Findings and recommendations are under development.

Finding 2.1: DHPD does not have standard guidelines or measures for evaluating employee performance.

DHPD Policy 1001, Performance Evaluations, notes that the Department shall use two types of evaluations—regular and special evaluations. The policy further states that regular evaluations are to be conducted at “regular intervals”, but does not specify at what frequency, by the employee’s immediate supervisor. DHPD Procedure 1001, Performance Evaluation Procedures, notes that the evaluation frequency should be “at least once every year on the anniversary of the employee’s date of appointment or hire.” Per DHPD policy, a special evaluation can be completed at any time when deemed necessary due to less than standard performance. The policy also outlines performance rating criteria (outstanding, exceeds standards, meets standards, needs improvement, and unsatisfactory), and requires that supervisors review and document.

While DHPD policy and procedures outlines a performance review process, DHPD personnel shared that, though an evaluation is conducted following the end of an officer’s probationary period, the department does not conduct regular formal performance evaluations throughout their career. Officers described receiving informal feedback from their supervisors; however, the lack of a formal performance review process can lead to inconsistency in expectations for both officers and supervisors. For example, some department employees expressed that some supervisors valued enforcement activities over community interactions and vice versa. Insufficient and inconsistent feedback within DHPD can hinder department employees’ professional development and growth. Regular formal assessments also provide opportunities for positive feedback and morale building among employees.

Recommendation 2.1.a: Establish and implement a performance evaluation system that is consistent with DHPD’s mission.

The system should clearly define expectations of employees and the competencies by which they will be evaluated, as well as integrate both quantitative measures (e.g., crime data) and qualitative measures (e.g., efforts to engage members of the community and the partnerships they build). It should also highlight strengths, identify areas of improvement, and establish short- and long-term goals appropriate to the employee’s position, along with strategies to achieve those goals. Additionally, DHPD should consider how the system is linked with other processes and databases within the department, such as disciplinary actions, promotions, training, or career development (see Recommendation 5c). The system should also set clear guidance and expectations for supervisors regarding how to conduct and report on employee evaluations including their frequency and the documentation required. Executive leadership should seek input of employees in developing this system.

Finding 2.2: DHPD does not have clear, standard guidelines or measures for evaluating officer misconduct, nor does it have clear processes for investigations into policy violations or potential outcomes.

DHPD policies and procedures include information regarding processes to address officer misconduct. However, these policies and procedures, and subsequent practice of addressing officer misconduct, lack detail regarding how and by which measures conduct should be evaluated. The assessment team identified and reviewed relevant policies and procedures related to officer misconduct, specifically covering personnel complaints and biased-based policing.

DHPD Policy 1010, Personnel Complaints, and Procedure 1010, Personnel Complaint Procedure, articulate the process through which complaints are reviewed and investigated, types of informal corrective actions that may be used, and responsibilities of those involved in the review. Policy 1010 notes in Section 1010.10 the department’s authority to discipline, noting that it “will act in a fair, consistent, and equitable manner.” The policy also describes that if disciplinary action is initiated, “the criteria and procedures for such action are outlined in the applicable current collective bargaining agreement for officers does not include such criteria, simply stating, “Both the City and Union agree in the concept and use of Progressive Discipline when determining if the discipline is just. The progressive discipline shall include verbal warnings, written warnings, written reprimands/probation, suspension, and termination depending on the nature of the offense.” The collective bargaining agreement for supervisors has similar language regarding discipline only for just cause, but no further information on how discipline is measured. As such, current policy, procedures, and agreements lack details regarding specific acts of misconduct and respective disciplinary or corrective actions that should be taken.

According to DHPD employees, the commanding officer in internal affairs conducts the review and investigation of complaints. They provide the Directors with a finding and, if necessary, recommendations for discipline, but the final decision is ultimately made by the Chief. If there is a recommendation for suspension or higher, one director will meet with the officer to discuss the implications. The officer can then request a hearing in front of the other director or appeal through the union to the Act 78 commission.

DHPD Policy 401, Bias-based Policing, states that “Supervisors should monitor those individuals under their command for compliance,” to include conducting periodic reviews of mobile audio/video recordings, portable audio/video recordings, Mobile Data Computer data and any other available resources used to document contact between officers and the public. The policy then states a supervisor should then initiate an investigation and take prompt and reasonable steps to address misconduct; however, it does not specify what “reasonable” steps would be.

Interviews with DHPD employees also revealed that internal processes, standards, and systems for accountability and oversight (e.g., disciplinary actions, supervision) are unclear to employees. DHPD employees also expressed mixed feedback about whether they believe these systems and decision-making processes are fair. Furthermore, due to the lack of standards and system, individuals conducting misconduct reviews have historically lacked training on how to appropriately do so. However, we learned that department members at the lieutenant level had recently participated in an external disciplinary training which covered how to conduct complaint investigations, interview techniques, and the role of the collective bargaining unit.

Recommendation 2.2.a: Establish clear policies and processes for misconduct investigations and possible outcomes to increase consistency and accountability.

Procedures could include a disciplinary model or matrix for which noncompliance would be evaluated against. Many agencies use accountability and discipline matrices that outline specific behaviors and the graduated discipline based on their nature and frequency. These models promote consistency in the application of discipline and accountability.

Finding 3.1: DHPD employees have limited opportunities for professional development and upward mobility.

Many officers and sergeants expressed interest in learning skills in addition to patrol and are unsure if opportunities to do so will arise within DHPD. Recent organizational changes and departures of staff have resulted in the diminishing of various specialty units (e.g., traffic bureau, special investigations) and roles within the department in order to ensure patrol functions are properly staffed. As a result, opportunities for lateral and upward mobility have been reduced, though some opportunities do remain for task force officer positions (e.g., Drug Enforcement Administration Task Force and Auto Theft Taskforce). Of note, some challenges are outside of the department’s control. For example, the officers’ contract restricts the amount of time that an officer below the sergeant rank can spend in the Detectives Bureau, preventing a permanent assignment.

Officers interviewed by the Assessment Team also stated that they would like to have wider access to training and development opportunities around topics such as community policing, officer mental health, leadership training, and tactical training (e.g., de-escalation, active shooters, and traffic stops). Perceptions vary as to the availability and accessibility of professional development opportunities. Many staff stated that opportunities are regularly provided to them, often in the form of in-person and virtual external trainings or conferences, while others stated that they are largely in charge of facilitating their own professional development. This is especially true among supervisors as there is no standardized or required training upon promotion. Although staffing is a major concern for all members of DHPD, officers generally feel that leadership would support their requests to be away from regular duties for training and development activities. Compounding the limited opportunities for professional development is the lack of performance evaluations (see Finding 3) meaning that staff may not have a complete understanding of expectations of their current role or a defined promotional path.

Recommendation 3.1.a: Conduct analyses of the DHPD’s calls for service and overall DHPD staffing workload to better understand the functions and staffing needed for DHPD operations.

DHPD should consider broad aspects, such as minimums mandated by the department or labor agreements, the budget of the department, and overall crime levels. Additionally, the department should examine productivity of various roles, along with their required tasks. DHPD should also specifically analyze current data to understand the nature of calls for service (frequency of various calls, average time spent on calls, location of calls, etc.) to anticipate their future needs.

Recommendation 3.1.b: Upon completion of calls for service and staff analysis (Recommendation 5a), identify appropriate positions and units/structures needed to accomplish organizational objectives

These positions should be articulated in the department’s change management plan (Recommendation 1a), so that department personnel understand hiring priorities, promotional opportunities, and selection processes.

Recommendation 3.1.c: Establish career development plans at all levels and positions of the department.

Plans should focus on the knowledge, skills, and abilities employees should bring to their individual assignments, duties, and responsibilities, as well as guide employees in career advancement. They can also articulate training, counseling, on the job learning, and other professional development opportunities to assist individuals in choosing, preparing for, and progressing in job assignments and specialties, as well as individual professional growth opportunities to promote positive job performance and satisfaction.

Finding 4.1: Department personnel believe they are adequately equipped with resources to perform their duties; however, personnel shared there are limited resources to support their wellness.

DHPD officers affirmed that they have the basic equipment and tools necessary to do their jobs effectively. Some cited recent technology improvements, such as the department’s acquisition and implementation of body-worn cameras in early 2023 and the issuance of work phones to make job functions more efficient (e.g., tagging of evidence). Additionally, some department employees shared there have been recent efforts to acquire new patrol vehicles and decommission older ones. However, others shared frustrations around the lack of properly functioning vehicles on any specific day (e.g., challenges with mobile data terminals [MDTs] or internet connection). The Department has identified 50 support services projects to enhance the tools and resources for employees. Projects completed to date include improving building lighting and landscaping. Other projects currently in progress include updating the evidence processing remove, acquiring a virtual training machine, completing a full inventory of equipment, replacing evidence cameras, updating the shooting range and training facilities, and more.

For employee wellness, DHPD personnel are provided access to an Employee Assistance Program (EAP) and an onsite fitness center, yet few individuals noted use of these resources. DHPD leadership has expressed that employee safety and wellness are a top priority and shared with department employees several months ago they plan on improving the fitness center and creating a wellness space for officers to unwind during their breaks; however, these plans have not come to fruition. A previous peer support program was disbanded as DHPD employees departed the organization. There are no other department-level resources to promote wellness.

Employee safety and wellness is critical in all agencies, and notably important for DHPD where recent dramatic decreases in staffing levels have created staffing challenges and impacted employee morale. While there is no singular cause for this decrease in staffing, department personnel highlighted a factor being the initial compensation at DHPD being lower than departments in surrounding areas, which has required compensation through other benefits, such as retirement and overtime. Contract negotiations are currently underway regarding the base salary for officers. The reduced staffing has implications for all department employees, but its effects are felt pointedly by officers of lower seniority who can be required to work overtime if the department falls below minimum staffing levels on any given shift. These officers shared that they are experiencing lower levels of mental, emotional, and physical wellness. Dispatchers within the department are also understaffed and face a tremendous amount of stress and high workloads. Furthermore, several interviewees described other factors impacting their wellness and morale, to include the ongoing officer contract negotiations and the uncertainty of the department’s future (see Findings 1 and 5).

Recommendation 4.1.a: Find opportunities to improve employee morale, such as acknowledging and sharing the accomplishments of DHPD employees and providing employee recognition and awards.

DHPD should consider awards that highlight both internal and external achievements. For example, awarding excellent report-writing or attendance, along with awards which recognize outstanding community interactions or firearm and controlled substance seizures. Additionally, DHPD should consider enabling employees at various levels of the organization to recognize fellow personnel. These can include peer-, supervisor-, and executive leadership-initiated commendations. They may also include awards amongst a specific unit or group, such as field training officers or detectives. Further, the department should encourage supervisors to provide informal positive feedback to employees, where applicable.

Recommendation 4.1.b: Develop additional employee wellness programming, with opportunities for input from all employees, sworn and civilian.

Wellness programs should include features which address all facets of personnel health: physical, emotional, psychological, etc. DHPD should work with employees to better understand which of their wellness needs are currently being addressed and which may need additional supports. A peer support program may be of particular interest to the department. However, DHPD should ensure there are policy and budget guidelines, clear guidance on confidentiality requirements, and initial and ongoing training to the team. The department can also consider additional wellness supports such as:

• Direct access to paid mental health services for personnel, both current and retired, along with their families
• A chaplaincy program, which serves officers of various faiths
• Access to trainings on critical incident stress, stress management techniques, financial management, family support, time management, and health and wellness

Finding 5.1: DHPD has begun to develop crime analysis capabilities; however, crime analysis is not yet integrated into standard departmental operations.

Crime analysis is a valuable tool to law enforcement agencies as it equips agencies in identifying emerging trends, allocating resources, and planning crime prevention or public safety strategies. As a department builds its crime analysis capacity, there are several components it should consider, to include (1) personnel with appropriate skills, knowledge, and abilities; (2) a defined goal and purpose of crime analysis; and (3) appropriate data, technology, and tools to support systematize processes and robust analysis.

DHPD executive leadership recognize the value of crime analysis and has dedicated personnel resources to build this capacity for the department. In May 2023, DHPD increased its crime analysis capabilities, though it does not yet have analytical models, standardized procedures, or processes to consider how data analysis and findings should direct field operations and decision-making. The development of such resources would aid the department in properly educating the DHPD personnel responsible for collecting, maintaining, analyzing, and reporting on data in necessary skills, and through potential unit expansion and personnel movement.

With regard to the goal and purpose of crime analysis for the department, DHPD Policy 800, Crime Analysis, outlines the general purpose, data sources, crime analysis factors, and dissemination guidelines for the crime analyst. The purpose is stated as, “to utilize crime analysis as a tool in crime control and prevention efforts. This entails gathering, analyzing, and correlating data to effectively deploy the resources of this department.” DHPD’s current crime analysis tasks include compiling daily crime statistics and ad hoc analyses, such as exploring trends in a recent uptick in Unlawful Driving Away of Automobile crimes in accordance with the policy. The department also plans to utilize crime analysis for a newly implemented CompStat meeting. Several department employees shared that they were unaware of how to utilize crime analysis in their regular functions. Others expressed that they were uninterested in doing so and would rather rely upon traditional policing strategies. It is important for DHPD to educate department employees on the utility of crime analysis as it can be a value tool to help the department more effectively prevent and respond to public safety problems.

Recommendation 5.1.a: As DHPD builds its crime analysis capabilities, it should identify and provide training and skill development opportunities for crime analysis staff.

Per the CRI-OA team’s continuous engagement with DHPD in this assessment, the Chief has already applied to participate in the Crime Analyst in Residence Program. Using a hybrid approach of onsite and virtual technical assistance, this program aims to help law enforcement agencies in integrating tailored crime and data analysis practices, products, tools, and information more fully into their daily operations and crime reduction efforts.

Other training resources include topic-specific conferences, publications, and hands-on training (especially for software and other tools accessible to the analyst). The International Association of Crime Analysts (IACA) provides several educational resources. Additional useful, free resources can be found through the Center for Problem-Oriented Policing and the Bureau of Justice Assistance’s Analysis Toolkit. In addition to IACA, other relevant associations or listservs of interest include:

• National Policing Institute
• Urban Institute Justice Policy Center
• Center for Evidence-Based Crime Policy

Recommendation 5.1.b: Engage department employees in discussions to determine the primary objective(s) or functions of crime analysis and to increase understanding of the value and supports of crime analysis.

The objectives and function of crime analysis can be multifaceted from supporting patrol functions to addressing persistent crime concerns to developing long-term prevention and reduction strategies. Determining the initial need and desired function of crime analysis for DHPD will help inform the level of engagement the analyst should have with different units or positions and the type of products the analyst should develop. DHPD leadership and the analyst should spend time discussing how crime analysis can be used with personnel across DHPD to inform decision of span of control of influence for crime analysis. Additionally, to further build awareness across the department of the value and utility of crime analysis, the analyst can also make a concerted effort to show how analysis products are helpful to patrol officers and detectives. This can be done by creating sample products and participating regularly in roll calls, detective meetings, and ride alongs regularly to maintain rapport with end users and to market abilities of the analyst. Finally, DHPD leadership should consider training supervisors on crime analysis. This can be accomplished by bringing an outside crime analysis subject matter experts, or reviewing resources such as the Crime Analysis for Executives webinar. The webinar provides insight on how a crime analyst can support executives or managers with strategic or tactical decision making. Topics include what to expect from a crime analyst; how to make effective use of crime analysis; supporting and managing crime analysts; and more.

Recommendation 5.1.c: Assess data and technology requirements to meet the identified objectives and function of crime analysis.

Data and technology play a critical role in ensuring that crime analysis is timely, relevant, and actionable for decision-makers. Once

DHPD has defined the primary objective(s) and functions of the crime analyst, it should assess and acquire access to necessary data sources (crime and non-crime) to allow them to generate a comprehensive understanding of community safety issues in Dearborn Heights. Timely access to data is critical, and should not be reliant on making outside requests to data, but rather through direct access to source databases. Such data sources may be calls for service, reported crime records, intelligence records, traffic crash or citation records, census, business licensing or permitting, public records, and more. In addition to data, DHPD should examine the technology required to support the collection, storage, management of analysis of data. This includes analytic software (e.g., SPSS, Qlik, Power BI, Tableau, ArcGIS), as well as hardware, such as workstations with sufficient processing capacity and memory.

Finding 6.1: The Dearborn Heights Police Department (DHPD) has gone through several structural, operational, and policy changes in the past year. DHPD employees expressed that these changes have resulted in a lack of clarity about the department’s overarching mission, goals, and practices currently and in the future.

Dearborn Heights Police Department (DHPD) executive leadership team has taken great strides over the past year to align the agency’s administration and operations with modern best practices. For example, the department executive leadership has taken steps to fill previous gaps within the department, such as hiring a sergeant to improve training and recruitment processes. Further, they have acquired several new patrol vehicles to enhance officer safety, reliability, and functionality. In addition, the executive leadership has worked to gather, properly organize, and secure critical files and evidence.

However, the purpose for these changes, as well as the leadership’s overall mission and vision for the department moving forward, are not always well understood and recognized by members of the department. Department employees shared that changes have occurred frequently, resulting in a sense of uncertainty. Further, they described having few opportunities to provide input on changes. Moreover, department employees expressed that DHPD leadership should improve communications regarding why and how changes occur. For example, recent staffing needs have required assignment changes for various department employees. Leadership has worked within the confines of the current union contract to inform personnel about these changes. However, since these changes have been made piecemeal, employees expressed that it would be helpful to have an understanding of all expected re-assignments so they can not only properly prepare but also have an overall understanding of new department structure.

Recommendation 6.1.a: Develop a change management plan to outline the vision, outcomes, goals, strategies, and actions for the department in the near-term (next 6-12 months).

Executive leadership should collaborate with department employees in developing this plan to demonstrate fairness, voice, transparency, and impartiality in decision-making (also known as internal procedural justice). They should also track implementation of the plan and review progress to assess opportunities for continuous improvement.

Recommendation 6.1.b: Document recent DHPD improvements and successes achieved and share and celebrate them internally and externally.

Sharing the accomplishments from the past year will aid in creating a positive path forward for change and in ensuring every level of the organization feels the support of leadership. This messaging should be consistent with the department’s mission and change management plan, so department members understand they are working towards the same goals. DHPD should continue to share these messages regularly to help ensure a cohesive workforce that is focused on shared values and goals. Messages can be shared through various methods, such as in-person roll call meetings, a chief’s video blog, news releases, social media, email and more (see Recommendation 2a for more on department communication).

Recommendation 6.1.c: To enhance communication and engagement with department employees in various positions and ranks, introduce a formal means of participation in decision-making and change management through a task force or a steering committee.

DHPD leadership has made important efforts in the past month to improve communication and give department employees voice in decision-making. For example, the Chief recently established an “Implementation Committee,” with the purpose of enhancing communication, soliciting feedback, and providing DHPD personnel the opportunity to advise on decision-making and change management within the organization. The committee plans to meet monthly and commenced its first meeting in September 2023.

Finding 6.2: DHPD employees would benefit from more frequent in-person communications and interactions with DHPD executive leadership.

Some department personnel reported the primary form of executive leadership communication is by email. Some noted this communication is informative and adequate for departmental updates. However, many DHPD employees shared that some information, especially surrounding policies and procedures, would be more effective if initially communicated verbally with additional background and context. Some officers noted that executive leadership has attended roll call meetings recently to share information about procedural changes and felt more of that would be helpful. Department supervisors reported they have limited in-person communication with DHPD executive leadership, and expressed that in-person meetings and interactions should have a clear purpose and be productive.

Recommendation 6.2.a: Improve internal communication within the police department by developing and implementing transparent, frequent communication that promotes positive change and articulates policies, processes, and decision-making.

Executive leadership should make a concerted effort to regularly and personally interact with as many department personnel as possible within the agency (e.g., through holding formal meetings, attending roll calls, conducting ride-alongs, connecting with officers when responding to a scene, and having informal one-on-one exchanges).

Problem-Oriented Policing Training and Education

In August 2023, the COPS Office sponsored and funded five DHPD members to attend the 31st Problem-Oriented Policing Conference. The conference was put on by the Arizona State University Center for Problem-Oriented Policing and featured practitioners and academics presenting on introductory, intermediate, and advanced topics in problem-oriented policing implementation.