,
where going above and beyond is the expectation, not the exception
• Progressive - Find new ways, procedures, and tools to best serve the community
• Problem Solvers — Committed to identifying and solving problems by building positive
community partnerships
DDACTS Work Plan
Hopkins Police Department
The Hopkins Police Department has a long history of incorporating a community orientated
policing philosophy for the past 100 years. Our agency was established in early 1900's and the
first patrol officers were well known by neighbors. Hopkins was founded as an immigrant
community and still holds on to its small town feel. Residents know each other and have
relationships with the officers who patrol their neighborhoods and businesses. Surveys of
residents continually show a strong support and trust for the police.
Currently the agency employs 27 sworn officers, 4 full time public service officers, 10 full
time civilian staff, a group of 15 reserve officer volunteers, and 10 Multi Cultural Advisory
Committee volunteers. The Police Department is responsible for patrol, investigations,
community outreach, and crime prevention. The department provides one investigator to the
South West Metro Drug Task Force, a multi jurisdictional unit that conducts investigations of
illegal drug activity. The Hopkins Police Department has a ten member SWAT team, which is
part of a five -city consortium that trains and responds to high-risk events. The most recent
special assignment established in the police department is the School Resource Officer Position
which works with the nine educational institutions in our city.
We are constantly trying to find new ways to connect with our community. The Hopkins
Police Department created an activities committee to facilitate new and creative ways to connect
with the community. Some of these events include Cops n' Kids fishing event, Cops n' Kids
Christmas Shopping, Daddy and Me reading events, Polar Plunge Special Olympics fund raising,
Citizen's Academy, and Teen Academy.
The Hopkins Police Department is part of the Hennepin County Joint Community Police
Partnership (JCPP). We have formed a partnership with Hennepin County in order to continue to
build on our community relationships. Hennepin County employs a police liaison who works
full time at the Hopkins Police Department with the primary goal of enhancing community
relationships.
Our JCPP liaison, Sonya Smith, organizes and facilitates several multi -cultural learning
events during the year. Liaison Smith coordinates with employees from the police department
and members of the community, to foster positive police relationships with the community.
Liaison Smith facilitates educational seminars with the public, which cover a multitude of law
enforcement related issues while encouraging partnerships and individual accountability..
Liaison Smith also oversees a Multi -Cultural Advisory Committee (MAC), which is comprised
of volunteers from the community who meet every month at the police department to share
community concerns, discuss new ways to perform outreach efforts, and to improve the
transparency of the police department.
Each month we also invite other community members and stake holders into our police
department to facilitate further outreach efforts with the MAC committee. The MAC committee
2
DDACTS Work Plan Hopkins Police Department
has organized a Cinco de Mayo festival each year and recently a multi -cultural festival. These
festivals have had significant attendance and have really allowed the police department to engage
in conversations with many citizens who have never had contact with the police. Additionally,
the police department hosts a citizen's academy, teen academy, and numerous public tours each
month. In the field, our officers go out of their way to engage citizens in a positive manner,
answer questions, and share their experiences. We accomplish these activities in order to open
the department to the public and to increase the transparency of the police department.
As stated by Chief Beck of the Los Angeles Police Department, we understand how
important transparency is in law enforcement, "We need to be extremely transparent. As we
advance this discussion of how law enforcement will use information and how we tie that
information to officer deployment, all of these discussions must be open" (Pearsall, 2010). The
Hopkins Police Department shares this same philosophy and the assistance of the DDACTS
grant will only further our abilities to be transparent and effectively share information with the
public.
The Hopkins Police Department is a locally, nationally, and internationally recognized as a
leader in policing with recent awards such as; International Association of Chiefs of Police 2012
Community Policing Award, the 2009 Civil Rights Award, the National 2011 MetLife
Foundation Community -Police Partnership Award for innovative community safety efforts,
National runner-up for the Enrique S. Camarena Award in 2010 for drug prevention and
education efforts, National Law Enforcement Officers Memorial Fund Officer of the Month
February 2009, Minnesota Crime Prevention Association Rosie Griep Lifetime Achievement
Award in 2010, Minnesota Sheriff's Association Medal of Commendation in 2006 and 2008 for
on duty and off duty life saving actions, Minnesota Sex Crimes Association Investigator of the
Year in 2006.
The Hopkins Police Department has had extensive experience over the past years with local,
state and federal grant management to include; LISC Blake Road Corridor Grant, federal and
state ballistic vest grant programs, MN OJP COPS Grants, MN DPS Office of Traffic Safety
"Operation Nitecap" and multi- agency "Safe and Sober/ TZD grants, state POST Board law
enforcement training, Hennepin County partnership with JAG Brynes Recovery Act grant,
Hopkins School District partnership grants ("ONE Voice", Park Nicollet and AmeriCorps), local
Optimist Club, local American Legion, local "NORC" - Jewish Family and Children Services,
local "Golden Living Center" grants and lastly the State of MN Department of Natural Resources
Grant for Cops n Kids Fishing.
3
DDACTS Work Plan
Proposal
Hopkins Police Department
The Hopkins Police Department is committed to providing the citizens of Hopkins with
the highest level of quality service. This "quality service" philosophy is engrained in our
mission statement, core values and vision for the department. We believe that all employees are
equally responsible to full fill this vision and it is not driven by a "top down" approach, rather an
equal opportunity for all members of the organization to utilize their talents and creativity to
solve issues and problems, which we are faced with daily in our community. This organizational
style of policing has developed a series of initiatives which we would like to share with you.
These initiatives include: CAP meetings, the Focus Unit, CISA meetings, nuisance property and
crime free multi -housing initiatives, crime prevention meetings and strategic planning sessions.
The Hopkins police department encourages all employees from the city of Hopkins to
attend weekly Crime Assessment and Planning meetings (CAP) at the department. These
meetings focus on analyzing our current crime data, statistics, and trends, in an effort to develop
ideas to reduce crime and improve the quality of life within the city. These meeting include: the
city's inspection department, fire department, crime prevention, community outreach JCPP
liaison, investigations unit, drug task force, city attorney, city manager and public works.
Within these meeting we discuss ways to reduce police service calls, by discussing
nuisance properties, top offenders and current crime trends. Our support services manager is
responsible for the statistical reporting of crime within our city, and has developed weekly
statistical analysis on the locations which create the highest call volume. By breaking down each
one of these calls for service, we are able to evaluate what the problem may be and why it is
reoccurring. This is very time consuming for the supports services manager and we hope to
acquire software through this DDACTS grant which will enable us to identify these hot spots.
One example of our current data driven approach to reducing crime arises from a recent
situations from one of our local bars. This establishment continues to have disorderly patrons in
the evening, which appear to be from over serving of alcohol. With this information, we have
determined that the over serving of alcohol is the most significant factor creating these calls for
service. To create a problem solving approach, and decrease repetitive enforcement efforts by
our agency, we have set up monthly meetings with the owner and management of this
establishment.
At these meetings, bar management and police department employees discuss the latest
calls for service and also analyze police calls for other similar establishments to compare
business practices, so we can identify the root of their problem. We use these informational
sessions to educate the business on city ordinances, licenses and the responsibility in which we
share as community partners. A couple of our officers took it upon themselves to attend training
on alcohol compliance and now conduct training on licenses, state statues and local ordinance,
4
DDACTS Work Plan
Hopkins Police Department
for each of the licensed liquor establishments within the city. This has drastically reduced the
call volume at this particular establishment.
Another one of our proactive initiatives for problem solving within the community was to
develop a Focus on Crime Using Strategy (FOCUS) unit. This unit is comprised of a Sergeant
and two officers who spend their time addressing quality of life issues, "broken windows" within
the community, and increase enforcement efforts where we believe additional resources are
needed. These officers are not assigned to any particular shift and are not responsible for taking
calls for service. This allows them to "focus" on problem areas and issues in the community that
we have identified. This unit is also responsible for working with our crime prevention liaison
and community outreach coordinator to educate and increase positive police partnerships in our
community building efforts. Again, we would benefit from this grant by acquiring the software
to truly identify crime patterns through specific data in an effort to better allocate our resources.
The Hopkins police department has developed a team policing concept with the four
separate patrol shifts within the department. The city is also divided into four different patrol
sectors. Each sergeant is assigned a specific sector and is responsible for identifying crime or
problems within these sectors and is tasked with solving these issues or crimes. Sector sergeants
conduct semi-annual town hall meetings with community members from their sector. At the
town -hall meetings, each respective sergeant presents crime statistics, discusses recent trends,
shares crime prevention techniques, and highlight police department updates. In addition to
these meetings, the sector sergeant is responsible for meeting with neighborhood captains,
conducting community outreach, and making themselves an available point of contact for
community members.
Along with these responsibilities, the sector sergeant has been tasked with a traffic
project with the goal of addressing a traffic related issue. Some of these issues may be traffic
crashes in a certain area, or other traffic related problems or violations identified by officers or
the public.
The Hopkins police department has also taking a priority with traffic safety and we
currently are engaged in the TZD grant, along with the Hennepin County Traffic Enforcement
Group. (HCTEG) Traffic safety and education, are one of our priorities in the community and
we take every opportunity to host child safety seat presentations and basic traffic safety and laws,
to our multi -cultural community. Many of these presentations have been instructed at apartment
complexes across the city for convenience purposes. We also encourage our residents to have
their child safety seat inspected by one of our certified inspectors.
Along these same problems solving, and crime preventing initiatives, our department has
been engaging in weekly regional investigator meetings, and working with CISA in the
Southwest Hennepin Crime Collaboration. We share weekly crime data with the Hennepin
County Sheriff's department CISA unit which disseminates some of the major crimes in our city
DDACTS Work Plan
Hopkins Police Department
with other local law enforcement partners such as Bloomington, Eden Prairie, Edina, Golden
Valley, Minnetonka, Minneapolis, Richfield, St. Louis Park and Wayzata. This CISA unit
analyzes the specific crime in Hennepin County in order to identify crime patterns and
disseminate pertinent situational awareness information. This information sharing has been
critical for preventing and solving crime in our community and we can only increase our crime
fighting initiatives with the acquisition of crime mapping and data driven software.
The Hopkins police department has also instituted a nuisance property ordinance and
crime free multi -housing initiatives to improve the quality of life within the rental community,
and hold tenants and property owners responsible for repetitive police service calls at properties.
The city of Hopkins currently has a high number of rental properties, approximately 63% of all
housing. This nuisance property initiative requires all officers to document and report nuisance
and disorderly behavior in police reports, which are forwarded to our crime prevention specialist
and city inspections department.
By setting a certain criteria within our city ordinance we are able to hold these problem
tenants and property owners accountable for activity in and around these properties. After three
subsequent nuisance property reports within a one year period we are able to hold the property
owner responsible for evicting these tenants. Various monetary fines and the ability to revoke a
rental license ensure that property owners conduct thorough background checks and rent to
responsible citizens in our community; which ultimately prevents future crime within our
community. These partnerships create an environment of responsibility which is incumbent
upon all of our stake holders.
These current problem solving initiatives are a small representation of our departments
approach to improving the quality of life and preventing and solving crime within our
community. Additional funding for advanced data driven software and specific targeted
enforcement funding in areas of the city would only increase our capabilities as an agency.
Goal 1 — Data Collection and Analysis
Data collection and analysis is an essential part of intelligence led policing and is
essentially the most innovative way to prevent and solve crime. Utilizing past and current
statistical data will only improve the efficiency of our police resources and therefore we will be
able to more effectively serve the citizens of Hopkins.
Our baseline statistical data is drawn from VisionAir Computer Aided Draft (CAD)
system. This system logged all calls generated by our in-house dispatch center, which was
disbanded in August 2012. We were able to cultivate five years worth of statistical data in order
to identify the areas where increased police enforcement could yield the most benefit. The
timeframe for the historical data is August 1, 2007 to August 21, 2012. We concluded our data
analysis in August 2012 due to a change in call -for -service classifications, when we switched
0
DDACTS Work Plan
Hopkins Police Department
from an internal dispatch center, to the Hennepin County Dispatch Center due to budgetary
constraints.
The Hopkins Police Department has also recently implemented a new records
management (RMS) and reporting system. After thorough research and consideration, The
Hopkins Police Department adopted a new Records Management System (RMS) through the
Law Enforcement Technology Group (LETG). We implemented LETG on December 12, 2012
and it has drastically improved our report writing and records maintenance abilities. All future
data will be drawn from this system.
We are constantly trying to find ways to stay progressive as an agency. In the last few
months, our department has been researching a new company called BAIR Analytics (Behavior
Analysis and Intelligence Resources). BAIR Analytics specializes in data analysis and crime
mapping software for law enforcement. Our newly acquired RMS system, LETG, works
seamlessly with Bair Analytic software. We are considering purchasing one of Bair Analytics'
products called, RAIDS Online.
RAIDS Online provides two services; public view and law enforcement view. We are
able to select specific calls to be uploaded into the RAIDS Online program which will create a
map that is accessible by the public for no charge. The second service, tailored to law
enforcement, is called ATAC Raids. This service provides more detailed internal crime mapping
and analysis specifically for law enforcement. ATAC Raids costs $3,000 per year and we are
also considering partnering with other local law enforcement agencies in order to share the
benefits and associated costs with the software. DDACTS grant funds would afford us the
ability to purchase the software, acquire the required training and equipment necessary to
implement this data -driven program.
ATAC Raids analyzes all police calls in order to provide officers and command staff with
user friendly crime maps. Officers would be able to identify which areas are experiencing the
highest number of police calls. Additionally, we would be able to compare statistics from
different time frames and between different locations.
The next data analysis program we are interested in purchasing is an advancement of
ATAC Raids, called "Predictive Policing." This upgrade will provide officers with an extensive
breakdown of crime and crash data in order predict crime trends and future patterns. The
Predictive Policing software program would strengthen our proactive policing approach and
assist our efforts greatly. The cost of the Predictive Policing workstation is approximately
$9,000. We estimate training and travel costs for the program at $3,000.
The Predictive Policing program will utilize all data beginning with the adoption of the
LETG records program in December 2012. We would continue to upload all field generated
internal data and external calls for service to ATAC Raids and the Predictive Policing program.
This information analysis will provide direction to officers and will emphasis proactive policing.
7
DDACTS Work Plan
Hopkins Police Department
As stated by LAPD Police Chief Beck, "Predictive policing entails becoming less reactive. The
predictive vision moves law enforcement from focusing on what happened to focusing on what
will happen and how to effectively deploy resources in front of crime, thereby changing
outcomes" (Pearsall, 2010). We will utilize the DDACTS funds to purchase the predictive
policing program to simultaneously address crime problems, traffic crashes, and quality of life
concerns.
Baseline Data
In order to identify the hot spots in Hopkins, we analyzed a combination of police calls
over a five year period. We spoke informally with officers to include their input as to where they
felt increased police presence would be most beneficial. We discussed the input of community
members, business owners, and extra patrol requests. Lastly, we analyzed statistics for previous
calls for service.
We identified three areas with substantial police activity, high numbers of calls for
service, busy intersections, and a mixture of business and residential areas. We felt these factors
were essential in order to most efficiently utilize police services in order to reduce social harm,
improve overall quality of life, while forming partnerships with stakeholders. The three
locations we identified are:
■ Hot Spot 1 — Downtown Hopkins
■ Hot Spot 2 — North Blake Rd Corridor
■ Hot Spot 3 — South Blake Rd Corridor
Calls for service 2012
08/01/2012 — 08/01/2011
Calls for service 2011
08/01/2011-08/01/2010
Calls for Service — 5 years
08/21/2012 - 8/01/2007
Hot Spot 1 3,928
3,681
18,248
Hot Spot 2 2,537
2,062
10,702
Hot Spot 3 1,460
1,417
6,042
After reviewing the statistical data associated with the calls for service in these Hot Spots we
determined that the times with the most activity and calls for service are as listed.
Calls for Service
Supday
Monday -Thursday
Frida /Saturda
Hot S of 1
1200-2000 hrs
1400-2000 hrs
1400-0230 hrs
Hot Spot 2
1200-2100 hrs
0700-1000 hrs
1400-2200 hrs
1000-0300 hrs
Hot Spot 3
1100-2100 hrs
0630-0830 hrs
1200-2200 hrs
1200-0000 hrs
DDACTS Work Plan Hopkins Police Department
We saw an increase in calls in Hot Spot 1 during the weekend and in the late evening.
We attributed this increase in activity in the downtown area on the weekends for shopping,
special events, and recreational activities. The increase in late evening into early morning calls
appeared to be influenced by the liquor establishments and subsequent traffic calls, disturbances,
and other calls of that nature.
Hot Spot 2 had an earlier time frame than Hot Spot 1 regarding the increased number of
calls. The early time was attributed to the amount of traffic that passes through the area during
early hours of the morning. Calls for service also went later into the morning than Hot Spot 3.
Again, this could be attributed to the amount of traffic passing through as well as the collection
of twenty-four hour businesses in the area.
Hot Spot 3 saw an earlier start time than the other hot spots. We concluded this earlier
start time was again due to vehicle traffic passing through the area. Like Hot Spot 2, the calls for
service increased in the afternoon during the lunch rush hour then into the evening time.
Crash Data
2011 Crashes
2012 Crashes
Hot S of 1 134
100
Hot Spot 2 53
54
Hot S of 3 28
33
2011 Crashes with
IdLuIry
Time Frame
2012 Crashes with
In'
Time Frame
Disturbance
Hot Spot 1 14
1500-2100
8
1100-1700
Hot Spot 2 3
0800-1000
2
1500-0100
Hot Spot 3 2
1600
0
n/a
The traffic accidents with injuries were spread throughout the day. The majority of the
accidents from each year fall into the time frames listed above. We noticed that accidents with
injuries occurred more often in the day time during the winter months (December— March)
versus the summer months.
* The community policing data is a combination of foot patrol, community meetings, and citizen engagement contacts.
7
Assault
Burglary
Community
Policin
Disturbance
Noise
Robbery
Sus ip cion
Hot Spot 1
98
74
902
1380
413
16
1525
Hot Spot 2
92
47
1367
917
317
14
1138
Hot Spot 3
42
72
1 365
1 356 1
48
1 8 1
1065
* The community policing data is a combination of foot patrol, community meetings, and citizen engagement contacts.
7
DDACTS Work Plan
Hopkins Police Department
These calls were pulled from the five-year statistics. After reviewing the information, it
is clear that there are substantial differences among the hot spots. These statistics assisted us in
creating our operational plan. We relied on information gleaned from past calls for service in
order to develop an approach to lower traffic accidents and crime stats.
Reviewing the statistics can help guide police efforts. For example, in hot spot three,
there were substantially less accidents with injuries than with hot spot one. Therefore, directed
and increased traffic enforcement initiatives at high traffic intersections should be utilized in Hot
Spot 1 instead of Hot Spot 3. The numbers also show almost equal burglary calls in Hot Spot 1
and Hot Spot 3. Hot Spot 3 has fewer residential areas, which means the burglaries are more
prevalent per capita within this hot spot. Therefore, foot patrol and bicycle patrol in specific
residential areas in Hot Spot 3 could lower burglary incidents. We provide further details in the
operational plan.
Data Analysis and Information Sharing
Currently, our crime data analysis is completed by our Support Services Manager. She
counts each call for service and individually categorizes every call. She organizes the
information to share with the department at our weekly Crime Assessment and Planning (CAP)
meetings as well as distributing criminal statistics through e-mail. Below is the most recent
crime statistic information for our police department.
HOPKINS POLICE DEPARTMENT CRIMINAL INCIDENTS
WEEK OF 02/25/13-03103113
Weekly Yeo, to Date
Part I Violent Crime
02125.43."03
2019
YTD..'
2013
YTD
2012
:.YTD
2011
tyr%
Chane
2yr%
Ch - go
Homlcioe
0
1
0 -100,ml
C, 0%
Rape
0
1
2
.100.0%
-20c'.0%
Rotrlu
1
I
1
5
50.0%
-80.0%
A rarated Assault
0
4
1
1
300.0%
300.D%
Total Violent Crimes
1
5
5
8
0.0%
-37.5%
Part i pro C#M"
bur 1a31
121
8 1
6
50.0%
SDA%
LarcenyfTnett
13
60
53
49
13.2%
2.24%
Auto Theft
0
0
7
4
-700.D%
-400.0%
Arson
0
0
0
01
0.0%
0.0%
T
16
- _ 72
68
'61
6.0% ..
18,0%
Total Part 1 Crimsa
17
T7
72
69
6.9%
11.6%
Pod Y CtInat
AaeaU4
4
21
18
20
16.7%
5.0%.
Fa a fCounteriNlJn
4
4
3
0.0%
33.3%
Fraud
1
9
8
7
12.5%
28.6%.
Emhe.lera-t
0
0
0
0
0.0%
CA%
Possess Stolen Property
C
3
1
50.0%
21£.0 %
Vandalism
16
151
231
6.7%
-30.4%
Weapons
C
2
0
0
200.6%
200.0%
Prost,lulion
C
1
i
D
0.0%
11 .0%
Criminal Sexual Conduct
C
3
2
1
S0.D%J
200.0%
tlarwtics
19
21
18
-9.5%
18.8%
GomWi
0
0
0
0
0.0%
0.0%
Farad !Children
0
1
0
0
100.0%
100.0%
DUI
21
16
14
31.3%
50.0%
L uor'lialatons
1
12
12
3
0.0%
300.0%
Disord Conduct
3.»,.
11
4
10
175.0%
IL0%
✓ tone
0..:.<
0
0
0
0.0%
0.0%
All CNhar Otfanses
23_8
46
-17.9%
-5D.0%
Total Part 0 Crknea
18
i"12
114
11:511
1.4%
Total Crimea
3b
223
203
213
9.9%
4 7%
10
DDACTS Work Plan
Hopkins Police Department
Most Common Crimes - Past & Weeks
Weeks
+burglary.
s-TheR
�-,... D—Q. b Pryxrty
Our future analysis will be conducted by the three BAIR Analytics programs. The
Hopkins Police Department would like to acquire the three analysis programs previously
discussed (RAIDS Online, ATAC Raids, Predictive Policing). These programs would greatly
assist our crime data analysis and presentation. We are currently in discussions with BAIR
Analytic representatives and how we could implement this software with our current records
management system, LETG. Currently all data saved with LETG is retained for approximately
ten years.
We will continue to upload crime statistics onto the city website each year. With the
introduction of ATAC Raids, we hope to have a user friendly crime statistic documents uploaded
to the city website each month. We will reformat the current website layout and include a
separate hyperlink specifically for monthly crime statistics. We will also include a link for
information specifically about hot spot data analysis. In the hot spot data analysis, we will show
our initially determined hot spots, historical hot spot data, current hot spot data, and any new hot
spot developments. We understand that our hot spots could certainly change, shift, expand, or
become more focused. We will adapt our police efforts to order to conform to the information
that we receive.
We will use several different avenues in order to reach out to the public with our crime
and traffic safety information. We will provide apartment complex managers with a call -for -
service report each week utilizing the LETG web -reporting program. We will analyze and share
crime statistics at our weekly crime prevention meetings. Lastly, we will take the information
and analysis gathered by our new programs to the public. We will share the information at our
semi-annual "town hall" meetings in each of the four sectors. We will share the information at
11
DDACTS Work Plan
Hopkins Police Department
community outreach functions and educational seminars. We will e-mail business owners and
stakeholders this information through our newsletters. Finally, we will direct individuals in the
community to visit our website or to contact our Hopkins Police Department Police Community
Liaison, Ann Marie Buck, for more specific information.
Quality Control
The Hopkins Police Department Support Services Manager will be responsible for the
data collection and analysis. Under her direction, records support staff will organize and prepare
crime and traffic safety data.
Every two weeks, Support Services Manager Monahan will present Operations Captain
Brent Johnson with a breakdown of crime data, current trends, and traffic information. Captain
Johnson and Sergeant Husevold will review the information and modify the operational plan to
best suit the needs of the community. Our goal for every bi-weekly review will be to lower
crime, improve traffic safety by reducing accidents, and engage the public through positive
interactions.
Performance Measurement
In order to effectively lower crime and improve traffic safety while incorporating
community involvement and stakeholder input, the DDACTS initiative must be evaluated both
quantitatively and qualitatively. We will utilize the information provided BAIR Analytics to
review our policing efforts city-wide, with focused analysis and evaluation on the hot spots. We
will present the initial hot spot crime statistics to all police and appropriate city personnel. As
we begin the operational plan, we will update the statistics and strive for lowered crime rates,
fewer accidents, and increased field generated officer activity. We will monitor the data and
modify our techniques in order to improve our enforcement efforts.
At the same time, we will seek the input and suggestions from the community. We will
adopt a three pronged survey approach to gather the public's opinion. We will seek feedback
from all involved parties:
■ Business owner, employees, and patrons
■ Apartment Complex managers and residents
■ Home owners and renters
■ Motorists, bicyclists, pedestrians, all other persons.
We will utilize a website called "survey monkey" in order to save costs on paper supplies.
We will set up an account on the website, www.surveymonkey.com/hopkinspolicedepartment
The first part of the survey will be the pre-DDACTS initiative survey. This will include
approximately 10-15 questions to gain an understanding of how the public currently views the
crime and traffic safety situation. Some of the questions will include:
12
DDACTS Work Plan
Hopkins Police Department
- What contact have you had with our officers or staff?
o Public assist (ie lockout, directions, vehicle crash, etc.) / Crime victim / Traffic
enforcement / Community event /Arrest /Phone conversation / Other- explain
- Overall, how satisfied were you with the service you received?
o Very Satisfied/ Somewhat satisfied/ Dissatisfied/ Other -explain
- What is your perception of the Hopkins Police Department?
o Excellent / Good, Fair / Poor / Other - explain
- What area do you think the police department can improve?
o Traffic enforcement/ education
o Community events/ outreach
o Etiquette personal interaction
o Crime prevention
o Other, explain
- Overall, how is the Hopkins Police Department doing in the following areas:
o Helping people feel safe: Very Good'Good/Fair/Poor
o Working to prevent crime: Very Good/Good/Fair/Poor
o Enforcing the laws consistently: Very Good/Good/Fair/Poor
o Helping people who are crime victims: Very Good/Good/Fair/Poor
o Working with the community to solve problems: Very Good/Good/Fair/ Poor
- How safe do you feel walking in your neighborhood at night?
o Very Safe /Somewhat /Not Safe
- Are there any crime or traffic safety issues you would like to share with the police
department?
o Open ended
Public Service Officers will be responsible for contacting every business and every
apartment complex in the three hot spots. PSO's will provide each business and apartment
complex manager with a one -paged handout requesting their input for the pre -initiative survey.
We will request the business owners and apartment managers post the flyers in highly visible
areas. As part of the pre-DDACTS survey, the PSO's will also share the concept of the
DDACTS initiative and certain aspects of the upcoming operational plan with business owners
and apartment managers.
In order to accurately represent home owners in the area, we will identify every
residential address in each hot spot. We will enter the addresses onto an excel document and
choose every fourth address. We will provide every selected address with a flyer explaining the
initiative and requesting they complete the short survey.
The second portion of the qualitative analysis is the ongoing survey. To maintain
ongoing input from the public, we will purchase a handful of label -stamps in order to place the
survey website internet address on the backside of officer business cards. We will require all
officers stamp their business cards with the survey website and explain the process to individuals
when appropriate, even if the police contact is not necessarily positive.
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DDACTS Work Plan
Hopkins Police Department
The last portion of the survey approach comes with a follow up survey. As we near the
end of the DDACTS initiative, we will contact all the businesses, apartment complexes, and
residences a second time and request they fill out a second short survey. The second survey will
focus on evaluation questions such as:
■ Did you notice a difference in police presence during the DDACTS initiative?
■ Do you feel crime has been reduced since the beginning of the DDACTS initiative?
■ Do you feel traffic safety has increased since the beginning of the DDACTS
initiative?
■ Do you feel better connected with the police department?
■ What would you like to see from the police department in the future?
The final step in qualitatively analyzing our efforts would be an internal evaluation by
officers. Each patrol Sergeant will be responsible for speaking with their officers in order to
share the concept of the DDACTS operation. The patrol sergeants will also be responsible for
providing Sergeant Husevold with a memorandum from each patrol team regarding suggested
police techniques, specific locations for extra patrol, and community outreach ideas for each hot
spot.
In order to follow up with officers, we will conduct an evaluation half way through the
initiative. Each patrol sergeant will be responsible for meeting with their team and finding out
what the officers think is working and failing. Captain Johnson and Sergeant Husevold will
review all the information and try to incorporate the input into the evolving operational plan.
Lastly, sergeants will be responsible for an initiative debrief. This would entail meeting with
each officer a third time to discuss how the initiative was handled, what could have gone better,
and what was positive. By listening to the officers and incorporating their ideas, this will
promote officer buy -in and encourage officer activity in the hot spots.
14
DDACTS Work Plan
Hot Spot #1 - Downtown Hopkins
Hopkins Police Department
West border — 15th Av N / Central Park North border — 1St St N
East border — 5th Av South border — Excelsior Blvd
A - Excelsior Blvd / 5th Av S C - Excelsior Blvd / 11th Av S
B - Excelsior Blvd / 8th Av S D — Mainstreet —11 intersections
The map above shows the downtown hotspot. The four main intersections are indicated
by letters to show where we will focus our traffic enforcement. Traffic enforcement, however, is
only one of the methods we will utilize along with foot patrol, bicycle patrol in order to improve
the quality of life in the downtown area. In order to enhance the safety of our residents and those
who frequent the City of Hopkins we will use numerous tactics as described in the operational
plan.
The city of Hopkins is known for the "small town feel" on Mainstreet. The numerous
shops, restaurants, and businesses are the heart of the city. People frequent the area for a variety
of reasons, which keeps the city alive and energetic. On busy evenings and weekends, pedestrian
and vehicle traffic fill the various intersections. There is never a dull moment on Mainstreet
from shopping at unique stores like Hopkins Antique Mall Baby Grand to eating at well -liked
restaurants like Big Ten, Aji Sushi, Chipotle and Hoagies Restaurant. Other popular activities
include having a drink at local bar such as Mainstreet Bar and Grill, Tavern on Main, The Wild
Boar, American Legion, The Elks Club, and many more.
15
DDACTS Work Plan Hopkins Police Department
In addition to the shopping and dining, there are several key elements of the Downtown
Hopkins that solidify the community such as the Hennepin County Public Library, Hopkins
Center for the Arts, Hopkins Mann Theater, Central and Downtown Park and St. Joes Church.
The citizens of Hopkins also have valuable resources such as The Wellness Center and Resource
West for assistance with food, clothing, therapy and many other essential community needs.
The downtown area is a very vibrant area with a combination of business and residential
areas. There are many apartments and condos that are mixed in with the Mainstreet shops. Just
naming a few, these complexes include Market Place Lofts, Raspberry Ridge and Hopkins Plaza
Apartments. Aside from these apartment complexes, there are over fifty single family homes
that border the downtown area and many more only one block away. Living so close to such a
neat atmosphere is extremely beneficial and highly attractive to current and potential future
residents of Hopkins. With such popularity, this area needs to be safer for citizens and patrons
alike.
The make-up of the downtown area attracts visitors from across the state. The physical
layout encourages foot traffic, bicycle traffic, and vehicle traffic all at once. Hot Spot I
continues to be the part of Hopkins everyone loves and there is a strong support for enhanced
traffic control and crime -reducing strategies.
1[7
DDACTS Work Plan Hopkins Police Department
Hot Spot # 2 — North Blake Rd Corridor
West border — Highway 169
East border — Texas Ave N
North border — Hi�hway 7
South border — 2" St NE
A — Highway 169 / Highway 7 E — Blake Rd N / Oxford St
B — North Presidential Residential Area F — Blake Rd N / Lake St NE
C — Blake Rd N / Highway 7 G — Oxford St Residential Area
D — Blake Rd N / Cambridge St
The North Blake Road Corridor has struggled to exist as a safe and community -oriented
environment. The Residential areas of this hot spot consist of a high percentage of apartment
complexes and with that a highly diverse and growing population. While there are several
projects that have improved the quality of life for the residents, much more can be done to show
people that this neighborhood can and will be a friendly and quality place to live.
On any given day there are pedestrians walking to and from their close -by residences to
all of the businesses the area has to offer. The multiple residences and businesses create a highly
congested area which leads to safety concerns for both pedestrians and motor vehicles alike.
This hot spot is one of the busiest areas for motor vehicle traffic, especially those passing
through the city, due to the convenience of a 24-hour Holiday Gas Station, a 24-hour Walgreens,
and fast food restaurants like Taco Bell, White Castle and Dairy Queen directly off the route of
Highway 7. In addition to the already established businesses, there will be a new commercial
development breaking ground in the spring of 2014 in this Hot Spot.
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DDACTS Work Plan
Hopkins Police Department
Amongst all of the congestion and chaos, the area has wonderful amenities such as a
newly revamped park. Once a hidden and bland area with a few dilapidated swing sets,
Cottageville Park was recently adopted by the Watershed District and transformed into an
inviting and community -oriented atmosphere. Old buildings were taken down, new sod and
trees were added and a beautiful community garden was put into place. Nine Mile Creek runs
along the park and throughout the hot spot attracting canoes and wildlife enthusiasts. At Oakes
Park, sports such as soccer and hockey thrive amongst local residents and visitors alike.
There are abundant residential areas dispersed all over the North Blake Road Corridor.
Ramsgate Apartments, Knollwood Towers East and West, Creekwood Apartments, and
Hiawatha Apartments are only a few of the complexes intertwined with many condos and
houses. The Hiawatha Homeowners Association represents over twenty homes bordering Nine
Mile Creek. There is a high density of rental communities combined with owner occupied
neighborhoods. With so many residents living amongst each other there is a great need for
police visibility, strategic planning and conflict resolution.
Strict attention and data analysis will help this busy and blended environment transform
into a safe and healthy community where neighbors feel that they can get to know each other and
utilize the many amenities offered.
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DDACTS Work Plan Hopkins Police Department
Hot Spot #3 — South Blake Rd Corridor
West border — Highway 169 North border — 2"d St NE
East border — Meadowbrook Rd South border — 2"d St S
A — Blake Rd N / Excelsior Blvd C — Interlachen Neighborhood
B — Blake rd N / 2"d St NE (Trail Crossing) D — Excelsior Blvd / Jackson
The South Blake Road Corridor is an area of high importance for Hopkins. Supervalu
and Cargill are the two biggest businesses in the city. A high volume of semi truck traffic is very
prevalent along Excelsior Boulevard to and from the Supervalu distribution center. Cargill
brings in thousands of commuters and their vehicles which are parked in several expansive
parking ramps near Highway 169. This hot spot exemplifies a mixture of high density industrial
areas, busy commercial strip mails, recreational activities, and a variety of residential areas.
There are several popular bicycle trails running parallel to Highway 169, which travel
both north to south and east to west. The trails attract bicyclists from many surrounding cities
and become heavily populated during the warmer months of the year. Trail crossings on
Excelsior, Blake and 2"d St NE are particularly concerning as the high motor vehicle traffic in
those areas often imposes on the safety of people outside riding.
Blake school and West Side Apartment Complex are major contributors to the youth
population in the area of Hot Spot 3. Year-round there are children of all ages walking to and
from school and along the expansive strip of businesses in the area. Restaurants such as Arby's
and Pizza Luce along with shopping attractions such as Pawn America and Good Will can host a
19
DDACTS Work Plan Hopkins Police Department
day full of events for citizens. Abundant sidewalks in the city make traveling from place to place
easy and accessible. People of all ages, even those bicycling to pass through the city, are seen
spending a very large portion of time in this area.
Many facilities in the area attract both youth and families alike. West Side Apartment
Complex is a fairly big complex made up of five large buildings including a Kinder Care center
for parents to leave their kids for the day. Along with day care, 43 Hoops is a popular sports
facility for all ages which attracts healthy daily activities for both youth and adults.
Next to the busy school and business district is a large residential neighborhood with 311
homes. Interlachen Neighborhood strives to be a quiet and well-developed area. The
intersections in this hot spot, one being on the corner of Interlachen, are known for problematic
traffic as Excelsior Boulevard and Blake Road are heavily congested throughout the day.
The residential, business and school areas of this hot spot seem to separate from each
other and act as individual entities. Focus on reducing the crime and traffic issues for this
particular area will bring these areas together as an intermingled community that can work
together safely and interactively.
Goal #2 — Partners and Stakeholders
"Community-based police departments recognize the fact that the police cannot
effectively deal with such issues alone, and must partner with others who share a mutual
responsibility for resolving problems" (Casady, 2013). We at the Hopkins Police Department
believe in community partnerships. We understand that we must work together with the citizens
of Hopkins in order to improve the quality of life for everyone involved.
Our employees have worked tirelessly to improve our community outreach and foster
healthy relationships with community members. The Police Department connects with the
community in a variety of ways. Officers frequently conduct foot patrol and bicycle patrol in
order to informally engage citizens. Officers often stop at local businesses and apartment
complexes simply to talk and update the employees. We feel this is just as important as
conducting traffic stops.
In addition to these efforts on routine patrol, we are constantly forming new community
partnerships. Last year we facilitated numerous community events. Some of which include, the
city-wide Multi -Cultural celebration with over three thousand attendees, Cops n' Kids Fishing,
Cops n' Kids Shopping, Daddy and Me Reading, Shoulder 2 Shoulder parenting workshop,
Citizen's Academy, Teen's Academy, Face 2 Face Youth Outreach. In addition to these
activities, we organized approximately fifteen educational seminars which include, new
immigrant police familiarization, new immigrant know your rights seminar, fraud and theft
prevention for seniors, child seat installation, bicycle safety presentations, alcohol and tobacco
awareness, and gas -drive off prevention for the local gas stations.
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DDACTS Work Plan
Hopkins Police Department
In addition to these initiatives, The Hopkins Police Department received an International
Chiefs of Police Award in 2012 for community outreach. The award was for the combined effort
of community outreach, particularly directed towards youth. Operation Recess was one of the
initiatives that were noted in the Chiefs of Police Award. Operation Recess is an initiative with
local schools, in which officers join kids at recess and simply play with them and engage in
positive interaction. This is one example of how The Hopkins Police are not simply satisfied
with routine police patrol. The Hopkins Police Department gets involved, we stay active, and we
genuinely care for all the people that we serve.
We need the cooperation of all the partners and stakeholders in the respective hot spots in
order to most effectively reduce crime and improve traffic safety. By reaching out to the
community members and collecting their input, we will illicit buy -in and encourage people to
take onus of their neighborhoods. Additionally by spreading the message to individuals who
pass through Hopkins such as motorists or bicyclists, we will encourage them to call the police
when a dangerous or suspicious situation is present.
In order to improve the quality of life in the three hot spots, we will need the assistance
and cooperation from the following groups.
■ Hot Spot 1 — Downtown Area
■ Pedestrians - mass transit users, shoppers, and neighbors living in the area, restaurant
patrons.
■ Taxi cab operators and mass transit companies
■ Mainstreet business owners and employees. Some of which include the Hopkins
Business and Civic Association and the Rotary members.
■ Bicyclists and individuals who frequent the recreational trails.
■ Hopkins Apartment Managers Association
■ Apartment complex residents
■ Homeowner Associations
■ Hot Spot 2 — North Blake Rd Corridor
■ Blake Road Corridor Collaborative Members
■ Hopkins Apartment Managers Association
■ Apartment complex residents
■ Business Owners and employees
■ With emphasis on the 24 -hours businesses
■ Knollwood Mall security team and Target Corporation asset control
■ Taxi cab operators and mass transit companies
Hot Spot 3 — South Blake Rd Corridor
■ Blake Road Corridor Collaborative Members
■ West Side Apartment Complex Manager and Residents
■ KinderCare — Daycare Center
■ Interlachen Neighborhood Block captains
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DDACTS Work Plan Hopkins Police Department
■ Taxi cab operators and mass transit companies
■ Private and public school staff, youth, parents and transportation staff
■ Business owners and employees along with property owners and management
companies of strip malls in the area
This list contains only some of the community partners and stakeholders in the various
hot spots. The community partners and stakeholders will assist us in a multitude of ways. They
will be able to provide us with suggestions as to how we can improve the quality of life in the
area. Additionally, they will be our eyes and ears when the police are not present. By
encouraging vigilance, awareness, and empowering our community partners, we can strengthen
the community involvement and reduce social harm.
In Hot Spot 1, we will work with business owners and employees, local residents, and
individuals who frequent the Hopkins businesses. We will increase our traffic enforcement and
visibility in order to share the DDACTS initiative message with motorists who visit the area. We
will also work with organizations that are in the downtown area that can provide outreach such
as Resource West, Vail Place, and My Health.
In Hot Spot 2 and Hot Spot 3, we will work closely with the Blake Road Corridor
Collaborative (BRCC). The BRCC is a group of volunteers that provides several services to the
community such as tutoring, park clean ups, educational seminars, and youth activities.
Additionally, we will engage a variety residents; homeowners, apartment owners, apartment
renters, townhome owners, etc. Lastly, we will seek participation from the businesses, apartment
complex managers, and those participating in recreational activities.
During the timeframe in which we obtain initial survey input, we will meet with the
community stakeholders to obtain their input. We will ask where they feel the police can be of
assistance and what they would like to see us accomplish. We will then identify planning and
update meetings in order to keep open communication. During these meetings we will request
their input and ask them if they are noticing improvements. At the meetings we will also plan
for community engagement activities. We will work with the stakeholders such as the BRCC,
The Hopkins Rotary, and Resource West to plan activities while providing updates.
Due to the fact that in all three hotspots, there are major county roads, Hopkins police
will also work closely with Hennepin County staff and elected officials. Hopkins police will also
work in partnership with the city traffic engineer and economic development staff as light rail
transit is set to break ground soon and major redevelopment projects are scheduled for the spring
of 2014.
Sergeant Husevold, JCPP Liaison Smith, and Community Liaison Anne Marie Buck will
be responsible for contacting, updating, and meeting with community partners and stakeholders.
22
DDACTS Work Plan
Hopkins Police Department
Patrol officers will also be meeting and engaging partners and stakeholders on a regular basis.
Patrol Officers will accompany Sergeant Husevold, JCPP Liaison Smith, and Community
Liaison Buck at the various stakeholder meetings and will be tasked with facilitating their own
community meetings.
23
DDACTS Work Plan
Goal 3 - Operational Plan
Hopkins Police Department
Problem solving is a core value at the Hopkins Police Department. We will bring this value
of problem solving to address the issues at the Hot Spots in our city. Officers at the Hopkins
Police Department take pride in thinking outside the box in order to provide solutions to the
problem. We utilize both traditional and unconventional police tactics.
We will focus on keeping our operational plan fluid and adaptable. The Police Department
must be prepared to grow and change with our citizens in order to meet their needs and serve
them to the best of our abilities. We will incorporate a multitude of policing and outreach
techniques in order to reduce crime and improve traffic safety.
All personnel at the police department will participate in the DDACTS initiative. Whether it
involves data analysis, operations, or evaluating the effectiveness in the plan, we will seek input
and participation from all employees. We will utilize the following tactics in order to
simultaneously reduce crime and improve traffic safety.
Directed uniformed foot patrol
Officers will be visible and available to all citizens; uniformed foot patrol is a valuable
resource in accomplishing this goal in two important ways. It allows the department to meet and
know our citizens in casual non -enforcement contacts helping build bridges with community
members and establish relationships. All three of the established Hot Spots have a mixed
occupancy of dense housing, commercial properties and trail systems, resulting in a high level of
foot traffic throughout the day and into the evening hours.
Hot Spot 1 contains several bars within a five block area. Foot patrols in the evening hours
would be beneficial as they may find problems prior to criminal activity and intervene. Hot Spot
1 also contains the city's Mainstreet which is lined with mostly locally owned businesses.
Establishing lines of communication and generating better relationships with those business
owners through foot patrol would enhance the flow of information both to the business owners
and give them the opportunity to present information to us.
Hot Spot 2 contains the northern half of the Blake Rd corridor and has three 24 hours
businesses on the corner of Blake Road N and Highway 7; Holiday Gas Station, Walgreens, and
White Castle. These three businesses generate a considerable amount of foot traffic both during
the day and the evening hours and generate a high number of thefts from these businesses. This
pedestrian traffic can also cause safety concerns for citizens crossing the five lanes of Blake Rd
N outside of crosswalks. Foot patrol officers would be better able to monitor pedestrians and
their adherence to applicable laws and increased officer presence would deter thefts. Officers
would educate citizens and take enforcement measures when necessary.
24
DDACTS Work Plan
Hopkins Police Department
Hot Spot 3 contains the south half of the Blake Rd Corridor, Blake School, commercial
properties and a variety of residential properties. There is considerable foot traffic near the
intersection of Blake Rd N and Excelsior Boulevard, specifically in the afternoon and early
evening hours. Many of the pedestrians are new residents from countries outside the United
States and are unaware of the applicable safety laws for pedestrians. Officers on foot could meet
with them on the "same level" and use that time to educate them on pedestrian laws and safety
and form relationships based upon those contacts. If after educating the population, the problems
continue, foot patrol officers will be directed to change their approach to enforcement.
Uniformed bicyclepatrol
All three of the designated Hot Spots lend themselves to bicycle patrol. The areas are a
mixture of high, medium and low density housing, commercial properties and retail. By having
officers on bicycles they are more approachable and have an easier time engaging citizens that
are on foot or on bicycles themselves.
Bicycles are also stealthier than marked police vehicles and are able to see more crime as the
criminals are unaware of the bicycle officer's presence. Officers will issue citations to vehicles
and bicycles for moving violations they observe. Bicycle officers can also be used for
surveillance on properties of interest where we have experienced a high call volume. A Hennepin
County Regional trail that is only open to pedestrians and bicycles runs on the south side of Hot
Spot #2 and through Hot Spot #3. Having bicycle officers available to contact those citizens
would be of great assistance to educate the public and enforce all applicable laws.
Directed DWI enforcement
Very few crimes can be as costly both financially and emotionally as DWI. The Hopkins
Police Department dedicates itself to be on the forefront with prevention efforts and when people
still choose to drive, enforcement.
Hot Spot #1 contains the Mainstreet Bar district and has four bars and two service clubs
within five blocks. Officers directed to patrol this area will be looking for bars that are over
serving and intoxicated persons heading to cars. Officers will also conduct bar -checks of the
liquor serving establishments to open up a communication platform for both the bar employees
and the police department. When citizens choose to drive intoxicated, officers will enforce DWI
laws fully. By saturating the hot spots with officers on foot, on bicycles, and in patrol cars, we
can make this hot spot safer while improving our citizen engagement.
Directed Seat Belt Enforcement
Seatbelt use by citizens is an important issue for the Hopkins Police Department. Keeping
our citizens safe by ensuring they are properly restrained in their vehicles is a priority. The
Hopkins Police Department is an active participant in the Safe and Sober and Towards Zero
25
DDACTS Work Plan
Hopkins Police Department
Deaths campaigns of the MN Office of Traffic Safety. With high visibility patrols on foot,
bicycle and in squads we will vigorously enforce seatbelt laws to modify citizen's behavior with
regard to their seatbelt use. Due to the high number of seat belt citations issued by our agency
during a wave enforcement effort we were awarded a Lidar unit from OTS.
Plain clothes foot patrol and surveillance
Officers will work in plain clothes in order to discretely observe criminal activity and traffic
violations. They will be able to communicate with patrol officers in the event that apprehension
or police intervention is necessary. By introducing covert operations to the hot spot, local
offenders will soon communicate with each other that police are saturating the area.
Intelligence Dissemination
Information gleaned from overtime enforcement will be disseminated with patrol officers
from all shifts. This information will contribute to the already established, Top Ten Offender
program that we share with all police personnel. We will share information amongst patrol
teams at our shift briefings that occur twice a day. Additionally, we will share the information
we glean with other city departments, surrounding police agencies, and other intelligence outlets
such as The Hennepin County Intelligence Sharing and Analysis (CISA) in order to work with
our surrounding agencies.
These policing techniques will be overseen by the patrol sergeants. Sergeant Husevold
will post bi-weekly agendas and directed enforcement in the briefing room. The postings will
include on -duty patrol tactics as well as off-duty overtime postings. We will share operational
plan updates and future plans at weekly Crime Assessment and Planning (CAP) meetings.
Additionally, we will seek patrol sergeant input at the monthly staff meetings.
We will utilize feedback from the citizens, officers, and data analysis to evaluate the
effectiveness of the operational tactics. All involved police personnel will be aware that the
operational plan will evolve and be modified to focus on emerging problems or trends.
Training requirements and equipment costs will be minimal. We have the resources
available to implement these tactics immediately. We will however explore training and
specialty assignment details as the DDACTS initiative continues. If a situation presents itself
that requires new tactics or police techniques we will seek out new methods such as further
training or other agency assistance to more effectively respond to such situations.
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DDACTS Work Plan
Goal 4 - Plan Implementation
Hopkins Police Department
If we are selected to participate in the DDACTS initiative, the implantation of the plan
will be announced by Captain Johnson. The patrol sergeants will be responsible to share the
message with the patrol officers. The sergeants will be accountable for DDACTS initiative
activity and will relay officer input and suggestions to Sergeant Husevold.
We will share the initiative message and operation plan with our partners and
stakeholders, including MAC meeting members, city officials, and local businesses and
residents. We will create a press release that we will distribute to media outlets such as the local
Hopkins Newspaper Lakeshore Weekly, The Hopkins Patch, WCCO, Kare 11, Fox 9 News, and
KSTP Eyewitness News.
We at the Hopkins Police Department are eager to find new ways to serve the citizens of
Hopkins. Utilizing new software to more thoroughly analyze crime and traffic information and
predict future crime trends yields countless benefits. As Chief Bill Bratton stated, "We have the
ability to use information to save lives, and we need to use it constitutionally and consistently.
We are in a position to save lives, reduce injuries, improve safety. It doesn't get any better than
that" (Pearsall, 2010).
The Data Drive Approach to Crime and Traffic Safety grant would greatly benefit the
city of Hopkins. We will efficiently utilize all the funds we receive in order to better serve the
residents and visitors to the city. We will use the funds to acquire the BAIR Analytic programs,
to identify and address the concerns of our residents, and improve our police efforts in the hot
spots. The funds will be greatly appreciated by the Hopkins Police Department as well as
citizens we serve.
27
DDACTS Work Plan Hopkins Police Department
Budget
This is completed online:
Objective: Specify each funding expense and how it was determined
o *Budget Allowable costs:
■ Funding for software
■ Tuition for training/ travel expenses for software training
■ Crime analyst time working on data/geo-mapping
■ LE officer overtime dedicated to DDACTS for the I" six months
• We must match every hour
Predicted Costs:
o Bair Analytics cost
■ Training Costs
• Including ATAC Raids recommended training
• $3,000 — ATAC Raids software
• $3,000 Training and travel expenses
■ Raid software — Approx — $11,000
o Survey costs — Stampers / paper / ink / envelopes
o Overtime Hours
■ OT Times/Days/etc
• Needs to correspond with our baseline data
o We'll match $10,000
■ OT hours
• 10,000/$53 (approx OT salary)
• = 190 hours total over 18 months
28
DDACTS Work Plan Hopkins Police Department
References
BAIR Analytics (2013). Analytic Software and Services for Public Safety and Defense. Retrieved
from http://bairanalytics.com/
Casady, T. (March, 2013). What is Community Policing? Retrieved from
http://www.lincoln.ne.gov/city/Police/cbp.htm
Census Bureau (2012). The 2012 Census. Retrieved from http://www.census.gov/
City of Hopkins. (March, 2013). City of Hopkins. Retrieved from http://www.hopkinsmn.com
Pearsall, B. (June, 2010). Predictive Policing, The Future of Law Enforcement? National
Institute of Justice Journal. NIJ Journal 266, NO 2340414.
29
CITY OF HOPKINS, HENNEPIN COUNTY
RESOLUTION NO. 2013-017
RESOLUTION AUTHORIZING EXECUTION OF AGREEMENT
Be it resolved that Hopkins Police Department enter into a grant agreement with the Minnesota
Department of Public Safety, for a Data Driven Approaches to Crime and Traffic Safety (DDACTS)
Program during the period from April 1, 2013 through September 30, 2014.
Michael J. Reynolds, Police Chief "and (his or her) successor (on staff or in office)," is hereby authorized
to execute such agreements and amendments as are necessary to implement the project on behalf of
Hopkins Police Department and to be the fiscal agent and administer the grant.
I certify that the above resolution was adopted by the Mayor Gene Maxwell
of Michael J. Reynolds, Police Chief on April 2, 2013.
SIGNED: WITNESSETH:
(Signature) (Signature)
City Mayor City Clerk
(Title)
(Date)
(Title)
(Date)