100.00 Department Policy

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

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

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100.00 Department Policy

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

Departmental functions:
The department shall perform the following functions:
- Preserve the public peace, deter and prevent crime, and detect and arrest offenders.
- Administer and enforce laws regulating, directing, controlling and restricting the movement of vehicular and pedestrian traffic, and the general use of the streets by vehicles and the public.
- Operate a training program to maintain and improve the effectiveness and efficiency of the members of the department through best practices.
- Prepare reports on injuries to persons and property occurring by accident or otherwise on the street, in alleys and other public places as required by law.
- Provide a procedure for the sale, destruction or other disposition of all weapons or other articles used in the commission of crime or coming into the custody of the department; provided that where such weapon or article may be used as evidence in either a civil or criminal proceeding, it shall in no way be disposed of except upon a written order of a court of law.
- Provide a procedure for the sale of unclaimed, lost or stolen articles coming into the custody of the department.
Updated January 14, 2019
All sworn officers are required to abide by the following code of ethics which has been adopted by this department.
As a law enforcement officer, my fundamental duty is to serve mankind; to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation, and the peaceful against violence or disorder; and to respect the constitutional rights of all people to liberty, equality, and justice.
I will keep my private life unsullied as an example to all; maintain courageous calm in the face of danger, scorn, or ridicule; develop self-restraint; and be constantly mindful of the welfare of others. Honest in thought and deed in both my personal and official life, I will be exemplary in obeying the laws of the land and the regulations of my department. Whatever I see or hear of a confidential nature or that is confided to me in my official capacity will be kept secret unless revelation is necessary in the performance of duty. I will never act officiously or permit personal feelings, prejudice, animosities, or friendships to influence my decisions. With no compromise for crime and with relentless prosecution of criminals, I will enforce the law courteously and appropriately without fear or favor, malice, or ill will, never employing unnecessary force or violence and never accepting gratuities. I recognize the badge of my office as a symbol of public faith, and I accept it as a public trust to be held so long as I am true to the ethics of police service. I will constantly strive to achieve these objectives and ideals, dedicating myself before God to my chosen profession--law enforcement.
Revised July 1, 2011
As a law enforcement officer I solemnly swear to uphold the constitution of the United States and of the State of Minnesota;
That I will bear true faith and allegiance to the same;
That I will enforce the laws of the United States, of the State of Minnesota, and of the City of Saint Paul impartially;
That I will work in partnership with the public of the City of Saint Paul toward providing a safe environment and enhancing the quality of life consistent with the values of our community;
That I will adhere to the ethical values of professionalism, integrity, responsiveness, sensitivity, respect and openness;
That I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.
Updated January 14, 2019
The purpose of the department of police is to protect and to serve. The department protects the right of all persons within its jurisdiction to be free from criminal attack, to be secure in their possessions, and to live in peace. The department serves the people of the City of Saint Paul by performing the policing function in a professional manner, and it is to these people that the department is ultimately responsible.
In doing so, the department is committed to developing and maintaining community-oriented policing prevention programs and a problem-oriented policing philosophy.
Revised July 1, 2011
A large urban society free from crime and disorder remains an unachieved ideal; nevertheless, consistent with the values of a free society, it is the primary objective of the Saint Paul Police Department. In so doing, the department’s role is to keep the peace, prevent crime and disorder, and enforce the law in a fair and impartial manner recognizing both the statutory and judicial limitations of police authority and the constitutional rights of all persons. It is not the role of the department to legislate, to render legal judgments, or to punish.
The Saint Paul Police Department will provide equitable service to everyone and provide appropriate accommodations for those with disabilities and/or limited English proficiency in accordance with state and federal laws.

Effective October 11, 2024
Peace in a free society depends on voluntary compliance with the law; therefore, the primary responsibility for upholding the law lies in the partnership between the people and their police. Since crime is a social phenomenon, crime prevention is the concern of every person living in society. Society employs full-time professional police to prevent and deter crime, and when that fails, to apprehend those who violate the law.
Crime is a symptom of ills within a society which are not the responsibility of the department to cure. The department is responsible, however, for interacting with the community to generate mutual understanding so that there may be public support for crime prevention. Community involvement is essential to facilitate a free flow of information between the public and the department so as to assist in the identification of problem areas and to inform the public of crime statistics and trends. Additional knowledge of the community is necessary so that each department employee may be instilled with a sense of concern for the crime problems and law enforcement needs to an assigned area of responsibility.
The prevention of crime remains as a basic obligation of society. When it becomes necessary to rely on police action to secure compliance with the law, society has failed in this responsibility.
Revised July 1, 2011
While there are certain crimes that cannot be easily deterred, crimes committed against property and against innocent victims in public places may be reduced by police patrol. Quality of life crime is curbed by the potential criminals fear of immediate apprehension or by the increased likelihood of detection.
In deploying patrol forces to deter crime and to inspire public confidence, the department must strike a balance between the desirable deterrent affect of visible patrol and any undesirable appearance of oppression. In the long-run, however, it must be the people, not the department, who determine the limitations on their freedom.
Revised July 1, 2011
The administration of criminal justice consists of the identification, arrest, prosecution, punishment, and rehabilitation of a law violator and it has as its objective the voluntary compliance with the law as an alternative to punishment. Once a crime has been committed, it is the duty of the department to initiate the criminal justice process by investigating, identifying and arresting the perpetrator, to obtain necessary evidence, and to cooperate in prosecution.
As the certainty of swift and sure punishment serves as an effective deterrent to crime, the department must diligently strive to solve all crimes and to bring the perpetrators to justice.
In situations involving concurrent jurisdiction, the department of police will have primary jurisdiction and responsibility for the investigation of all criminal offenses within the City of Saint Paul. When jurisdiction becomes a prosecution or other issue with federal, county, or other law enforcement agencies, the department will strive to cooperate with these agencies if it is mutually determined by officials involved that the successful and/or fullest prosecution under the law would be better served by turning the investigation over to the other agency.
Revised July 1, 2011
The actual costs of crime are difficult to measure. There cannot be a dollar value assigned to the broken bodies, ruined lives, and human misery which are its products. However, it is possible to observe the steadily mounting cost of lost and stolen property. This loss, as well as the other costs of crime, must ultimately be borne by its victims. To minimize the losses due to crime, the department makes every reasonable effort to recover lost or stolen property, to identify its owner, and to ensure its prompt return.
To facilitate the safe and expeditious movement of vehicular and pedestrian traffic, the department must enforce traffic laws, investigate traffic crashes, and direct traffic. To enforce compliance with traffic laws and to develop driver awareness of the causes of traffic crashes, the department appropriately warns, cites, or arrests traffic law violators. Traffic crashes may be investigated to protect the rights of the involved parties, to care for the injured, and to determine the causes of crashes so that methods of prevention may be developed, and to gather necessary evidence to prosecute the violator.
Officers will control an intersection, or roadway, when necessary to permit the flow of vehicular and pedestrian traffic. Officers will provide information to the public to assist them in reaching their destinations.
Revised: July 1, 2011
Often because there are no other public or private agencies available, the public relies upon the department for assistance and advice in the many routine and emergency situations which develop in an urban society. For this reason and because there is frequently a potential for crime, the department regularly responds to incidents where it is not contemplated that an arrest will be made.
Saving lives and aiding the injured, locating lost persons, keeping the peace, and providing for many other miscellaneous needs are basic services provided by the department. To satisfy these requests, the department responds to calls for service and renders such aid or advice as is necessitated or indicated by the situation.
In the performance of duties to serve society, an officer is often called upon to make difficult decisions. An officer must exercise discretion in situations where her/his rights and liabilities and those of the department hinge upon conduct and judgment. An officers decisions are not easily made and occasionally they involve a choice which may cause hardship or discomfort. An officer must be faithful to the oath of office, the principles of professional police service, and the objectives of the department and in the discharge of duties must not allow personal motives to govern decisions and conduct.
All employees are expected to conduct themselves in a professional manner when engaged in department activities.
Revised July 1, 2011
A police officer is the most conspicuous representative of government, and, to the majority of the people, a symbol of stability and authority upon whom they can rely. An officers conduct is closely scrutinized, and when actions are found to be excessive, unwarranted, or unjustified, they are criticized far more severely than comparable conduct of persons in other walks of life. Since the conduct of an officer, on or off duty, may reflect directly upon the department, an officer must, at all times, conduct her/himself in a manner which does not bring discredit to her/him, the department, or the city.
Civilian employees are also expected to behave in a manner, on and off-duty, that is respectable and honorable to themselves, the department, and the city. Civilians should refer to the Civilian Pocket Handbook, Section 7: Professional Code of Conduct.
Revised July 1, 2011
No person has a constitutional right to violate the law. Nor may any person be deprived of constitutional rights merely because they are suspected of having committed a crime. The task of determining the constitutionality of a statute lies within a court of proper jurisdiction, not with an officer who seeks to properly enforce the law as it exists. Therefore, an officer may enforce any federal, state, or local statute which is valid on its face without fear of abrogating the constitutional rights of the persons violating that statute. An officer who lawfully acts within the scope of authority does not deprive persons of their civil liberties. Officers may, within the scope of authority, make reasonable inquiries, conduct investigations, and arrest on probable cause. However, when an officer exceeds authority by unreasonable conduct, s/he thereby violates the sanctity of the laws sworn to uphold.
The public demands that the integrity of its law enforcement officers be above reproach, and the dishonesty of a single officer may impair public confidence and cast suspicion upon the entire department. Succumbing to even minor temptation can be the genesis of a malignancy which may ultimately destroy an individuals effectiveness and may contribute to the corruption of countless others. An officer must scrupulously avoid any conduct which might compromise the integrity of her/himself, fellow officers, or the department.
All employees are expected to act with integrity in the course of exercising their duties.
Revised July 1, 2011
Effective law enforcement depends on a high degree of cooperation between the department and the public it serves. The practice of courtesy in all public contacts encourages understanding and appreciation; discourtesy breeds contempt and resistance. The majority of the public are law-abiding people who rightfully expect fair and courteous treatment by department employees. While the urgency of a situation might preclude the ordinary social amenities, discourtesy under any circumstances is indefensible. The practice of courtesy by an officer is not a manifestation of weakness; it is, on the contrary, entirely consistent with the firmness and impartiality that characterizes a professional police officer.
All employees are expected to act with courtesy in the course of exercising their duties. To provide the community with trusted service with respect, all employees shall refrain from using abusive or indecent language, to include profanity, in the performance of their duties. A violation of this policy may result in discipline.
Updated January 14, 2019
The department is an organization with a clearly defined hierarchy of authority. This is necessary because unquestioned obedience of a superiors lawful command is essential for the safe and prompt performance of law enforcement operations. All employees shall promptly obey any lawful order of a superior in their chain of command, including any order relayed from a superior by an employee of the same or lesser rank. In the event that two orders are given which are in conflict, the employee shall follow the last order given. No penalty shall be implied for failure to comply with the first order. The most desirable means of obtaining compliance are recognition and reward of proper performance and the positive encouragement of a willingness to serve. However, negative discipline may be necessary where there is a willful disregard of lawful orders, commands, or directives.
Revised July 1, 2011
There is an immediate lowering of esteem and suspicion of ineffectiveness when there is public contact by a department employee evidencing the use of intoxicants. Additionally, the stresses of law enforcement require an employee to be mentally alert and physically responsive. Except as necessary in the performance of an official assignment and only with permission from the chief of police, the consumption of intoxicants is prohibited while an employee is on duty.
Revised July 1, 2011
As most police work is necessarily performed without close supervision, the responsibility for the proper performance of an officers duty lies primarily with the officer. An officer carries a responsibility for the safety of the community and fellow officers. S/he discharges that responsibility by the faithful and diligent performance of assigned duty. Anything less violates trust placed by the people, and nothing less qualifies as professional conduct.
All employees are expected to perform responsibly and professionally in the course of exercising their duties.
Revised July 1, 2011
Public employees have stable incomes upon which they may forecast future earnings. For this reason, and because of public confidence in their responsibility, it is relatively easy for department employees to contract financial obligations which, if not controlled, may become an impossible burden. Such financial distress may impair the individuals effectiveness and tends to bring discredit upon the department. Employees should avoid incurring financial obligations which are beyond their ability to reasonably satisfy from their anticipated department earnings.
The nature of the law enforcement task requires department employees to have the ability to work irregular duty schedules which are subject to change in meeting deployment needs. Additionally, it is necessary that an employee have adequate rest to be alert during her/his tour of duty. For these reasons, and because certain occupations inherently conflict with an employees primary responsibility to the department, the department may impose conditions on outside employment or may prohibit it altogether. Determination of the degree of limitation will be based upon the interest of the department in furthering professionalism, protecting the reputation of the employee and the department, and ensuring that the department receives full and faithful service in return for its expenditure of resources.
Effective management and respect for individual dignity requires that employees have means available for the proper redress of grievances. A department employee having a complaint relating to any matter affecting their employment is ensured the right of review at succeeding levels of department authority until the grievance is resolved. The right of an employee to file a grievance and its administrative review promotes efficiency and results in improved morale. Those positive benefits are defeated if employees are reluctant to file a grievance. Therefore, no action of a formal or informal nature shall be taken by the department against an employee, witness, or employee representative, merely for having filed a grievance, nor is such filing to be otherwise looked upon with disfavor by the department.
The Saint Paul Police Department expects a very high level of professional conduct from all employees; however, members of the department sometimes perform their duties in a manner exceeding the highest standards of the department. The official commendation of such performance and the arrangement of appropriate publicity are to be provided by the department to give full public recognition to those who have brought honor to themselves and the department.
It is essential that public confidence be maintained in the ability of the department to investigate and properly adjudicate complaints against its members. Additionally, the department has the responsibility to seek out and discipline those whose conduct discredits the department or impairs its effective operation. The rights of the employee, as well as those of the public must be preserved, and any investigation or hearing arising from a complaint must be conducted in an open and fair manner with truth as its primary objective. The department accepts complaints against its members and fully investigates all such complaints to the appropriate disposition.
Community relations are based upon the principle that in a democratic society the police are an integral and indivisible element of the public they serve. Community relations are manifested by positive interaction between the people and the police and it represents their unity and common purpose.
A system of law enforcement is not superimposed upon an unwilling public in a free society; the law is created by the people themselves to control the behavior of those who would seek to interfere with the community welfare and existence.
While the primary responsibility for the enforcement of the law lies with the people, the complexities of modern society and the inability of the people to personally cope with crime has required that they create the police service to assist in maintaining social order. The police represent only a portion of the total resources expended by the public to this end; however, this effort, frequently being restrictive of individual freedom, brings the police into contact with members of the public under circumstances which have a far-reaching impact upon the lives of the affected individuals. A person's encounter with the police can be a very frightening and emotionally painful experience, and under these circumstances, the risk is a challenge intrinsic in each public contact by the department.
The department must strive for the establishment of a climate where an officer may perform duties with the acceptance, understanding, and approval of the public. Additionally, the willing and practiced participation of the people in enforcing the law is essential for the preservation of freedom.
Updated January 14, 2019
Community relations are manifested in its most common form in the numerous daily encounters between individual officers and citizens. It is at this level that reality is given to the unity of the people and the police and where the greatest burden for strengthening community relations is laid.
In dealing with people, each officer must attempt to make the contact one which inspires respect as an individual and professional, and one which generates the cooperation and approval of the public. While entitled to personal beliefs, an officer cannot allow individual feelings or prejudices to enter into public contacts. However, since an officers prejudices may be subconsciously manifested, it is incumbent upon her/him to strive for the elimination of attitudes that might impair impartiality and effectiveness.
All employees are expected to be respectful, impartial, and free of prejudice when working with the community in the course of exercising their duties.
Revised July 1, 2011
The City of Saint Paul is composed of many different communities, each with its own life style and each with its own individual crime problems. The metropolitan nature of the city is manifested by the diverse ethnic and sociological background of its people. However, all persons in each area of the city have in common the need for the protection which is afforded by fair and impartial law enforcement.
Additionally, as a person moves throughout the city, they must be able to expect a similar police response to behavior wherever it occurs. Where the law is not evenly enforced there follows a reduction in respect for the law and a resistance to its enforcement.
In order to respond to varying law enforcement needs in the different parts of the city, the department must have flexibility in deployment and methods of enforcement; however, enforcement policies will be formulated on a citywide basis, and applied uniformly in all areas.
Implicit in uniform enforcement of the law is the element of evenhandedness in its application. The amount of force used or the method employed to secure compliance with the law or to make arrests is governed by the particular situation. Similar circumstances require similar treatment in all areas of the city and for all groups and individuals.
To ensure equal treatment in similar circumstances, an officer must be alert to situations where, because of a language barrier or for some other reason, s/he may be called upon to display additional patience and understanding in dealing with what might otherwise appear to be a lack of response.
I. POLICY
It is the policy of the Saint Paul Police Department to reaffirm our commitment to impartial policing and to reinforce procedures that serve to assure the public we are providing service and enforcing laws in a fair and equitable manner to all.
II. DEFINITION
Racial profiling has the meaning given to it in Minn. Stat. 626.8471, Sub. 2. Which states:
"Racial profiling" means any action initiated by law enforcement that relies upon the race, ethnicity, or national origin of an individual rather than:
(1) The behavior of that individual; or
(2) Information that leads law enforcement to a particular individual who has been identified as being engaged in or having been engaged in criminal activity.
Racial profiling includes use of racial or ethnic stereotypes as factors in selecting whom to stop and search. Racial profiling does not include law enforcement's use of race or ethnicity to determine whether a person matches a specific description of a particular subject.
III. PROCEDURES
A. Policing impartially, not racial profiling, is standard procedure for this agency, meaning:
1. Peace officers must be able to articulate specific facts, circumstances and conclusions that support reasonable suspicion or probable cause for searches and seizures. Reasonable suspicion or probable cause shall be based on and in accordance with the Fourth Amendment of the United States Constitution and Article 1, Section 10 of the Constitution of the State of Minnesota.
2. Peace officers shall not consider race, ethnicity, national origin, gender, sexual orientation, or religion in establishing either reasonable suspicion or probable cause.
3. Peace officers may consider the descriptors in paragraph 2., providing that the link is based on specific and articulable information. This includes suspected criminal, unlawful, or suspicious activity that could be linked to a particular individual or group of individuals. This information may be used in the same manner officers use specific information regarding age, height, weight, or other physical characteristics about specific suspects.
B. In an effort to prevent the perception of racial profiling, peace officers shall:
1. Be respectful and professional.
2. Whenever possible, introduce or identify themselves to the person and state the reason for the contact as soon as practical, unless providing this information will compromise officer or public safety.
3. Ensure the detention is no longer than necessary to take appropriate action for the known or suspected offense.
4. Whenever possible, attempt to answer any relevant questions the person may have regarding the police contact, including relevant referrals to other agencies when appropriate.
5. Identify themselves whenever a request is made by a community member, pursuant to General Order 204.00 Business Cards.
6. If it is determined that the reasonable suspicion was unfounded (e.g., after an investigatory stop), when possible, attempt to explain the circumstances to the person. Consider requesting a supervisor for assistance with the interaction.
IV. DUTY TO REPORT
Every member of this department shall perform their duties in a fair and objective manner and are responsible for promptly reporting any suspected or known instances of racial profiling to a supervisor. Members should, when reasonable to do so, intervene to prevent any racial profiling actions by another member.
V. VIOLATIONS
The Internal Affairs Unit will be responsible for reporting any alleged violations of this policy to the MN POST Board in accordance with the reporting requirements in Minn. Stat. 626.8457.
Effective January 22, 2024
The department must be responsive to the needs and problems of the community. While the departments task is governed by law, the policies formulated to guide the enforcement of the law must include consideration of the public will. This responsiveness must be manifested at all levels of the department by a willingness to listen and by a genuine concern for the problems of individuals or groups. The total needs of the community must become an integral part of the programs designed to carry out the mission of the department.
Law enforcement operations in a free society must not be shrouded in secrecy. It is necessary that there be full public disclosure of policies and openness in matters of public interest. Consistent with protection of the legal rights of involved individuals and with consideration of the necessity for maintaining the confidentiality of the department records and of primary department responsibilities, the department will strive to disseminate accurate and factual accounts of occurrences of public interest. Additionally, the department will strive to make known and accepted its objectives and policies.
To promote understanding and cooperation, there must be interpersonal communication between members of the community and officers at all levels of the department. Each employee must be aware of the law enforcement needs of the community and particular assigned area of responsibility. Guided by policy, an officer must tailor performance to attain the objectives of the department and to solve the specific crime problems in the area served. The department must provide for programs to encourage productive dialogue with the public at all levels and to ensure that partnership between the police department and the people is preserved.
Revised July 1, 2011
The selection process for police officers is designed to choose the most qualified and to eliminate those who are physically, ethically, emotionally, mentally, or socially unfit. Those selected, however, are representatives of the community at large and as such are subject to having the same prejudices and biases found in much of society. Exposure to crime and its aftermath can tend to harden and render insensitive an officer whose sympathetic understanding is needed to properly perform their duties. The department must provide initial and continuing training in human and community relations to help officers avoid this hardening of attitude and to imbue in each officer an understanding of her/his total role in the community.
Law enforcement operations consist of many diverse activities that are directed toward the attainment of department objectives. Activities such as patrolling, conducting field interviews and issuing traffic citations are not objectives in themselves; rather, they are methods of achieving the real objectives of preventing and deterring crime, arresting criminal offenders, and preventing traffic crashes.
Decisions in law enforcement operations frequently must be made in an instant, and the lives of officers and others may depend upon the quality of those decisions. An officer is confronted in stressful situations with both criminal and non-criminal behavior, and must be capable of making a reasonable response in both cases. An officer must base conduct and action in each instance upon the facts of the situation as they reasonably appear, relying upon experience, training, and judgment to guide her/him toward lawful decisions and actions.
Revised July 1, 2011
What is reasonable in terms of appropriate police action or what constitutes probable cause varies with each situation and different facts may justify an investigation, a detention, a search, an arrest, or no action at all. The requirement that legal justification be present imposes a limitation on an officers action. In every case, an officer must act reasonably within the limits of authority as defined by statute and judicial interpretation, thereby ensuring that the rights of both the individual and the public are protected.
Once a violator has been identified, it is the function of the department to initiate the criminal process; however, there are circumstances when a crime may occur and the department will not make a physical arrest. There may be a report written and an application for a complaint made, or in some cases, when the offense is of a minor nature, a verbal warning or other direction may be given. The decision not to make an arrest will be guided by department policy and the factual situation involved, not by the personal feelings of the officer.
On-duty officers within the city limits, after considering the tactical situation, are to take all steps reasonably necessary and consistent with their assignment:
- To protect life and property
- To keep the peace
- To affect the enforcement of the laws of the city, state, and nation.
Revised July 1, 2011
Off-duty officers, while outside of the city, have the arrest authority of a peace officer when and only when confronted with a situation that justifies their use of deadly force in the line of duty under Minnesota Statute 609.066: Authorized Use of Deadly Force by Peace Officers. Otherwise, officer arrest authority is limited to that of a private person. (See Minnesota Statute 629.37: Citizen Arrest by Private Person and Minnesota Statute 629.40, subdivision 4: Off-Duty Arrests Outside Jurisdiction)
Updated January 14, 2019
All sworn personnel within the city will be prepared to discharge their duties and obligations without regard to the fact that the situation may arise during their unobligated time while on duty. This order does not change past policy in permitting the individual officer to exercise discretion as to the type of action taken in minor neighborhood disagreements, or while otherwise employed during unobligated time while on duty.
Powers, duties and obligations of an officer are not limited to those hours in which s/he is on-duty, but are in force and effect 24 hours every day of the week. An officer is required to perform these duties during the tenure of appointment whether or not under assignment or supervision and willful failure on her/his part to do so may constitute grounds for action on the part of the department.
Revised July 1, 2011
The department makes every effort to ensure the safety of employees while on duty. The general rule applied in determining whether an employee was injured on duty is whether the injury occurred within the course and scope of employment. Each instance will be investigated and evaluated by city risk management. The particular nature of the service rendered by the employee will be considered. The department will make reasonable efforts to accommodate persons injured on duty with a light duty assignment. The department reserves the right to reevaluate the officers medical status at any time and to make appropriate changes to duty assignments as necessary and available.
Revised July 1, 2011
The objective of traffic enforcement is to reduce traffic crashes and injuries and enhance safe driving practices by facilitating the expeditious flow of vehicular and pedestrian traffic through the public's voluntary compliance with traffic regulations. The Saint Paul Police Department seeks to achieve this objective through a combination of education and enforcement.
The Saint Paul Police Department seeks to educate and engage with our public regarding traffic regulations through positive non-enforcement programs aimed at exposing specific problems, as well as by publishing traffic crash and injury statistics, and giving notice of changes in regulations prior to taking enforcement action.
The Saint Paul Police Department will take enforcement action upon the detection of an illegal or potentially hazardous act without regard for factors such as attitude, intent, or frivolous excuse. Enforcement action will be in accordance with City ordinance and state and federal law. These actions may consist of a warning, citation, application for complaint, or physical arrest.
Updated January 14, 2019
Traffic violation enforcement is one of the many routine tasks performed by officers, but it can be unsettling for motorists. In many cases, this is the only contact that a person may have with the Saint Paul Police Department. Officers should strive to make each contact educational and procedurally just to leave the violator with the impression that the officer has performed a necessary and legitimate task in a professional manner.
Revised February 1, 2019
In an effort to determine what violations are causing crashes, the Saint Paul Police Department conducts statistical and visual surveys of traffic violations analyzing a variety of factors including but not limited to location, time, and day of week. Based upon the information obtained, the Department deploys its personnel to those specific areas to observe violations and to take enforcement action. Additionally, when the Department receives complaints of a specific traffic problem in a particular area, it specifically assigns personnel to investigate and to take appropriate enforcement action.
Updated January 14, 2019
Traffic enforcement through open and visible patrol efforts correlates highly with the enhancement of safe driving practices and the reduction of traffic crashes due to the fact that these measures tend to deter motorists from knowingly violating traffic laws. However, when there is an unusual or continuing enforcement problem at a particular location, officers may park in a conspicuous location to enforce traffic through covert patrol measures.
Updated January 14, 2019
The people, through their elected representatives, have directed that criminal sanctions should be imposed against certain behavior and activities traditionally labeled as vice and which if left unchecked, affect quality of life and inevitably become dominated by organized criminal elements. The department is committed to the enforcement of all criminal statutes, including those defined as vice offenses. Situations where vice or conditions which foster vice, are allowed to continue are soon exploited by organized crime and money generated by vice activities are often used to finance other criminal ventures. To prevent the spread of vice conditions and its attendant invitation to organized crime, the department will take aggressive enforcement action against all commercialized vice activities, complaints of vice activity and conspicuous vice conditions that appear on the streets and in the public places of the city.
Updated February 1, 2019
The department will enforce local, state, and federal statutes that prohibit possession, use, or trafficking in narcotics, non-prescription dangerous drugs, and other restricted or prohibited substances. Through a combination of aggressive enforcement and public education, the department seeks to prevent and deter the use, possession, and trafficking of such substances within the city. In so doing, the department may also conduct investigations outside the city in cooperation with appropriate law enforcement agencies to prevent the flow of illegal substances into the city.
To prevent the spreading use of narcotics and other dangerous substances, the department engages in public education programming to inform people about the effects and hazards of drug abuse. Additionally, the department provides the public with factual information with which to make decisions regarding the use of drugs and to assist members of the public in recognizing symptoms and indications of drug use in others. An understanding and appreciation of the full effect and extent of drug abuse is essential for success in overcoming its threat. By working with and through the community, the department seeks to engage the people in a cooperative attack on this critical problem.
General Provisions:
Department administration involves the efficient and fiscally responsible management of a large complex organization. Department functions involve the interaction of people, not only within ranks, but in all personal contact between its employees and members of the public. Department administration is, therefore, occupied to a large extent with improving the ability of its employees to properly perform the police task and with strengthening the relationship which exists between all employees and the public they serve. Thus, recognition of the human factor is an administrative challenge in the department's effort to provide a consistent and professional police response to the communities law enforcement needs.
Department personnel are required to make decisions involving the public and other employees in response to both administrative and operational problems. The decision process involves more than loyalty. It requires an insight into the objectives and purposes of the department, its duty under the law and to the people, and the manner and means by which the task is to be performed and the objectives achieved. The decision must be a balance of involved interests, considering what is best for the public, the department, and any individual involved. That decision must then result in effective action directed toward the accomplishment of the departments objectives. The requirement that such insight be exercised is implicit in all decision making, and it is the thread which binds the complex and difficult law enforcement task into a coordinated and effective force.
Administrative Reporting:
Administrative reporting allows the police department to function properly, isolate and identify problems and trends, and develop a proactive approach to solving police related community problems. To allow management personnel the ability to discharge responsibilities effectively and efficiently, daily, quarterly and annual reporting will be a routine responsibility of all managers.
Daily Reporting:
Watch Commanders Tour Summary: At the end of each watch commanders tour, a summary of the tours significant activity shall be submitted to the public information officer, assistant chief, deputy chiefs and chief of police. The report which shall identify the tour watch commander, shall itemize major incidents and arrests by complaint number, the time of the incident, the suspect(s) name(s) if any, the location of the incident, the victim(s) name(s) if any, a summary of the events which took place, and the officer(s) name(s). The watch commander will also note any other occurrence considered significant.
The chief of police, assistant chief, deputy chiefs and senior commanders in affected districts will be informed when there is a homicide, critical incident, major incident, or injured officer.
Holdsheet: The department will produce a daily holdsheet which contains information on those persons arrested in the previous 24 hours for felony and gross misdemeanor offenses. The holdsheet is maintained on the Intranet and available to all units in the department. The document contains names, identification numbers, arrest dates, case numbers, arresting officers name, suspected offenses, and the unit the suspect is held for as well as judicial releases, Regions Hospital cases, and those suspects held for out-of-city authorities.
Quarterly Reporting:
Unit reporting: Quarterly reports containing significant activity of the unit will be prepared by the unit head and submitted to their respective deputy chief. These reports will contain, but are not limited to, problems experienced during the quarter, caseload analysis, and, if applicable, any special projects/initiatives, or any progress towards objectives of the division. These reports shall be in narrative form. Any statistical data compiled for/by the unit may be included in the report.
Division Head Reporting:
Written reports to the assistant chief will be prepared by the deputy chiefs to identify significant activity in their divisions. The deputy chiefs may use the reports prepared by their unit heads in the compilation of their quarterly report.
Annual Reporting:
An annual report to the City of Saint Paul will be prepared by the assistant chief highlighting significant activities/accomplishments of the department for the year. This report will contain both narrative and statistical data relevant to the departments operation and performance. This report will be made available to department personnel and the public.
Statistical Reporting:
The departments research and development unit will publish an annual report which summarizes and delineates demand for police service and actual offenses. This report will contain raw statistics as well as graphs and charts. The report is available to anyone via the Saint Paul Police internet. The department also complies with any city, state, or federal reporting standards.
Releasing of Reports:
Unless otherwise stated, approval by the chief of police or a designee will be made before external dissemination of any of the above reports.
Updated January 14, 2019
A unit head has responsibility and accountability for every aspect of command. Commensurately, within policy guidelines and legal constraints, a unit head has the authority to coordinate and direct assigned personnel and other allocated resources in achieving organizational objectives. In so doing, a unit head must perform the full range of administrative functions, relying upon policy, direction, training, and personal initiative to guide and command in achieving the highest level of performance possible.
All employees in a supervisory position are responsible and accountable for every aspect of their command.
Revised July 1, 2011
Upon assuming a new assignment and continually thereafter, a unit head will critically evaluate all aspects of command, review existing policies, procedures, and programs to determine if the need for which they were enacted remains unchanged. Existing budget requests will be reviewed to ensure that any changes made or contemplated have not rendered the requests obsolete.
Upon a change of command, the unit head being replaced will lend her/his full assistance in making her/his command transition as smooth and orderly as possible. Orientation of a new unit head should include information concerning unique problems of the command and assistance in continuing community and professional contacts relative to the command.
Revised July 1, 2011
The nature of command is such that there must be a coexisting loyalty to the management of the department and to subordinates. The resolution of those loyalties, in a manner which benefits both the department and the individual, and which avoids conflicts between the two interests requires the exercise of leadership. An interest in employees and their welfare is a responsibility of command, which may extend beyond morale problems and their effect upon an individuals performance. It includes a concern for the personal problems, desires, and interests of employees and positive assistance in resolving those problems or in achieving their goals.
However, unit heads should be cautious to avoid interfering where assistance is not required or desired.
Revised July 1, 2011
It is essential that there be planning in the police service. From the chief of police, who must devise long-range plans involving the entire resources of the department, to the police officer, who must discuss an operational plan with her/his partner while en route to a call, there exists an imperative for planning which is so great that it merges with the action itself. The requirement that an employee plan her/his action is commensurate with the degree of responsibility and accountability for the results of her/his action. In the performance of their duties, officers are confronted with an infinite variety of circumstances which require police action. In an attempt to utilize collective experience and research in assisting officers to deal with diverse situations, the department formulates procedures to direct action in certain generalized situations. As officers are routinely confronted with the unusual, it is impossible to provide standing procedures for officers to follow in each individual situation. Therefore, officers must additionally be provided with policy guidelines to assist them in the necessary exercise of discretion, and the combination of policy and procedures reinforced by training acts to provide officers with a structurally sound framework within which to function.
In addition to developing standing procedures, the department must regularly devise single-use plans to accommodate specific needs. These plans may involve a department-wide response to a major unusual occurrence or a tactical answer to an isolated police incident. Once executed, such plans should be evaluated for the development of standing procedures or for future reference in analogous situations.
The result of an effort to research a problem and develop a solution, leaving nothing for the final authority to do except approve or disapprove, is traditionally known as completed staff work. In such projects, it is essential that original instructions include identification of the problem, direction, the desired scope of endeavor, and the time limit for completion. Direction should clearly indicate what is desired by way of the project. The project should include adequate research to accurately define the problem and to examine all reasonable solutions. The assigned employee should include in her/his report a recommendation and a summary of the findings supporting her/his conclusion. In completed staff work, a final step, prior to obtaining concurrences, is to notify involved organizational components of the findings and recommendations of the project.
In a large and complex organization such as the department, it is essential that directives communicate desired information to concerned employees as accurately as possible. Directives should be well researched, properly drafted, and subjected to staff review for concurrence. A unit head may issue an order as long as it affects her/his command only and does not conflict with department directives.
Revised July 1, 2011
One of the tasks of a commanding officer or unit head is the administration of discipline.
The exercise of discipline requires an evaluation of the human factor which, when combined with proper training, motivation, and recognition of individual and group effort, results in self-discipline.
Discipline may range from an Oral Reprimand, where the immediate effect is on the individual, to termination. In each case, care must be exercised to make the proper choice in obtaining a desired and just result.
In the administration of discipline, a unit head must consider the totality of the circumstances surrounding the allegation of misconduct in making a determination whether the original action or conduct which prompted the complaint was legal and under the circumstances necessary and proper as well. Their decision must resolve those factors with the individual's interest and the probable effect of the disciplinary action upon the attainment of department objectives.
To be effective, discipline must not only be fair in its application, it must also follow within a reasonable time the act which it is intended to correct. Therefore, there must be a prompt resolution of disciplinary cases.
Updated January 14, 2019
Chain of Command:
The chief of police must necessarily limit the number of persons who report to her/him. Therefore, to ensure unity of command, clearly defined lines of authority must be drawn so that there is an existence structural relationship between each employee and the chief of police. Each employee must be aware of her/his relative position in the organization, to whom s/he is immediately responsible, and those persons who are accountable to her/him. Employees should strive at all times to operate within the chain of command and to keep their supervisors informed as to their activities. The chief of police is available by appointment to any member of the department.
Span of Control:
To achieve effective direction, coordination and control, the number of employees under the immediate control of a supervisor, except first line supervisors, should not be excessive.
First line supervisors span of control should not normally exceed 12. (See General Order 341.40: District Supervisor -- Sergeant)
During emergencies or other unplanned situations the number of subordinates on a short-term basis, may exceed the recommended staffing level for supervisors.
Unity of Command:
Each organizational component shall be under the direct command of only one supervisor unless authorized by the chief of police.
Each employee will be accountable to only one supervisor at any given time. Each employee will be responsible or accountable to her/his regular immediate supervisor except when working on a special assignment, incident, duty, event or temporarily assigned to another unit within this department. In these cases, the employee will be accountable to the first-line supervisor over that assignment, incident, duty or event.
Revised July 1, 2011
Management inspection and control is necessary to ascertain if command policies, procedures, and rules are adequate and being adhered to; whether department resources are adequate and are being properly utilized; and to evaluate the overall performance and attitude of the department. The department has a formal staff inspection and control system which reports to the office of the chief. Additionally, it is the responsibility of each commanding officer or unit head to continually conduct inspections within her/his command to ensure the proper performance of assigned personnel and the most efficient use of assigned equipment, material, and facilities. Merely finding fault is not inspecting therefore, a commanding officer or unit heads responsibility does not end with discovering a deficiency or inadequacy; it includes taking positive measures to correct the problem.
Revised July 1, 2011
Recruitment:
To obtain the highest caliber of candidates possible, it is essential that the department participate in the recruitment process. An officers daily contact with the public is the departments best recruiter. By their demeanor and enthusiasm, an officer favorably impresses and attracts the type of individual which the police service needs. Because of their experience and knowledge, an officer is able to counsel persons who show an interest in law enforcement careers and to encourage qualified applicants.
Duty Assignments:
Allocation of personnel to specific assignments is made with the aim of establishing optimum effectiveness within the department while recognizing the needs, abilities, and preferences of individual employees.
Advancement:
The vitality of the department is maintained through the selection and promotion of the most qualified personnel to positions of increased responsibility. The department must help in the selection process by accurately rating and evaluating employees for promotion.
(See General Order 336.00: Training Unit)
The department has an obligation to provide a professional standard of law enforcement service to the community. In fulfilling that responsibility, it is essential that the department personnel be properly trained. This is true not only at the entrance level where officers must receive basic training prior to their assumption of police responsibilities, but it is a continuous process throughout their careers. Training is provided to accommodate department needs and to actualize the interest and concern which the department has for the self-improvement and personal development of its employees.
All Outside and Contracted Training
All outside or contracted training, including but not limited to RRA training, must be approved by completing the SAINT PAUL POLICE DEPARTMENT TRAINING APPROVAL FORM and obtaining the required signatures.
Employees receiving training from outside entities may be instructed on material that is in conflict with the Saint Paul Police Department’s policy and procedures. Regardless of the sponsor or source of the training, or whether the training was authorized by the department, Saint Paul Police officers attending such training, whether on duty or off duty, must follow department policies and procedures and may only use tools, techniques or methods approved or sanctioned by the department.
Saint Paul Police Department employee(s) are required and must agree prior to receiving outside instruction that training received from outside sources must be properly evaluated and subsequently authorized by the St. Paul Police Department Training Unit Commander and Deputy Chief of Support Services and according to department policy prior to being adopted and used in the course of their duties.
Recruit Training:
The training provided new officers or candidates are a continuation of the selection process whereby efforts are made to screen out those who are lacking in police aptitude. In all recruit training, emphasis is placed on developing the reasoning ability and judgment of each officer.
Field Training Officer:
The field training officer (FTO) program is designed to supplement academy instruction through field experience. Its goal is to provide a more individually tailored training program, stressing weak areas and those needing more attention, while at the same time insuring that each recruit masters a predetermined set of tasks before satisfactory completion of the program.
After completion of the FTO program, officers will be on probation which serves as a final step in the officer selection process.
On-the-Job Training:
An officer’s training continues after academy graduation through her/his assignments with a field training officer, roll call training, and supervision. It is the responsibility of all officers to teach those with whom they work the skills and knowledge necessary to perform the job at hand. Supervisors and unit heads of all ranks have the responsibility not only to train subordinates to perform assigned tasks, but also to familiarize all subordinates with their supervisor’s job as well so employees are prepared to assume additional responsibilities, should the need arise.
In-Service Training:
Refresher training is periodically provided to experienced officers to update their training profiles and to evaluate the effectiveness of their prior recruit and in-service training.
Non-Sworn / Professional Staff:
All newly hired civilian employees shall attend the “new employee orientation” class conducted by the City of Saint Paul Office of Human Resources. This orientation seminar is designed to acquaint the individual with benefits, working conditions and regulations as well as the responsibilities and rights of employees. Additionally, the new employee will receive familiarization training from her/his immediate supervisor regarding the role purpose, goals, policies and procedures specific to this department.
Additional training:
Civilian employees are an integral part of our police team and will, in addition to the new employee orientation, receive specialist training as required by their duties.
In-Service Training:
The department’s training unit and the City of Saint Paul Office of Human Resources offer a wide variety of educational opportunities which are available to all civilian personnel. All non-sworn employees are urged to make maximum use of these opportunities to increase this knowledge and to develop and perfect new skills as well as to sharpen those already acquired.
Civilian employees whose tasks require expertise in a specific technological area are also eligible for training at outside institutions which can be arranged through the assistant chief’s office.
Supervision Training:
Once the selection process has resulted in promotion, the department provides training to prepare newly appointed supervisors and unit heads for their added responsibilities. Dependent upon the level of supervision or management involved, an attempt is made to familiarize individuals with problems which they may face and to assist them in developing suitable responses to those problems.
Specialized Training:
To prepare employees for new assignments, the department provides specialized training in those areas where a need has developed. Such schools have as their goal the development of specialized skills and knowledge within the frame of a police generalist.
Supervisors as Teachers:
The on-going training of working employees is the responsibility of their supervisors. Supervisors are expected to be familiar with the mechanics of the learning process and to routinely apply them in their supervisory tasks.
Participation of Unit Heads and Staff Officers in Formal Training:
It is important to assure that department policy is disseminated as accurately as possible, and to allow the department and its employees to benefit from the experience, knowledge and attitudes of commanding and staff officers at a policy-making level. Therefore, it is desirable that such officers participate in the formal training process to the greatest extent possible.
Detached Duty for Advanced Education or Training:
The department engages in programs whereby officers are selected to participate in advanced education or training programs as part of their assigned duty. The selection process for such courses is designed to choose the most qualified while at the same time assuring the department receives the value of the individual’s acquired knowledge.
Encouragement to Further Education:
In fulfilling its commitment to provide professional police service, the department encourages all employees to further their education to the highest level possible. Therefore consistent with its basic responsibilities, the department cooperates with employees as staffing would allow to arranging duty schedules and assignments, to facilitate and encourage such individual effort. The department values advanced education and encourages all employees to pursue advanced degrees, especially if they are interested in seeking promotion.
Revised May 31, 2019
Law enforcement professionalism is enhanced when officers perform only those tasks where there is an identified need for police knowledge and skills. To this end, the department employs non-sworn personnel in those positions where there is no such demonstrated need. In addition to releasing officers for more traditional tasks, the use of professional employees makes it possible to hire employees for their specialized skills, resulting in greater efficiency.
(See General Order 193.17: Budgeting)
Effective December 1, 2023
The budgetary process is required by the city charter and is an essential planning tool which enables the department to organize its financial resources in an objective-directed effort to derive the maximum return for the tax dollars expended.
Unit heads communicate their organizational needs by means of budget requests. Such requests should be limited to those items which are necessary to continue the present standard of service, materially improve the standard of service, or reduce the cost of service. It is the responsibility of unit heads to weigh their needs carefully and to present budget estimates which incorporate reasonable and economically sound requests. If an item is requested on the basis that it will improve the standard of service, the justification should show conclusively that this objective will be reached and that the cost of the item will be returned in some concrete manner, such as the rendering of decidedly superior service to the public or by an actual saving of money over a period of time. During the preparation of annual budget requests, unit heads shall review each specialized assignment in current practice under their command to decide on its continuation. This review should include an evaluation of the initial problem or condition that required implementation of the specialized assignment and a cost-benefit analysis of the specialized assignment.
The City of Saint Paul operates from a budget developed annually. As part of the development of the budget, goals and objectives are established by the department to guide the expenditure of authorized funds.
Revised July 1, 2011
Accountability:
Supervisors are accountable for the performance of employees under their immediate control.
Delegation of Duties:
A supervisor may delegate to subordinates appropriate portions of responsibilities, together with equivalent authority; but may not relinquish overall responsibility for results or any portion of accountability.
Direction of Subordinates:
A supervisor shall allocate resources and direction of subordinates necessary to the accomplishment of department objectives. S/he shall analyze and evaluate the personality, temperament traits, and capabilities of each subordinate in order to realize from every employee the maximum degree of service commensurate with abilities and limitations.
Training of Subordinates:
Supervisors shall mentor and coach employees and help facilitate training needs of their employees. Training shall be considered the process of aiding employees to gain effectiveness in their present or future assignments through the development of appropriate habits of thought, action, skill, knowledge, and attitude. Supervisors shall maintain an appropriate, professional, relationship with all subordinates.
Guidance of Subordinates:
A supervisor shall take a personal interest in the welfare and problems of subordinates and shall be available to employees seeking guidance and counseling. S/he shall give appropriate advice and personal instructions to immediate subordinates for the development of current duties, administrative, investigative and supervisory skills.
Performance Evaluation:
A supervisor shall be responsible for the appraisal and analysis of the work and accomplishment of subordinates. Such evaluation shall be based on continuous observation and inspection and shall consider personal traits as well as duty requirements.
Supervisory Reports:
Supervisory reports shall be made in a prompt and effective manner. All pertinent facts shall be incorporated, and the welfare of the department shall be of primary consideration. Supervisors shall reflect the feeling of subordinates to supervisors by permitting information to flow up, as well as down, the chain of command.
Techniques of Supervision:
A supervisor must frequently allocate resources and provide directives and orders to ensure that proper police operations are conducted. This must be done firmly with expeditious cooperation to critical police situations. A supervisor shall make use of a variety of supervisory techniques such as the following to promote satisfactory supervisor-subordinate relationships:
- Inspiration: The ideals and objectives of public service in the police field shall be developed, exemplified and modeled by the conduct and actions of supervisors. The department goals and objectives should be paramount for guidance.
- Explanation: Department policies and objectives shall be presented to employees. Supervisors shall adopt an attitude of guiding employees by sound logic and clear thinking, rather than by arbitrary orders and commands and shall strive for willing response and cooperation from subordinates.
- Encouragement: Supervisors shall be aware that recognition of good work is an indispensable need in the employees relationship with the department and shall make certain that meritorious acts and accomplishments are rewarded, either by personal encouragement and praise, or by formal commendation.
Revised July 1, 2011
Since emergency situations occur without warning, and their duration is often brief, officers must frequently make critical decisions without benefit of on-the-scene direction. In most police operations we will use principles of unified command. Unified command gives coherence to the police task and directs the energies of the department into an organized effort. Proper supervision is essential to maintain a professional level of competence in law enforcement operations.
Supervision in Field Operations:
The department is an organization with an assignment of responsibility and accountability throughout the rank structure. To the degree that a senior officer is responsible and accountable for the performance of junior officers, s/he must be granted commensurate authority in order to properly discharge supervisory responsibility. Field supervision begins with the senior officer of the department, and it is upon them that the primary burden of training and supervising less experienced officers is placed. A field sergeant is the first level of full-time supervision, and it is a primary responsibility to guide, train, direct and motivate those over whom s/he has control.
Command Responsibility at Police Situations:
Command of department resources at a police situation rests with the highest ranking officer or the assigned designated officer. Such person has the authority to direct the operation and is responsible for its outcome. A senior command officer may make suggestions. However, s/he may not actively direct the operation unless s/he properly relieves the subordinate of command by so informing the highest ranking officer that s/he has been relieved of the assignment. Restoration of active command may be re-delegated by informing a subordinate s/he is again in command. A senior officer at an emergency scene who does not choose to take command may be held accountable for unfavorable developments which s/he could have prevented by assuming control.
Inter-Unit Field Situation:
In the event of particular units requesting assistance of another unit the requesting unit supervisors shall take command (i.e., burglary requesting the assistance of special investigations unit personnel -- burglary supervisors shall be in command).
Inter-Division Field Situations:
In the event of units of different divisions working on a field situation, the requesting unit shall maintain supervisory responsibility, except in situations where the special weapons and tactics (S.W.A.T.) team, bomb squad, or the forensic services unit has been summoned. In those circumstances the commands above shall assume supervisory responsibility for their portion of the field situation. Once the need for above commands is complete, the requesting unit shall resume supervisory responsibility.
Crime Scene Investigations:
In the event an investigator is called to a crime scene, the investigator will assume responsibility for the scene and associated activities. S/he may delegate tasks as s/he sees fit.
Revised May 16, 2013

Last Edited: October 14, 2024