Finding 1.1: While the DHPD has increased their community engagement activities, the department does not have a comprehensive or systematic community policing approach.

Throughout 2023, the DHPD has engaged in multiple outreach activities, aimed at building relationships within the communities it serves. These activities have included DHPD-organized events where community members socialize with DHPD personnel, such as “Heroes and Helpers,” “Cops, Coffee, and Chrome,” and “Trunk or Treat.” These events have generally been well-attended and received. DHPD leadership and personnel also attend community meetings led by local organizations and neighborhood associations. During the CRI OA team’s review, community members reported inconsistent engagement from the DHPD for some events. For example, the DHPD does not attend some community meetings as engaged participants or partners and does not attend some others at all. Another example a community member described was a positive initial contact during a neighborhood association meeting, culminating in department leadership promising to share data. However, the community member said, the department did not follow through on this assurance. Law enforcement organizations may have reasonable explanations for not sharing specific data; however, without follow-up communication acknowledging a request and the reasons that it may or may not be granted, the DHPD may undermine its efforts and strain relationships it has fostered.

While these community events are important and should continue, true and effective community engagement and community policing cannot be isolated to community events or delegated to specific people; everyone in the department, sworn and civilian, plays an important role. “Community policing is a philosophy that promotes organizational strategies that support the systematic use of partnerships and problem-solving techniques to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime.” The DHPD does not have a comprehensive department-wide focus and approach to community policing.

In addition, the DHPD does not have a formal and effective avenue for community members to consistently share feedback and recommendations directly with the department. The DHPD uses social media, public events, and a quarterly city newsletter to share some information about their current initiatives and practices. DHPD’s social media (Facebook) is managed by the city. The department is looking to expand their public information function and presence on social media in the future. However, there are limited opportunities for productive two-way exchanges of information. Before staffing levels required that many DHPD officers in specialty positions be moved to patrol, the department had a Crime Prevention Officer. That person served as a point of contact for community members to reach out to with concerns. This officer also conducted business checks, led awareness campaigns, and attended community meetings. During the CRI OA team’s interviews and a community listening session, community members showed interest in the DHPD and shared a variety of recommendations for the department. For example, community members expressed the need for increased traffic enforcement, the importance of mental health response training for officers, concerns about available data, and suggestions for crime deterrence strategies.

Recommendation 1.1.a: Develop a community engagement plan.

The DHPD should work to develop a culture in which all members of the department understand that service to and engagement with the community is central to its mission and values. A community engagement plan is an important first step to becoming an effective community policing agency. The DHPD may first consider developing a short-term (six- to 12-month) community engagement plan, which can later be refined and enhanced. The department should consider including the following components:

• Clearly defined goals and objectives for community engagement that align with the department’s mission and values
  • Key messaging points
  • Relevant policies and training
• Specific proposed outreach activities, such as
  • nonenforcement community engagement activities for officers;
  • partnerships and collaborations with other agencies, organizations, businesses, and community groups and leaders;
  • community outreach events that are conducted on a regular basis;
  • opportunities for the community to have voice regarding DHPD policies, strategies, or efforts (see recommendation 1.1.c).
• Communication strategies, including data and information to be shared internally and externally and methods to ensure the closure of feedback loops
• Risks, challenges, mitigation strategies
• Desired outputs and outcomes
• Roles and responsibilities of department personnel (officers, investigators, supervisors, executive leadership, analyst, civilian staff) and community
• Timeline
• Evaluation methods

The DHPD should also look to relevant research and resources about community engagement and the philosophy of community policing to direct its plan and actions. In addition, the department should identify internal champions to aid in implementation efforts. Some department personnel attended a problem-oriented policing conference in August 2023. This served as an opportunity to empower officers to identify and collaboratively work to solve problems, which can be replicated as a component of the plan.

Recommendation 1.1.b: Consider ways to promote a culture of community policing across the department.

Authentic and effective community policing requires all department personnel, not just patrol officers, to be community-focused in their daily activities. In addition to specific activities that officers may engage in, the DHPD may consider the following as examples of ways to further institutionalize community policing:

• Setting the expectation that a portion of discretionary time during a shift be dedicated to meaningful nonenforcement activities, such as problem-solving, situational prevention, and community collaboration
• Requiring demonstrated competency in community policing for promotion (such as the ability to form productive partnerships or the completion of a successful problem-solving project)
• Developing awards to commend officers who perform exceptionally in areas related to community engagement and problem solving
• Revising the performance evaluation system to incorporate community engagement and problem solving performance criteria
• Expanding external communications to promote collaborative and interactive community engagement with community members by sharing positive stories and encouraging community input
• Updating relevant policies to include community policing elements, as possible.

Recommendation 1.1.c: Following the development of a community engagement plan (recommendation 1.1.a), consider implementing a community advisory committee to give community members voice and opportunities to provide input regarding department policies and practices.

Community advisory committees are valuable because they build trust, communication, and transparency between the police and civilians. They allow community members to have voice and input into department efforts, as well as providing a forum for police to convey information and build trust.

Committee membership should be as diverse and inclusive as possible to reflect the demographics of Dearborn Heights. Committees often include representatives or leaders of the business community, faith-based groups, marginalized groups, local government, youth, and community service providers. Some communities use private, third-party organizations to select members for their committees. For example, some departments use an existing local organization comprising stakeholder engagement and communication professionals to help identify the most appropriate individuals to serve on its community advisory committee. This input from outside organizations can remove potential bias, real or perceived, from the selection process.

Community advisory committees can vary in level of input and engagement but work best when they have specific areas of focus and clearly identified goals and objectives. Example areas include policy development, community outreach and engagement, new technology use and deployment protocols, problem-solving to address chronic safety problems, and training programs. Committees often meet on a regular basis to hear from department leadership on current and planned initiatives and to develop agendas and goals.

The department may also consider existing current City entities, such as the Community & Cultural Relations Commission, to gather input regarding department operations and priorities.

Finding 1.2: DHPD investigators do not currently engage in systematic victim and witness support.

Policy 600 Investigation and Prosecution states that officers responding to a crime “shall make reasonable attempts to locate, identify and interview all available victims, complainants, witnesses and suspects.” In interviews with investigative personnel, many reported that witness and victim contact information collected by responding patrol officers was not always accurately reflected in the related offense report.

Policy 600 also states that investigators “shall attempt to make contact with a victim within 24 hours of receiving the report.” However, there are currently no guidelines requiring continued contact with victims and witnesses. The assessment subject matter expert asked how victims of crimes were notified about the status of their cases or contacted to engage in follow-up investigative work and were unanimously told the only method of contact was through the telephone. One community member said they witnessed a crime but did not feel the responding DHPD officers took it seriously or conducted appropriate follow-up until months later, when a similar crime was committed. While it is certainly not possible that an investigation will always come to a quick conclusion, lack of clear communication throughout likely affects trust and confidence in the department.

In addition, policy 600 does not require investigators to provide victims and witnesses with information about available resources. DHPD personnel lack a detailed understanding of what services can be directed to victims of crime.

Recommendation 1.2.a: Inventory the resources available to assist victims of crime and conduct department-wide training to educate personnel on these available resources.

The department should work with other community organizations, service providers, city departments, and possibly the Wayne County Attorney’s Office to compile a list of resources available to assist victims of crime. An individual should be assigned responsibility for keeping this resource up to date and distributing updates to officers. All officers should be trained and familiar with the resources that are available, and updates should be provided to them on a regular basis during roll calls. Officers should be provided with easy-to-access materials (brochures, resource cards, flyers, etc.) in multiple relevant languages to provide to crime victims. These materials should be provided in accessible formats to community members. They should also receive training on trauma-informed, victim-centered, and culturally sensitive approaches (e.g., training on how to speak to victims regarding the resources that are available to them and conducting trauma-informed interviews).

Recommendation 1.2.b: Develop or amend policy to reflect additional protocols to communicate with victims of crime.

Policies should be developed or amended to outline these modes of communication and accountability mechanisms to ensure personnel follow through and do so in a victim-centered, trauma-informed manner. Serious crimes, such as homicides, nonfatal shootings, domestic violence, and sexual assaults should be given special attention by the agency through tailored policies and procedures. The DHPD should consider the following additional methods to communicate with crime victims, to include family members of victims:

• Victim services resource letters (from detectives) and flyers (patrol handouts) with investigator and responding officer contact information
• Personal visits to interview and follow up with victims in the field
• Email
• Advocacy outreach to garner victim and witness cooperation
• Homicide support groups or similar models to support survivors or secondary victims of crime

Recommendation 1.2.c: Establish a working group of internal and external stakeholders to research and build a victim-focused strategy.

A victim-centered approach or strategy means that investigators or department personnel prioritize victims’ needs and interests. Such an approach respects victims’ dignity and provides them with nonjudgmental assistance. It also focuses on ensuring victims are safe and supported, understand their rights, and receive services to rebuild their lives.

Members of this working group should include DHPD personnel from the patrol and detective bureaus, along with representatives from the Wayne County Prosecutors’ Office, advocacy organizations, and service providers.

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 CRI OA 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 2.3: Though the department receives few complaints from community members, the intake and complainant communication processes should be improved.

DHPD Internal Affairs personnel reported that they had received 33 community complaints between January and November 2023. Of those, only two had been sustained. Of the 40 community complaints received in 2022, four were sustained. The majority of DHPD complaints from the community are about officer rudeness.

The DHPD receives external complaints in writing or by phone. To make a complaint, community members are encouraged to go to the police department, request a physical complaint form, and return it by fax, by mail, or in person. The police department will also take complaints via phone. Complainants are then contacted by an investigating supervisor, as required by policy. Policy1010, Personnel Complaint Procedures states that this initial contact should be made within 24 hours. However, DHPD Internal Affairs leadership said that they require this contact to be made within six days. The policy also states that within three days of assignment, the complainant should be informed of the investigator’s name and the complaint number. However, DHPD Internal Affairs leadership indicated that they had instituted a complaint numbering system in the last year, so historically, this policy was not being followed. While investigations are required to be completed within 90 days, the DHPD communicated that most investigations of external complaints are resolved within two weeks. However, there is no requirement to contact the complainant again until the conclusion of the investigation, when they are again contacted by phone and told the outcome of the investigation. The DHPD also mails a letter to the complainant, but only in the event that a complaint is unsubstantiated.

Recommendation 2.3.a: Expand alternative options for community members to make a complaint.

The DHPD should expand accessibility and ways in which community members can make a complaint. This includes offering individuals the option to file an anonymous complaint, accepting complaints in other formats than the formal complaint form, and making the paper form available at alternative locations from the police department headquarters (e.g., libraries, houses of worship, and community centers). The department should also develop a fillable electronic version of its complaint form. The department should work with City IT personnel to upload the form to the website. Ideally, the website would allow for submission of complaints. However, if an interim solution is needed, the DHPD should provide an email address where complaint forms or narrative complaints can be submitted.

Recommendation 2.3.b: Update DHPD policy to include clear timelines for contact with complainants.

Community complainants should be contacted within 24 hours of the initial complaint filing and regularly thereafter until the conclusion of their investigation. The communication to the complainant about the assigned investigator and case number should be sent via letter or email and should also outline an expected timeline for the investigation.

Finding 2.4: DHPD’s vehicle pursuits policy and reporting protocols require revisions and updates.

DHPD Directive 307, Vehicle Pursuits, outlines the department’s policy for “vehicle pursuits in order to protect the safety of involved offices, the public, and fleeing subjects.” In an effort to expand proactive policing, the DHPD updated its vehicle pursuits policy in January 2023. The policy authorizes officers to “initiate a pursuit when it is reasonable to believe that a suspect, who has been given an appropriate signal to stop by a law enforcement officer, is attempting to evade arrest or detention by fleeing in a vehicle.” The policy provides details on officer and supervisor responsibilities, factors to consider for initiating and terminating a pursuit, pursuit driving, and more.

The CRI OA team conducted a review of DHPD vehicle pursuit data from 2022 and 2023 to better understand pursuit activity within the Dearborn Heights. Between January 2022 and September 2023, the DHPD conducted a total of 170 approved vehicle pursuits (six pursuits were terminated by supervisors during this period). See figure 1. An increase in pursuits occurred beginning in February 2023, when the DHPD changed the pursuit policy. The average number of pursuits each month from June 2022 to January 2023 was 1.4, and this increased by a factor of 13.8 to an average of 19.0 pursuits each month from February 2023 to September 2023.

     
Figure 1. Number of pursuits initiated by Dearborn Heights Police Department by month (01/2022 to 09/2023) (n=170)

The majority of these pursuits (52.4 percent) were for traffic violations, while 28.2 percent were pursuits that involved felonies and 12.4 percent were pursuits that involved misdemeanors. A large amount of missing information was noted for the start and top speeds of pursuits. While it is not possible to assess the average speed of these pursuits by type, it is worth noting that maximum start and top speeds (110 mph and 140 mph, respectively) were the highest for pursuits that were initiated for traffic violations. Pursuits that were initiated for felonies had similarly high maximum start and top speeds (90 mph and 129 mph, respectively). Pursuits for misdemeanors did not have high maximum start speeds (43 mph), but at least one misdemeanor pursuit had a maximum top speed of 109 mph.

Of all 170 pursuits, 26 (15.3 percent) resulted in medical treatment, 14 of which were a result of the suspect’s vehicle having a collision. Arrests occurred in 58 of the 170 pursuits (34.1 percent), with the most common arrest scenario being the driver or suspect stopping their vehicle (37 pursuits), followed by pursuits ending because the suspect’s vehicle had a collision (16 pursuits). Uses of force occurred in 26 pursuits (15.3 percent), 24 of which involved an arrest as well. While nine uses of force occurred after a suspect vehicle collision, 17 were noted for pursuits that had ended when the driver or suspect stopped their vehicle. .

It should be noted that while the Precision Immobilization Technique (PIT maneuver) is generally allowable in policy, the department has temporarily banned its use because more than half of DHPD officers are not trained to conduct this maneuver. Many department members have also not received recent Emergency Vehicle Operations (EVO) training.

Vehicle pursuits are a long-standing and complex issue. While they are, at times, necessary to apprehend those disobeying the law, pursuits can also be dangerous for officers, those they are pursuing, and the public. This analysis of vehicle pursuits for the DHPD emphasizes the importance of the department’s carefully considering when pursuits are necessary; developing specific parameters for which officers are authorized to conduct pursuits; establishing appropriate mechanisms for reporting and reviewing pursuits; and providing training for officers on policy, protocols, and safe driving.

For these reasons, moving into 2024, DHPD leadership has prioritized reviewing and updating its policy and Pursuit Report and Review form. This is a notable and important decision for ensuring the safety of officers and the DHPD community.

Recommendation 2.4.a: The DHPD should review its vehicle pursuits data and national practices and policies for vehicle pursuits to ensure proper conduct of and accountability for pursuits. These standards and guidelines should be clearly documented in DHPD’s forthcoming revised policy and Pursuit and Review form.

The department should identify goals for pursuits, review their outcomes, and discern whether those goals are currently being achieved. This includes examining and understanding the safety risks and dangers of PIT maneuvers for officers, drivers, passengers, and bystanders. Following this exercise, the department should update its pursuit policy, paying careful attention to the circumstances for authorized vehicle pursuits, limits on pursuits (e.g., top speeds and number of vehicles that can be involved), safety of PIT maneuvers, use of force following a pursuit, and when pursuits should be terminated. Further, the DHPD may consider alternatives to pursuits that may still aid them in achieving their goals. A 2023 COPS Office publication, Vehicular Pursuits: A Guide for Law Enforcement Executives on Managing the Associated Risks, has helpful suggestions and national perspectives. The agency should also monitor the numbers of pursuits that officers are engaging in and follow up with officers who are engaging in large numbers of pursuits to ensure that they are conducting them in accordance with department policies.

Recommendation 2.4.b: The DHPD should provide department members with training to properly engage in pursuits.

Some training topics to consider are as follows:

• Revised policies
• Review of national best practices
• Revised Pursuit Report and Review form
• PIT maneuvers (if allowable)
• EVO
• De-escalation
• Supervision/accountability measures
• Fourth Amendment implications and obligations

Finding 2.5: DHPD policies and practices related to use of force and review of use of force lack specificity and incorporation of national practices.

DHPD Policy 300, Use of Force, was last published in 2021. This policy provides overarching guidelines applicable to all forms of force; however, it lacks specifics related to various forms and levels of force (e.g., deadly force versus less lethal force, firearms, oleoresin capsicum [OC] devices and sprays [pepper spray], electronic control weapons [ECW] such as Tasers, impact weapons, etc.). Further, critical principles of de-escalation, sanctity of human life, and duty to provide medical assistance are minor components of the policy. Per Policy 300, DHPD officers are required to report and document any use of force promptly, completely, and accurately in an appropriate report. The DHPD uses a computer-based reporting form provided by an outside vendor. The form includes several checkboxes for the member to report data on the officer and person(s) involved, reason for contact, type of video, use of restraint, reason for restraint, control methods, and more. The form limits an officer’s ability to include detailed narrative regarding the use of force incident, including de-escalation tactics used.

The department also has limited guidelines and protocols related to the review of use of force. Policy 301, Use of Force Review, states that the department “will objectively evaluate the use of force by its members to ensure that their authority is used appropriately and consistent with training and policy.” It does not elaborate on the extent of the review, review processes, or disciplinary guidelines or corrective actions. The department also lacks data and mechanisms for tracking of uses of force, to inform trends and patterns related to use of force that may be addressed by further training or discipline.

To better understand the nature and extent of officers’ interactions resulting in the use of force, the CRI OA team conducted a review of DHPD use of force data from January 2022 to September 2023. During this period of time, 68 DHPD members were involved in 143 use of force incidents. These incidents corresponded to 306 use of force reports. A total of 160 community members were involved in these use of force incidents.

Officers expressed lawful orders to the vast majority (92.5 percent) of the 160 community members who experienced a DHPD use of force from January 2022 to September 2023. Lawful orders were not given to 3.1 percent of community members who experienced a use of force, and that was primarily because it was impractical or unsafe to do so. The officers primarily relied on verbal direction during uses of force, with 141 community members (88.1 percent) being verbally directed on what to do (see figure 2). A total of 82 community members (51.3 percent) had control methods associated with muscling applied to them, while 71 community members (44.4 percent) were brought to the ground. The officers displayed their firearms to slightly more than 44 of the 160 community members (27.5 percent) and deployed Tasers with 22 community members (13.8 percent).

     
Figure 2. Dearborn Heights Police Department use of force control methods against community members, January 2022–September 2023 (n=160)

Recommendation 2.5.a: The DHPD should update its use of force policies.

The DHPD should revise Policy 300, Use of Force, to emphasize critical principles of de-escalation, sanctity of human life, and duties to intervene and provide medical assistance. The department should include detailed, specific guidance on levels of force (e.g., deadly force versus less lethal force), types of force options (e.g., firearms, OC spray, Tasers/ECW, impact weapons, canines, etc.), and special circumstances (e.g., fleeing persons). Policies should be consistent with Commission on Accreditation for Law Enforcement Agencies (CALEA) requirements, MCOLES, and Michigan state laws and should be reviewed regularly to incorporate promising practices and developments in applicable laws. Department members should also be trained on revisions to policy.

Recommendation 2.5.b: The DHPD should review and monitor uses of force and establish appropriate accountability systems.

DHPD officers who engage in force should be able to demonstrate that the force they used complied with policy. The DHPD should update its use of force reporting form to require officers to report and describe any reportable use of force. The form should include a narrative that describes with specificity the incident, subject’s actions, other circumstances for why force was needed, the officer’s response, and de-escalation tactics considered or used. The DHPD should also develop and document in policy its formal review processes to ensure use of force incidents are objectively reviewed in a timely manner, including standards for when supervisors must respond to the scene of a use of force. This should include how use of force incidents are reviewed, by whom, and disciplinary guidelines or corrective actions.

The DHPD should document these revised requirements and processes in appropriate policies. It should also train employees on revisions to policies, processes, and reporting requirements.

Finally, the DHPD may consider developing a force review board to review use of force incidents. This board could also be used to assess pursuits that results in injuries (related to finding 2.4).

Recommendation 2.5.c: The DHPD should track data on use of force and institute an annual review of use of force trends.

Rates of use of force are not expected to be completely static. However, it is important for the DHPD to explore the causes of dramatic increases in uses of force. The department should review trends annually, at a minimum, paying close attention to these trends’ implications on, among other things, training, accountability, community trust, police legitimacy, and officer wellness.

Finding 2.6: The DHPD does not currently have an effective Early Intervention System (EIS).

Currently, DHPD uses an element of an existing management system to track sick time, but the department does not have a true EIS. An EIS is a data-based tool that aids departments in identifying officers who may be displaying concerning behavior and proactively address those concerns. The systems use a wide range of data sources to identify outliers. Such sources may include uses of force, vehicle pursuits and traffic collisions, misconduct complaints, injuries, secondary employment, attendance or absenteeism, overtime, member behavior, missed court appearances, or training history.

An example of data an EIS may monitor is repeated uses of force. For DHPD, from January 2022 to September 2023, a total of 68 Dearborn Heights police officers were involved in 143 use of force events. The average number of use of force events among these officers was 6.4 during this period, although 16 officers (23.5 percent) were each involved in 10 or more use of force events (see figure 3). While such uses of force may be within policy and should all be reviewed, their frequency can be one indicator that an EIS would assess. It is important for the DHPD to consider implementing a tool that can assess officers holistically and provide support.

     
Figure 3. 143 Uses of force events by 68 DHPD officers from 01/2022 to 09/2023

Recommendation 2.6.a: Implement an EIS to increase officer accountability and support.

The DHPD should review its current management system to determine whether it has the capability to integrate measures other than potential abuse of sick time. If not, the department should explore more effective tools. A useful resource the DHPD can reference is the National Policing Institute’s Best Practices in Early Intervention System Implementation and Use in Law Enforcement Agencies. The department should ensure feedback and involvement from all affected stakeholders, particularly the collective bargaining units.

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 CRI OA 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 2) 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 3.1.a), identify appropriate positions and units/structures needed to accomplish organizational objectives

These positions should be articulated in the department’s change management plan (Recommendation 6.1.a), 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 3.2: DHPD officers receive a 40-hour annual in-service training that meets basic state requirements but lacks crucial contemporary policing topics. The department is working to restructure and refresh the training moving forward.

Each year DHPD members receive a 40-hour block of annual in-service training. DHPD Policy 203, Training, states that the department “shall administer a training program that will meet the standards of federal, state, local and the Michigan Commission on Law Enforcement Standards (MCOLES) training requirements.” Required topics are enumerated in DHPD Procedure, Training Procedures, and include ethics; bias-influenced policing; hazardous materials awareness; use of force policy; subject control, defensive tactics, and less lethal weapons; firearms and qualification; interacting with people with mental illness; care and supervision of detainees; emergency vehicle operations; and response to active shooters or active assailants. The frequency of these trainings is also described, detailing which topics will be covered in initial training, annually, biennially, and triennially. In March 2023, the 40-hour in-service training covered the following topics: clocks and reports, AB3 and ARX , ordinances, first aid, Animal Control, technology updates, legal updates, families against narcotics or Narcan training, and autism awareness. DHPD personnel described this training as somewhat informative and helpful.

DHPD’s current training is missing several crucial topics. Particularly, there is a gap in trainings emphasizing policing responsibilities such as constitutional policing, crisis intervention teams (CIT), community policing and problem solving, cultural awareness, procedural justice, and de-escalation. Similarly, some community members expressed that some DHPD officers lack interpersonal and conflict resolution skills, particularly when responding to calls for service involving community members with mental health concerns. Training could help to address this gap and improve relationships with the Dearborn Heights community. In addition, officers interviewed by the CRI OA team said they would like to have more interactive training that focuses on exercising practical and tactical skills (e.g., de-escalation, active shooters, and traffic stops).

DHPD leadership have recognized the need to improve training for department personnel. In 2023, they identified a sergeant to lead the Training Division who is actively engaged in improving department training. The Training Sergeant has provided more training opportunities for personnel in the past year. The sergeant also plans to update the in-service training content and structure. Moving forward, the department will provide approximately 80 hours of in-service training each year by shifting away from a one-week “block” structure toward monthly training throughout the year. This training includes refreshed topics for early 2024, including crime scene investigations, de-escalation strategies and critical decision-making, accident investigations, and mental and physical wellness.

Further, the DHPD expanding partnerships that may bolster its training efficacy. The department has partnered with a local autism advocacy organization and a local Arab American museum in the past for training, but many more opportunities remain. The CRI OA team spoke with a local school district that said it had invited the DHPD to participate in an Alert, Lockdown, Inform, Counter, Evacuate (ALICE) active shooter preparedness training, but the department did not take part. A local mental health organization said the DHPD had allowed representatives to introduce themselves in a roll call and leave resource materials. However, they hoped to partner on a more structured training about available resources and how to refer community members. In addition, community members in interviews were not able to recall any opportunities to provide feedback on DHPD training.

Recommendation 3.2.a: Provide additional training to the Training Sergeant and all supervisors responsible for unit-specific training on effective instruction.

Additional training can be provided to support and enhance the efforts of the Training Sergeant and other supervisors responsible for training. This training should include basic structural concepts such as adult learning models, instructional design, and curriculum development. There should also be opportunities for these individuals to develop further subject matter expertise that they may share with their supervisees.

Because of the specialized skills required for training and curriculum development, the DHPD may also consider seeking outside assistance (e.g., bringing expert trainers to the DHPD or contracting a part-time curriculum developer or writer).

Recommendation 3.2.b: Update in-service training and expand training topics included to ensure their relevance to modern policing.

The department should use internal and external feedback, department data, direct observations, and national trends to identify training topics that will be more beneficial to the department and its personnel. Some topics to consider include the following:

• De-escalation
• Active bystander
• Constitutional policing
• Crisis intervention teams
• Tactical training
• Diversity and cultural awareness
• Procedural justice
• Community engagement
• Investigations
• Supervision
• Court testimonies
• Report writing

Recommendation 3.2.c: Collaborate consistently with community organizations, criminal justice partners, and other local stakeholders to develop and conduct training.

The DHPD should solicit feedback about areas in which community members and partners have identified possible training gaps based on interactions with DHPD personnel. The department should use this input to guide training topics for a set number of hours within their discretionary training time. The department should also set aside time consistently (on a weekly or monthly basis) to include community partners in roll calls. Additionally, DHPD should identify opportunities to co-train with local law enforcement agencies.

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 6.1 and 3.1).

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.

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.

Recommendation 5.1.d: Learn about CompStat principles, practices, and models to inform the implementation of CompStat for the DHPD.

CompStat provides the DHPD a performance management tool to consider information in a timely manner while also increasing accountability and information sharing across the department. It can increase understanding and analysis of the crime and disorder problems occurring in Dearborn Heights and should incorporate problem-oriented policing principles and practices. As the DHPD develops and implements its new CompStat process, those involved should explore and observe CompStat models from other agencies and related informational resources to develop an approach appropriate to the public safety issues and priorities relevant to the DHPD and its community.

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 promising 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).

Finding 6.3: Partnerships between the DHPD and local criminal justice stakeholders are lacking in quantity and depth.

While two DHPD officers are currently serving on task forces in the area—the U.S. Drug Enforcement Administration (DEA) task force and a regional automotive theft task force—their assignments have not yet increased collaboration and information-sharing. Task Force Officers (TFO) said they are not included in any recurring DHPD strategy, crime, or accountability meetings to improve the flow of routine intelligence and updates between agencies.

The DHPD could also better leverage local partnerships with criminal justice stakeholders. The Wayne County Prosecutor’s Office said there was a significant opportunity to further partner with the DHPD. For example, automotive theft has been reported as a significant concern in Dearborn Heights. However, the Wayne County Prosecutor’s Office personnel interviewed relayed that they rarely receive cases related to auto theft from the DHPD. In addition, both city and county prosecutorial partners said the investigative cases often lacked relevant content. They conveyed that the DHPD should work to develop increased quality control and established review of the work and documentation being completed by both investigations personnel and patrol officers. It would be helpful to both agencies to understand the barriers to developing strong cases and identify a strategy to improve efforts. The prosecutor’s office offered to provide training to the DHPD on a recurring basis, or as needed, and to work with the agency to build better feedback and accountability loops. The same offer of support was made by the city prosecutor.

On a federal and state level, the DHPD currently works with Michigan State Police (MSP) for officer-involved shootings and major traffic-related investigations. The department also attends Building Respect In Diverse Groups to Enhance Sensitivity (BRIDGES) meetings led by the U.S. Attorney’s Office for the Eastern District of Michigan. These meetings, attended by local law enforcement and community stakeholders, aim to address concerns in the Arab American and Middle Eastern communities. In addition, while there were no existing partnerships with Federal Bureau of Investigation (FBI) or U.S. Marshals Service (USMS), there was hope that with the hiring of a former member of the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF), a relationship with that agency could be developed. Specifically, the ATF has resources that most law enforcement agencies use to improve investigations of gun crimes. These resources include the National Integrated Ballistic Information Network (NIBIN) and eTrace, which automates ballistics evaluations and provides actionable investigative leads in a timely manner. No investigations personnel interviewed could explain what NIBIN or eTrace was, and none were aware of any type of follow-up that is conducted or leveraged from crime guns or shell casings recovered in their city.

Recommendation 6.3.a: Consider establishing recurring meetings between senior DHPD leadership, senior personnel at the Wayne County Prosecutor’s Office, and the City Attorney’s Office.

These meetings should include discussions of trends, areas for improvement, and statuses of cases being submitted or pending prosecution, along with opportunities for training and legal updates.

Recommendation 6.3.b: Establish a quarterly meeting between DHPD leadership, the DHPD TFOs, and their associated task force supervisors to report back to the agency on the work being performed by the group and the assigned TFO.

These meetings should also highlight the work by the task force to impact and identify the narcotics and auto theft trends, respectively, occurring in Dearborn Heights.

Recommendation 6.3.c: DHPD leadership should communicate or meet with all federal agencies quarterly, at a minimum, to build relationships that leverage the assets of the FBI, ATF, USMS, DEA, and USAO to further the DHPD’s criminal investigations.

These meetings should include discussion of relevant strategies and operations along with opportunities for collaboration and/or training.

Recommendation 6.3.d: Consider ways to expand relationships with local, neighboring law enforcement agencies.

Public safety issues can often transfer city limits, thus relationships with neighboring law enforcement agencies can be beneficial. DHPD should continue to find opportunities to build these relationships. For example, the DHPD can engage with groups led by other stakeholders. For example, the Michigan Department of Civil Rights heads the Advocates and Leaders for Police and Community Trust (ALPACT). The DHPD can also explore ways to leverage its current participation in BRIDGES to address its own community’s needs, as well as collaboration with neighboring police agencies, such as the Dearborn Police Department.

Problem-Oriented Policing Training and Education

In August 2023, the COPS Office sponsored 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.

Investigations Assessment

In October 2023, the COPS Office supported a two-day site visit to conduct an in depth review of DHPD’s Investigations Unit. CRI OA SMEs reviewed documents and data including policies and procedures, investigative case files, and relevant training materials. They also conducted interviews with investigative unit personnel, DHPD leadership, and external criminal justice system stakeholders. In April 2024, SMEs held a working session with DHPD investigators and leadership focused on updating current policies and procedures.

Communications Assistance

The COPS Office has provided the DHPD SME assistance and training to help it develop a department communications strategy that aligns with its missions and values. In April 2024, the three identified Public Information Officers (PIOs) and DHPD leadership kicked off intensive training and technical assistance, beginning with training on PIO functions and identifying key functions and roles for DHPD’s PIO function.Community Engagement Assistance

The COPS Office has provided the DHPD a SME assistance and training to help enhance its community engagement and build stronger relationships with the diverse community of Dearborn Heights.

CompStat Peer Learning

The COPS Office has recommended and coordinated an opportunity for the DHPD to observe another agency’s CompStat meeting and shared information resources on CompStat structure, considerations, and models.

Use of Force Policy and Vehicle Pursuit Assistance

The COPS Office has provided the DHPD examples use of force policies from other law enforcement agencies. In March 2024, CRI SMEs met with DHPD leadership to discuss specific updates to DHPD’s use of force and vehicle pursuit policies and practices. SMEs are continuing to assist DHPD in drafting updated language for these policies.